The work of the Rapid Rehousing Task and Finish Group: report January 2026

As we near the end of the parliamentary term, this report seeks to collate, record and share the key learnings across the work of the Ending Homelessness National Advisory Board’s (EHNAB) Task and Finish Group on Rapid Rehousing. 

We hope that it will be beneficial to those working across the field, and that it will also help to inform the new incoming administration following the elections in May 2026, as it considers how to move further towards ending homelessness in Wales, including progressing towards the Rapid Rehousing approach. 

Throughout the document, we have highlighted recommendations in italics. In some cases, these recommendations seek to address identified gaps and barriers in systems in structures, and in very many other cases, these recommendations seek to celebrate identified areas of good practice and to extend them more consistently across Wales.

It will be key that, as part of Wales’ journey to end homelessness, we work collaboratively – across the housing sector and beyond – to continue to press forward and closer to a Rapid Rehousing approach.

In producing this report on the work of the Task and Finish Group, thanks are owed to:

• Chele Howard, Chair of the Task and Finish Group
• Paul Jones and Paul Firth as chairs of the associated subgroups
• Katie Dalton, Director of Cymorth Cymru, as lead for the Rapid Rehousing Summit 
• The local authority representatives who spoke at the Rapid Rehousing Summit, and those who kindly shared their experiences for this report
• Archie and Declan, the two experts by experience who have kindly shared their experiences at the Rapid Rehousing Summit and within this report
• Debbie Thomas and Paul Bevan (a freelance consultant on homelessness and housing in Wales), who helped to co-ordinate this report on behalf of the group
• The cross-sector partners who participated in the Task and Finish Group and its associated working groups. 
• Welsh Government officials who have supported the Task and Finish group’s program of work.

With a special thank you to:

Katie Clubb of Conwy Council, Cheryl Emery of Rhondda Cynon Taf County Borough Council and Laura Garvey-Cubbon of Cardiff Council, alongside their teams and the Relationship Managers at the Welsh Government, for their work and commitment to Rapid Rehousing Deep Dive exercise.

The following messages are speeches written by experts with lived experience of homelessness, which were shared at the national Rapid Rehousing summit. 

These messages emphasise why it is so important to embrace a Rapid Rehousing approach and the significant difference that having a stable place to call home makes to people’s lives.

When we think about a home, what do we mean? It’s not just four walls or a roof or a good set of curtains but for me, a home has meant safety, stability, and dignity. I know this because I have lived without one.

When I first came to Wales, I was struck by its beauty and tranquillity but like life itself, it can be both cruel and kind. I experienced something I thought I’d never go through again — homelessness. Suddenly, I was a shell of myself, pushed to the underbelly of society, and I was vulnerable; words alone couldn’t justify it. The grief of poverty, it lingers. It’s the poverty of having nowhere to rest, nowhere to heal, food banks became a second kitchen and nowhere to be seen as a human being.

Without a home, everything became survival mode. Nights were long and brutal, days were short and restless. The hardest part was not just the lack of a roof, but the stigma, the judgment, and the constant reassurance of just being a number. At times, I felt like I was drowning — not just in hardship, but in endless systems, being passed from one service to another, given phone numbers instead of real support. That takes its toll. It wears away your mental health, your dignity, and your hope, in times of distress my alcoholism gave me permission to die. 

But then, something shifted. Through Crisis Skylight and others who stood by me, I was met not as a number, not as a statistic, but as a person. That made all the difference. With support, I could begin to rebuild myself, piece by piece, like broken clay being remoulded, with a home — stable, safe and have something that is mine, I could finally start to grow again.

A home gave me the foundation to focus on my sobriety, on my studies, and on my future. It gave me back pride when I looked in the mirror. It reminded me that I have worth, when the world often told me otherwise. That’s why I say: many of my victories, especially my sobriety, are not mine alone. They are shared victories — with the people who supported me, and with the safety of a place to call home. I am today two years and 7 months sober and a qualified foreign English teacher, also on the pathway to becoming a clinical psychologist.

So when we talk about homelessness, I want us all to remember it’s not an abstract policy issue. It’s not numbers on a spreadsheet. It is people’s lives! It is urgent, because homelessness is like a cancer — it spreads if left untreated, it erodes everything, and it can kill hope as surely as it kills health.

But it can be cured. We cure it by recognising housing as a human right, not a privilege. We cure it by breaking down barriers in the system, so people are not left to fall through the cracks. We cure it by working together with charities, councils, government, and communities — to ensure that everyone has not just a roof, but a place to belong, to have a system that works for all not just the few.

Today, I stand here not as a victim of homelessness, but as a survivor. I survived it because I was given the chance to have a home again, to be given that cwtch. My hope is that no one else has to endure what I went through. That together, we can ensure everyone has the dignity, the safety, and the foundation that only a home can bring.”

- Archie, expert by experience

My name is Declan, but I also go as D’Captured (which I will explain in a bit.)

I speak as someone who has experienced homelessness for several months– at first I was sofa surfing and then I was accessing emergency accommodation which was a whole thing in its own, then finally into a bed and breakfast before I finally got a stable roof over my head. 

Living in emergency accommodation is really difficult – you lack privacy and control, due to very small time restraints you may still find yourself in a position where don’t know whether you will have somewhere safe to stay each night, you can’t have your family (and in my case my two children) stay with you which for me caused a lot of stress and chaos when you co parent. 

t is very difficult to control your future and rebuild when you don’t have the control in the now.

I was stuck in survival mode. My headspace was taken up with worrying about how I was going to make money, where my next meal was coming from. When will I get my kids back properly instead of fleeting moments. It was too much to have the headspace to begin to think about more.

But once I had a stable place to call home, everything changed. My mind became calmer and I was able to move beyond survival mode and start sorting out getting back on top of things even if it was little actions. Because your mentality doesn't just go and relax it's still trying to let down it's guard, when it’s still on edge.

After a few months, I finally had the headspace to try out the pyrography (wood burning) sessions with Crisis, which they had repeatedly invited me to before but I wasn’t in the place mentally to deal with being out in public and leaving the security of my new home.

But from the day I attended the session, I was hooked from the instant I tried pyrography. I found a calmness and a sense of excitement and all the chaos that was constantly running through my head went silent. 

So from then I started to develop my skills and it became my therapy and in turn I was proudly able to turn this hyper fixation into my now growing business ‘Unleashed Creations,’ where I’m commissioned to create custom pyrography art work and running workshops to teach others this therapeutic art. I’m hoping to provide that same sense of relief and provide a mentally beneficial creative outlet for others, that to this day I believe I wouldn't be here if I hadn't been introduced to it by Crisis , I now go by D’ Captured, as I said at the start, this is my artist name.

So I’m here today as an example of exactly why ensuring people have a stable place to call home as the sooner the better is so important. Having a space to call home has changed everything and gave me the chance I needed to start improving my circumstances and not just have them being a pipe dream. Thank you 

- Declan, expert by experience

Rapid Rehousing (sometimes referred to as housing-led) is an internationally acknowledged approach to ending homelessness, which is established and recognised in many countries including Denmark, France, Finland and Spain. It centres around a cultural shift away from the traditional staircase model of support, where someone has to prove they are ‘ready’ for a home, towards a system that acknowledges that – in order to thrive and truly rebuild – an individual first needs a stable place to call home. The approach recognises the need to first provide people with the security of a home and then to build support around a person so that they can retain that home. 

Research has demonstrated that the staircase model leaves many people with complex support needs “unable to meet the demands of such programmes,” leading to high levels of sustained homelessness[1]. Meanwhile the principles of Rapid Rehousing have demonstrated global success, particularly through the Housing First approach. 

Housing First is very much an aspect of the wider Rapid Rehousing approach, which is targeted for people with more complex needs. Housing First delivers appropriate housing with wrap-around support. The approach has demonstrated great success with Cymorth Cymru reporting that, across the 17 areas Housing First is delivered in Wales between 2018 and 2023, success rates for sustained tenancies were 91%[2].

In its broadest sense, the impact of the Rapid Rehousing approach over the traditional staircase model is significant. It acts as a preventative measure, providing people with a stable and secure home before they develop additional and complex needs, which can often be associated with long periods of homelessness. For example, extensive research demonstrates that people experiencing homelessness can be more susceptible to experience difficulties with their mental and physical health. It can also be difficult to seek or maintain employment without a stable place to call home.

In addition, the approach has demonstrated significant success in reducing levels of repeated homelessness. As such, while the shift to a Rapid Rehousing approach requires initial financial investment to bolster housing supply in line with need, there are financial benefits over the longer term. These invest-to-save benefits can be realised not just through prevention of homelessness, but also through reducing the currently significant spend on temporary accommodation, which Shelter Cymru reported as an estimated £99 million across Wales in 2023/24[3].

[1] See Staircases, Elevators and Cycles of Change ‘Housing First’ and Other Housing Models for Homeless People with Complex Support Needs by Sarah Johnsen & Lígia Teixeira, University of York and Crisis, 2010

[2] See Housing First in Wales continues to deliver impressive 91% tenancy sustainment rate - Cymorth Cymru

[3] See The Cost of Crisis Report 2024

The principle of Rapid Rehousing was at the heart of the Homelessness Advisory Group’s recommendations to the Welsh Government on ending homelessness in 2020. And subsequently, the Welsh Government has made a firm commitment to shift towards the Rapid Rehousing approach. The approach underpins the Welsh Government’s National Plan to End Homelessness. 

The principle of Rapid Rehousing is also embedded within the forthcoming Homelessness and Social Housing Allocations Bill, which will set the direction for the future of homelessness support in Wales. For example, proposed new duties such as the duty to offer support to help retain accommodation are rooted within the principles of Rapid Rehousing. 

In addition, the Welsh Government now requires local authorities across Wales to develop Rapid Rehousing Transition Plans, and all areas have now developed a plan. These plans are intended to help local authorities identify the steps needed to transition to a Rapid Rehousing approach that is centred on prevention and sustainable long-term housing solutions. 

While these commitments to embed the principle of Rapid Rehousing within Wales’ infrastructure are key to shifting the nation towards the approach; there are, of course, wider considerations to ensuring the approach is truly embedded in practice across the country. 

It is widely acknowledged that becoming a nation that fully embraces the Rapid Rehousing approach to ending homelessness, will require a collaborative approach across a range of statutory and third sector organisations. It requires local authority leaders to commit to diverse ways to increase housing supply in order to meet the needs of those experiencing homelessness in the local area. It requires other services to connect and provide the multi-agency support that an individual may need to retain their home. And it requires people across the sector to champion the approach. To fully embrace the Rapid Rehousing approach, we must supplement the infrastructure and top level commitments that have been made with a drive forward across all these areas.

And, if we do so, the benefits are huge – for individuals who are rebuilding their lives after facing the trauma of homelessness, for our over-stretched housing support services who are struggling to meet demand, for local authorities who are footing bills of millions of pounds for prolonged stays in temporary accommodation, and for our wider public services which can face increased pressures as homelessness often leads to development of health, mental health and other difficulties. 

Following the publication of the National Plan to End Homelessness, and to help advise the Welsh Government on its progress towards its ambition to make homelessness “rare, brief and unrepeated,” the Ending Homelessness National Advisory Board was established. The Board compromises of experts from across the housing sector in Wales, as well as key partners including health and HMPPS. 

To assist in its work, the Board identified a range of key areas for close consideration and established Task and Finish Groups across each of these areas. In recognising Rapid Rehousing as a cornerstone of the national plan to end homelessness, the Board established a Rapid Rehousing Task and Finish Group, to carefully consider how making this shift can be best supported.

In establishing this group, the following points were acknowledged as fundamental aspects needed for embedding Rapid Rehousing across Wales:

• Ensuring that there is a universal understanding, awareness and buy-in for the approach, not just among housing service professionals, but also across leaders within key partner agencies. This includes broader local authority leaders, health, social services, elected politicians, third sector leaders and others.
• Ensuring that we are creating the homes required to match the needs of those experiencing homelessness in Wales.
• Continuing to share good practice and developing more consistency across Wales in positive work towards Rapid Rehousing.

Given the enthusiasm to further explore these key areas and how they can be supported across Wales, the Rapid Rehousing Task and Finish Group established two working groups – one on housing supply and the other on communication.

Each of the working groups were set an objective, as is set out below:

Objectives for the working group on housing supply:

• To provide a detailed analysis of how data and information on the housing needs of people who are experiencing homelessness informs the delivery of housing supply, both in planning and in practice.
• To use this analysis to identify detailed recommendations for how LAs across Wales can improve the alignment of the needs of those experiencing homelessness with the expansion of housing supply, drawing on good practice, learning and identified barriers/gaps.
• For local authorities involved in the deep dive analysis to compare the differing approaches used, learning and developing existing practice in their own local authorities as a result.

Objectives for working group on communication:

• To develop an increased understanding and buy-in for the Rapid Rehousing approach nationally, across all relevant local government departments, agencies and strategic leadership.

This report seeks to collate, record and share the key learnings from across the work of the Task and Finish group. We hope that the information within will be helpful as the Welsh Government and key partners continue to work together to continue to move closer to a Rapid Rehousing approach across Wales.

It is clear that, in progressing towards a Rapid Rehousing approach in Wales, we not only need to focus on creating more affordable homes – but also on ensuring we create the right types of homes to match the needs of people who are experiencing homelessness. Indeed, the lack of one-bedroom properties alongside the high numbers of single people experiencing homelessness is often cited as a key barrier to implementing the Rapid Rehousing approach. 

The recent report from the Affordable Housing Taskforce, chaired by Lee Waters MS, highlights that, across Wales, “there is insufficient join-up between assessments on housing supply needs for tackling homelessness and strategic housing planning.”

In order to better understand current practices and seek improvements to how our systems connect information on the housing needs of people experiencing homeless and supply planning, the EHNAB’s Rapid Rehousing Task and Finish Group conducted a deep dive exercise in the local authority areas of Cardiff, Conwy and Rhondda Cynon Taf in 2024/25. The objectives of this deep dive were:

• To provide a detailed analysis of how data and information on the housing needs of people who are experiencing homelessness informs the delivery of housing supply, both in planning and in practice. 
• To use this analysis to identify detailed recommendations for how LAs across Wales can improve the alignment of the needs of those experiencing homelessness with the expansion of housing supply, drawing on good practice, learning and identified barriers/gaps. 
• For local authorities involved in the deep dive analysis to compare the differing approaches used, learning and developing existing practice in their own local authorities as a result. 

The three local authorities approached to participate in the deep dive exercise had completed Rapid Rehousing Transition Plans (RRTHPs) and Local Housing Market Assessments (LHMAs), as it was felt that being able to draw upon this experience would be helpful to the exercise.

A small working group helped to develop a series of questions to be used as a basis and guide for the deep dive. Welsh Government Relationship Managers then worked with the deep dive authorities to respond to the questions. These responses were collated, considered and discussed by the small working group, which sought to consider barriers, gaps in systems and good practices. From there, the group identified eight key themes.

Through further analysis, the group sought to develop recommendations underneath each of these thematic areas, with a view to considering how learnings from the deep dive might be further explored and helpful practices more widely employed. 

While the deep dive exercise, as intended, did take a focus on the alignment of housing need with the planning of supply, it also reflected upon much broader learnings, acknowledging that work to increase housing supply is closely connected across multiple areas of practice.

Indeed, an overriding emphasis was placed from all participating local authorities, on the need to take a wide-view lens on varied ways to meet housing needs. It was clear that, while the planning of new housing supply should connect to the information on the housing needs of people experiencing homelessness, a broader approach to assessing all assets and avenues available within an authority to increase housing supply was needed. Essentially, to align housing need with supply, the deep dive emphasised that we must take a wide and strategic approach that spans across supply planning, social housing allocation, acquisition and regeneration, as well as improving access to the private rented sector and other mechanisms.

As such, the themes and recommendations identified within the deep dive consider how data informs planning of need through key documents such as LHMAs and Local Development Plans (LDPs), but also cover a range of other broader areas relevant to the Rapid Rehousing approach. It speaks to the broad-ranging strategic eye that will be required within RRHTPs as they are developed further.

We hope that the recommendations emerging from the deep dive will be helpful to the Welsh Government. Indeed, the recent report from the Affordable Housing Taskforce included a recommendation that “the Welsh Government must build on the learning from the Rapid Rehousing Task and Finish Group on how data on homelessness need can be best reflected in supply planning, ensuring that housing supply to address needs of local homeless populations are appropriately prioritised.”[4]

It is also worth noting that many of the themes and recommendations identified across the deep dive exercise are particularly pertinent to the Welsh Government as it prepares for and develops guidance for the Homelessness and Social Housing Allocations Bill. For example, the need for more collaborative working and data sharing, the importance of being informed by people with expertise through lived experience, and the need to carefully consider support for prison leavers are all relevant to areas of the Bill and are also explored within the learnings below.

In addition, we hope that the themes and recommendations outlined below will also be helpful to local authorities, RSLs, support providers and other key partners across Wales in moving collectively towards ending homelessness. 

The recommendations seek to identify and promote good practice. As such, in reading through the recommendations, it should be acknowledged that local authorities, RSLs and partners in different parts of the country may already be embracing a number of the recommendations outlined. We hope that by sharing the learnings collectively in this way, it will help all local authorities and key partners across Wales to consider examples of good practice from other areas that they might wish to further adopt.

General areas of Good Practice identified across the deep dive

The deep dive revealed that there is a lot of positive and creative work being done to move towards a Rapid Rehousing approach in the three participating local authorities. There are many examples of good practice and insights that could be useful for other local authorities and wider partners to consider in their Rapid Rehousing work. These include:

• Proactive, positive and collaborative working within local authorities and with partner agencies, particularly health, probation, Registered Social Landlords (RSLs) and third sector agencies 
• Innovation to establish new working arrangements and partnerships to provide services related to Rapid Rehousing, such as multidisciplinary staff in health and housing teams 
• Good data collection to inform strategic housing planning decisions 
• Work to align and/or co-ordinate strategic documents to enable informed decision making; for example, by involving relevant groups in the drafting of various strategies to hold oversight on their interconnectivity 
• Ways of working that seek to secure buy-in, ownership and leadership within local authorities and partner agencies to move the Rapid Rehousing approach forward
• Focussed and concerted approaches to assist people in housing need who have additional requirements, such as people with intensive/complex needs and prison leavers, including the development and success of Housing First.

As outlined in section 4 of this report, it is critical that we continue to seek ways to share and expand good practice across Wales.

Theme 1: Data 

In order to ensure information on the needs of people experiencing homelessness aligns with supply, the deep dive emphasised that it is important to consider whether the data collated on need is sufficient as a foundation for decision making. It is also particularly important that information from people with ‘lived experience’ is collected as a key aspect of data sets. 

The type of housing required to meet household sizes and requirements is collated through the LHMA and updated in an annual Housing Prospectus. The type of housing support that some people require is collated through the Housing Support Programme Strategy (HSPS) to demonstrate the need for new/repurposed supported housing and preventative services. Accurate recording of support needs is essential to inform the HSPS.

Within the deep dive, it was clear that the participating local authorities collate much information on the needs of people experiencing homelessness across many areas, including on protected characteristics, and examples of good practice were provided in this regard. However, there are variations in the data collated and it is expected that, across the authorities who did not take part in the exercise, there will be additional variation.

It was also noted that there are often inconsistencies across local authorities in the type and breadth of the data recorded. In addition, deep dive participants highlighted that data on the housing needs of people experiencing homelessness was often held across different platforms within authorities and across different bodies, making it difficult to triangulate information. 

Furthermore, the deep dive indicated that data recording systems often hinder being able to collate information centrally and do not facilitate complete and live details of people’s circumstances to be recorded in one place. 

Participating local authorities welcomed the ongoing work at Welsh Government to look at shifting data to an individual level, but it was acknowledged that there is also a need to look more generally at improving systems for data collation and analysis.

Good practice and positive examples regarding data were shared across the deep dive, such as local authorities meeting regularly with RSL partners to identify and project housing need, as well as developing close working relationships with key partners to maintain and share information. A wider related example of data sharing was given of the Welsh Government’s central Homes and Places Portal through which local authorities and funding recipients can propose, manage and review housing schemes which require funding from the Welsh Government. While, as per the recommendations, a need emerged to look at how data systems can be improved, it was also clear that there are elements of good practice that can be explored, shared and potentially built upon.

Recommendations

1. The Welsh Government should explore with local authorities how recording systems might be improved to enable homelessness data to adequately inform planning for housing need. This should include considering developing or adapting current tools, and the possible need for a central system.
    
2. The Welsh Government should review definitions and guidance for collating data on housing needs and homelessness (including protected characteristics) to ensure they are sufficiently comprehensive and consistent across Wales.
    
3. The Welsh Government, local authorities, health, probation and wider sector partners across Wales should explore ways in which their data could be more easily and readily shared to inform homelessness and housing decisions.
    
4. The Welsh Government should develop tools to support the projection of future need across areas of increased incidence of acute housing need and homelessness, including specialist housing first needs, prison leavers and equalities-based needs.
    
5. Local authorities should consider how they ensure use of data can be best utilised to inform evidence-based decisions on housing supply and Rapid Rehousing development, such as appointing specialist staff with skills in data recording, coordination and analysis.
    
6. Local authorities should consult with people with lived experience of homelessness in developing relevant strategies, ensuring they are capturing detailed information from homeless households on their needs and preferences to inform housing planning. 

Theme 2: Housing supply/right sizing 

The deep dive highlighted that many groups of people are particularly affected by the current inadequate supply of housing, such as disabled people, people with mental health needs, young people (including care leavers), people who have experienced domestic abuse, asylum seekers and refugees, gypsies and travellers, people leaving hospital and prison, and single homeless people with co-occurring needs. 

The lack of larger properties with four or more bedrooms was identified as a particular issue. However, the lack of single person accommodation was acknowledged as an especially common issue – particularly noting that relationship breakdown has been one of the leading causes of homelessness in recent years. 

The deep dive emphasised that this is now an acute need that had not been projected for in the past – perhaps with cultural changes driving this shift in demand. Participating local authorities felt that this need presents complexity in seeking solutions; noting the difficulty presented by meeting the high need for one-bedroom homes while also ensuring that community spaces remain mixed and acknowledging the difficulties with a density of HMO properties. While a participating local authorities was working on developing more managed properties with one bedroom accommodation, it was acknowledged that this is only part of the solution. Indeed, the need for one-bedroom properties spans a wide-ranging cohort of people, many of whom will not have complex support needs.

It was felt that there is a need to carefully consider and predict the trajectory and future need for one-bedroom homes. Without such careful consideration, it is unclear whether this need for one bedroom accommodation will continue to rise, stay static or reduce in the future. Local authorities were mindful of creating high numbers of one-bedroom properties that may not have a use in the longer term.

Connected with the need to look at solutions for the acute and pressing need for one-bedroom properties, the deep dive identified that, in addition to looking at the planning of new housing supply, it is of critical importance to take a big picture view that also considers how best to use current and existing housing stock. 

Participating local authorities pointed to the importance of working collaboratively with social landlords to understand what stock is available, how it is being used and how it might be used more effectively (such as repurposing sheltered housing). This wider information needs to be included alongside the need for new builds in strategic planning.

It is important to ensure that occupants feel secure and stable in their homes. However, across the deep dive, participating local authorities identified that changes to household needs can occur beyond the point of allocation. This, alongside a recognition that there are often difficulties in securing homes for larger households, meant that right sizing was indicated as an emerging theme.

Good practice and innovation were demonstrated by the local authorities to increase housing supply, such as proactively identifying and bringing empty homes back into use (for example, through mail drops, annual surveys, repurposing buildings), and collaborative work with private landlords to support them to accommodate homeless households through Leasing Scheme Wales and other arrangements. Participating local authorities also highlighted the importance and value in establishing good working relationships and regular meetings with RSLs in the area.

Recommendations 

1. Local authorities and RSLs across Wales should consider ways to further enhance their work together including identifying new opportunities to maintain joint and live data on social housing occupants’ evolving needs, including in relation to overcrowding and under-occupation.
    
2. Local authorities and RSLs, building on existing good practice, may consider how they might support social housing occupants to downsize if smaller properties meet their needs and they wish to move home.
    
3. The Welsh Government should provide sufficient funding in relation to capital for building social homes and revenue for assisting planning and implementation of strategies for increasing housing supply.
    
4. The Welsh Government should explore whether there is a need to adapt and introduce more flexibility within grants to respond to changes in housing needs.
    
5. Rapid Rehousing Transition Plans and strategic planning should take a wide view of how to meet emerging housing needs through assessing local property assets on a broad level. This should include the planning of new homes, but also collaborative working with RSLs and private landlords, reviving empty homes, redesignation, buying properties, and repurposing buildings (such as offices, underused student accommodation, and shared housing). To facilitate that, the Welsh Government should seek to share examples of good practice across these areas. 
    
6. The Welsh Government should expand initiatives and support for local authorities to work with, and incentivise, PRS landlords to increase the use of good quality, affordable private rented housing for Rapid Rehousing, particularly for single people. This should include consideration of how to further utilise the Leasing Scheme Wales.
    
7. The Welsh Government should consider establishing a working group to support local authorities in addressing the complexities of meeting the acute demand for one-bedroom properties. Such a working group should include key partners such as local authorities, RSLs and relevant third sector organisations. It should consider both practical solutions to meeting current demand, while also carefully considering how to project the future need for such properties and incorporate these projections into plans to meet existing demand. For example, considering how flexible building design might enable authorities to both meet current demands, while recognising that such demand might change in the future. 
    
8. The Welsh Government and local authorities should explore how local planning policies can flex and accelerate to fill gaps in housing supply, as well as any means to prioritise affordable housing through the planning process. 

Theme 3: Leadership

As has been identified by the EHNAB and wider Rapid Rehousing Task and Finish Group, the findings of the deep dive reiterate that ensuring buy-in and support from senior leadership and effective oversight are critical to pressing ahead with the Rapid Rehousing approach. 

The deep dive indicates that holding an overarching vision across departmental leaders is critical to ensuring that key departments are working collaboratively to connect information on the needs of people experiencing homelessness with developments on housing supply.

It also highlighted that homelessness amongst some people cannot be resolved by housing supply alone. Some people need assistance from partners such as health, mental health services, probation, social services, RSLs and the third sector to manage their tenancies. 

If elected members across all governance structures do not hold a good understanding of the Rapid Rehousing approach and broader ethos, there is the potential for them to create blocks for housing allocation and wider projects which seek to meet the needs of people experiencing homelessness. It is important to work with all elected members, particularly local councillors involved in planning, to build their knowledge and buy in for the Rapid Rehousing approach. 

In summary, the commitment and actions of leaders of all relevant partners is required to implement Rapid Rehousing most effectively.

Good practice examples were highlighted in the deep dive of effective leadership, and strong commitments to Rapid Rehousing both within local authorities and amongst wider partners. This has resulted in effective implementation of Rapid Rehousing, particularly in the area of Housing First for people with complex support needs. Examples included Rapid Rehousing plans being signed off by and reported back to Cabinet members, Housing First multi-agency steering groups and use of shared Key Performance Indicators (KPIs) across agencies. Whilst implementation of many of the recommendations in this paper will depend on effective leadership, there are some key specific leadership recommendations.

Recommendations

1. The new incoming Welsh Government should set out and reinforce a vision for collaborative working across all key local authority departments, health, probation, the third sector and wider stakeholders to implement Rapid Rehousing and to require evidence that collaborative working is taking place.
    
2. Relevant departmental leaders in local authorities should take shared responsibility and accountability for implementing the Rapid Rehousing approach, including shared success measures, Rapid Rehousing Transition Plans (RRHTPs) sign off and review by Cabinet members.
    
3. The Welsh Government, local authority officers, Welsh Local Government Association (WLGA) and other partners should work collaboratively to raise awareness and buy-in amongst councillors regarding Rapid Rehousing.
    
4. Leaders across all relevant key partners – including local authorities, third sector, and other services – should promote understanding, awareness and the benefits of Rapid Rehousing in their day-to-day work 

Theme 4: Working with people with intensive/complex needs

The deep dive identified that housing and homelessness services are often working with people who have complex support needs. It was highlighted that there has been an increase in the numbers of people in this situation over recent years, which places additional responsibilities on local authorities and partners to ensure people can access suitable accommodation and support.

The deep dive demonstrated the importance of catering for people with complex needs forming part of planning for housing supply – including assessing the need for supported housing and Housing First. It emphasised the importance of identifying and working with key partners to create, support and deliver a vision for developing new models of provision to meet emerging needs. 

As across other areas of EHNAB work, the deep dive emphasised calls for clarity on new and continued funding (including through the Housing Support Grant) to enable services to plan and to support the increased number of people with complex support needs.

Good practice was identified in developing collaborative working relationships between local authorities and health to support people with intensive/complex support needs. Examples included specialist multi-disciplinary teams of general, mental health and substance misuse nurses, a social worker and therapists who work collaboratively with housing and homelessness staff, and regular multi-agency operational meetings to resolve situations where people are in crisis.

Recommendations

1. Across Wales, local authority housing, homelessness and social service departments, health, probation, RSLs, the third sector and other partners should work collaboratively to identify and provide appropriate models of housing, support and other services for people with intensive/complex needs in the area.
    
2. Across Wales, local authority housing, homelessness and social service departments, health, probation, RSLs, the third sector and other partners should explore ways to provide a range of options for people with intensive/complex needs, such as Housing First and ‘managed accommodation’ (where people live in self-contained accommodation with the availability of on-site support tailored to their needs). 
    
3. The Welsh Government should continue to encourage and enable the sharing of good practice of Housing First and provide sufficient additional funding for Housing First and services for people with intense/complex support needs. 
    
4. The Welsh Government should consider funding alternative Rapid Rehousing models specifically to address unmet needs for people with intense/complex support needs. For example this might include Housing First, CTI or Pathway models.

Theme 5: Prison Leavers

It is widely acknowledged that there is an increased prevalence of homelessness amongst prison leavers and that, for many, their housing needs are regularly cited as being unmet. The deep dive uncovered some key learnings that extended beyond the focus of aligning information on housing need with planning for supply for prison leavers. 

In particular, it emphasised that barriers can arise in allocations of social housing, as well as in obtaining private housing. For example, there can be barriers in finding suitable housing in appropriate locations in light of previous offences, as well as some reluctance from both social and private landlords to accept prison leavers. In some cases, housing association policies can be prohibitive to a former offender accessing accommodation. It can be particularly difficult to assist registered sex offenders and people subject to multi-agency public protection arrangements (MAPPA) to find housing. 

While, of course, housing associations will need to take a careful risk analysis and assessment when considering their communities and housing offers, the deep dive exercise suggested that in some cases a more nuanced and balanced approach would be helpful.

Good practice was identified in working creatively with a private landlord to provide housing specifically for prison leavers. The deep dive also shone a light on the ‘Built for Zero’ project in Rhondda Cynon Taf. This initiative encourages more collaborative data sharing and extensive relationship building between HMPPS, probation, health, local authorities and the third sector to plan housing for prison leavers. The initiative emphasises the importance of identifying key partners at the offset and then establishing an approach for joint working.

Recommendations 

1. The Welsh Government, local authorities, RSLs, probation and other key partners should work together to consider and develop collaborative approaches to risk assessment and risk management of prison leavers, particularly high-risk offenders, including in allocation policies, to improve their access to social housing. The Welsh Government may wish to consider whether there is scope to look at these areas within its Post-Custody Accommodation Working Group.
    
2. The Welsh Government should encourage the sharing of good practice and collaboration amongst local authorities, RSLs, probation and other key partners regarding housing and supporting prison leavers, including considering adoption of the ‘Built for Zero’ approach to supporting prison leavers in other areas of Wales.

Theme 6: Aligning guidance 

In addition to assessing the data on the needs of people experiencing homelessness, the deep dive sought to understand whether guidance and planning processes are conducive of supporting the alignment of housing need among people experiencing homelessness with supply planning. To this end, the deep dive considered a series of questions around RRHTPs, LHMAs, and Housing Prospectuses. 

In all the participating local authorities it was found that housing need in RRHTPs is used to inform LHMAs and most Housing Prospectuses. However, the raw data also indicated that there were differing perceptions of RRHTPs – particularly whether the plans required funding from Welsh Government to be fully activated, or whether they were strategic/operational documents alone.

The deep dive raised the importance of seeing the widest picture of housing supply and homelessness in order to ensure effective work for planning new homes, addressing renovation and reviving empty homes. As such, it highlighted the need to ensure wider strategies are brought into alignment with these key strategic documents. Across all the deep dive local authorities, it was emphasised that homelessness statistical data, the HSPS and experiences of Housing Advice/Solutions Teams shaped the content of the LHMA.

A further issue was raised about addressing homelessness and housing need within the requirement in local and national planning policies to create mixed communities.

Alignment in terms of sequencing the timing of the production of documents and plans was regarded as particularly important so that data from various sources come together at a similar time. While existing guidance on the LHMA highlights the importance of co-ordinating between planning cycles, the deep dive indicates that it may be helpful to give further consideration and provide more information in this regard.

Good practice emphasised the need to ensure that there is a level of oversight across a series of strategies and plans to promote their connectivity. For example, one of the local authorities established a working group to review interconnectivity between key strategy documents. 

In another, the Housing Strategy team coordinate the development, implementation and monitoring of all strategic documents for housing. The LHMA is completed by the Housing Strategy Manager, Affordable Housing Officer and Senior Strategic Planning Officer, the prospectus is completed by the Housing Strategy Manager and Affordable Housing Officer, and the RRHTP is completed by the Housing Strategy Manager and Homelessness Strategy Officer. The HSPS is also embedded into the same process. The content of the documents reflects that these have been developed collaboratively and not just cross checked. 

Such good practice could be shared with other local authorities in Wales and can be a vehicle to draw on the expertise of key partners.

Recommendations 

1. The Welsh Government should review ‘Rapid Rehousing Transition Plans: Guidance for Local Authorities and Partners’ to ensure it sets a universal vision, reflects on emerging practices and explains any link of the guidance to Rapid Rehousing funding. 
    
2. Local authorities should ensure there is a clear mechanism in place to provide oversight and co-ordination of information in key and connected homelessness and housing documents (for example, RRHTPs, LHMAs, LDPs, Empty Homes and Homelessness/Housing Support Programme strategies). These documents should also be routinely reviewed to take account of changing needs and data analysis.
    
3. The Welsh Government should work with local authorities (and consider working with other key partners) to review how the alignment and sequencing of RRHTPs, LHMAs, LDPs, Empty Homes, Homelessness/Housing Support Programme strategies and other key documents can best optimise collaborative planning for housing.
    
4. The Welsh Government should consider the irepresentation of homelessness as a distinct policy area within the National Planning Framework.
    
5. The Welsh Government should consider providing updates to local authorities to ensure alignment of LHMA, Housing Prospectus, Rapid Rehousing Transition Plan Guidance and Housing Support Programme Guidance.

Theme 7: Stakeholder publications, events and practitioner guidance

As a relatively new policy area, the deep dive identified that the understanding of Rapid Rehousing is growing but that it was not yet understood sufficiently well by all relevant partners. This is a particularly important area to address if Rapid Rehousing is to become the mainstream approach and response to housing need. 

There was also a recognition of the importance of thorough collection of equalities data to help inform housing need amongst specific groups of people. It was acknowledged that some people may not wish to provide such data to some organisations, and that information sharing between organisations, in accordance with GDPR, could help to fill gaps in data. It was also acknowledged that pockets of good practice on equalities information are not necessarily consistent. For example, while there may be good practice in gathering this information through homelessness presentations, this might not be replicated in other areas, such as the Common Housing Register.

Good practice in this area included collaboration between a local authority and third sector housing and support providers, as the latter had more comprehensive equalities information due to their close working relationships with people. Other good practice included Rapid Rehousing equalities publications provided by Tai Pawb (housing, equalities and social justice organisation).

Several of the earlier recommendations refer to guidance and support for stakeholders. In addition, the following was identified:

Recommendations

1. The Welsh Government should assist with resources and guidance to help local authorities collate equalities information and ensure that this information feeds into relevant systems and processes to help inform housing need.
    
2. The Welsh Government and local authorities should use mechanisms (such as events, briefings, working groups and fora) to promote and increase the understanding of Rapid Rehousing, particularly amongst colleagues and partner agencies whose knowledge is less well developed. 

Theme 8: Space Standards

During the deep dive exercise, it was recognised that space standards provide a very important baseline for the quality of social housing, and are set out in legislation. However, stakeholders also suggested that standards can present barriers in acquiring and repurposing properties. In particular, in the case of terraced housing in valley communities, and other areas where there may be a significant quantity of older housing stock, was cited. Participating local authorities felt that space standard requirements can prevent many such properties from being purchased/repurposed and rented as a social home.

The Welsh Government guidance, Existing Dwelling and Off the Shelf Guidance for Registered Social Landlords and Local Authorities outlines the hierarchy of standards and requirements that housing associations and local authorities with social rented homes are responsible for meeting and maintaining across Wales. It outlines the standards required across the Welsh Development Quality Standards 2021 and the Welsh Housing Quality Standard of 2023, and it sets out the flexibility and boundaries afforded to meeting these standards within TACP and SHG funding.

Questions raised across the deep dive exercise suggest that it will be important – especially as guidance is due to be reissued in the new financial year - to consider whether there is sufficient awareness of the existing hierarchal approach to standards, and as to whether the current flexibility affords an appropriate balance between facilitating development and maintaining quality standards.

Recommendations:

1. The Welsh Government should review whether the existing guidance on space standards in acquiring and developing property for social rent could be more widely shared/communicated, as well as whether the approach provides a good balance between providing flexibility to encourage property development, whilst maintaining legislative and quality standards.

Other areas

Challenges were highlighted across the deep dive regarding developing new housing in general, such as increased construction costs, shortages of materials, insufficient funding, and competing legislation that can sometimes hinder development (such as ecology, phosphate levels and decarbonisation requirements).

Also, the critical connection between increasing supply and access to housing allocations was emphasised. Indeed, if we are to end homelessness in Wales, we need to ensure that, in addition to creating the types of homes required to meet the needs of people experiencing homelessness, allocation facilitates appropriate access for homeless households and that support provided to tenants is also critical. In this regard, it should be noted that many of the recommendations (particularly around collaborative working, providing support for people to retain accommodation, improving support for prison leavers and social housing allocations), might be well supported by the anticipated introduction of the Homelessness and Social Housing Allocations Bill and its associated guidance. 

Whilst the long-term intention in Wales is that sufficient accommodation will enable the full-scale adoption of Rapid Rehousing, there is currently a significant use of temporary accommodation due to high numbers of homeless households. It is crucial that local authorities ensure that this accommodation is of suitable quality. 

Good practice was identified in a range of areas across the deep dive, such as data collection, strong multi-agency collaborative working, and proactive leadership in the transition to Rapid Rehousing. It may be that these positive approaches and good practice are not consistently employed across all of Wales, and it would be useful to understand the reasons for variations in order for help to be offered where appropriate. 

Recommendations:

1. The new incoming Welsh Government should continue to explore ways of addressing barriers in the construction of new homes and refurbishing existing homes.
    
2. Local authorities should continue to utilise TACP funding to improve quality of temporary accommodation for use by homeless households whilst they wait for more suitable housing. 
    
3. The Welsh Government should ensure that resource and support is available to local authorities, such as mentoring, and assistance to implement guidance and good practice, as they look to further navigate their Rapid Rehousing journeys.

[4] See Affordable Housing Taskforce: report and recommendations [HTML] | GOV.WALES

One of the key objectives of the Rapid Rehousing Task and Finish Group was to develop an increased understanding of the approach. Crucially, it is imperative that buy-in for the Rapid Rehousing approach is achieved nationally, across all relevant local government departments, wider agencies and strategic leadership. 

Part of this work was to map out key partners, stakeholders and influencers and develop a communication plan. This work has begun, and included looking at definitions of Rapid Rehousing, as well as delivering a session at the Shelter Cymru conference to explore feedback on the range and relevant stakeholders needed to fully embrace the approach. From there, some initial work took place to begin to map out key stakeholders, and start to consider key messages as well as communication avenues in which this group can be reached.

However, this work was placed on hold as the group determined that, before reaching out to wider partners, further communication was needed with key partners across the housing sector.

In times of high demand for homelessness services with record high numbers of people staying in temporary accommodation, it was acknowledged that this was a key juncture for such partners to come together to consider the Rapid Rehousing approach in Wales. Crucially, as the ongoing deep dive exercise identified examples of good practice, it felt like a key moment to share solutions across key partners and reflect on the Rapid Rehousing journey in Wales to date. The group determined to hold a national Rapid Rehousing summit for key leaders across the sector. The group felt that there should then be a further conference for wider partners the following year.

Consequently, the national Rapid Rehousing summit was held in September 2025 in Cardiff. It aimed to take a solutions-focused approach to driving forward Rapid Rehousing, as well as sharing thinking and good practice. Hosted by Cymorth Cymru in partnership with the Welsh Government, the summit was aimed at people holding senior/strategic positions across local government, housing, third sector organisations and public services whose roles involved any aspect of Rapid Rehousing.

There were almost 150 registered attendees including people with lived experience of homelessness, and representatives of 50 organisations (22 local authorities, 17 third sector organisations, seven RSLs, and four from representative, policy and private organisations). 

The summit covered many of the themes that emerged from the deep dive work and included presentations on: 

• Overview and Local Reflections on the Deep Dive into Rapid Rehousing 
• Getting Strategic Buy-in: Data and Leadership
• Housing Supply: Increasing and Aligning Stock to Meet Homelessness Need
• Public Services: Key to Prevention

Workshops at the summit covered the areas of:

• Increasing and Aligning Housing Supply 
• Leasing Scheme Wales – Increasing Supply in the PRS
• Reducing Reliance on Unsuitable Temporary Accommodation
• Working with Criminal Justice Partners
• Rapid Rehousing, Fair Futures – Embedding Equality in Every Step

The presentations and workshops were led by representatives of the Welsh Government, Tai Pawb and the Welsh Refugee Council, and the nine local authorities of Conwy, Cardiff, Denbighshire, Neath Port Talbot, Wrexham, Powys, RCT, Isle of Anglesey and Merthyr Tydfil. Presenters took an open approach, sharing honestly some of the challenges they had faced, as well as some of the solutions that they have developed or are starting to develop.

Some of the good practice showcased at the event is outlined in the below section of the report, but you can also view most of the presentations online.

Feedback from attendees 

At the end of the summit attendees answered questions about barriers in working towards the Rapid Rehousing approach, overcoming those barriers, as well as on data and future collaboration around Rapid Rehousing. 

This feedback can be summarised as follows:

1. Barriers

There were 65 responses with the most commonly highlighted barrier to the transition to Rapid Rehousing being an insufficient amount of suitable housing.

Attendees highlighted a range of other barriers in their feedback, emphasising the need to take many factors into account in the transitioning to Rapid Rehousing. The main other suggestions were: 

• People being unable to afford private rented properties and the inadequate level of Local Housing Allowance (LHA) rates
• Data consistency 
• Insufficient leadership, vision and political buy-in in some areas
• Insufficient collaboration between agencies 
• Some continued focus on the need for applicants to be ‘tenancy -ready’ before moving into a home
• Some risk aversion to accommodating people with complex needs or people who live in supported or temporary accommodation

2. Overcoming these barriers 

Attendees were asked what support would be most helpful to overcome the above barriers. There were 45 responses, with the most common feedback being:

• Increased capital funding to increase the number of homes 
• Increased revenue funding to support people, particularly for Housing First and supporting people with complex support needs 

Attendees also gave a range of other suggestions in their feedback, with the main ones being:

• A consistent, centralised data system across all local authorities 
• Improved collaboration between agencies, such as housing, homelessness, probation and health teams
• Equitable allocation of social housing by landlords 

3. Aligning housing supply with housing need

Attendees were also asked for their thoughts on how, across Wales we might look to improve the alignment between housing need and housing supply. There were 43 responses with the most common feedback being: 

• Improvements in the quality and use of data – this covered data relating to homelessness need, housing ‘waiting list’ data, housing supply, housing type, as well as data on the type of housing that people experiencing homelessness would like 

The main other suggestions were:

• Better alignment and close working between teams in homelessness, housing strategy/development and planning
• Improved multi-agency working 

4. Future collaboration on Rapid Rehousing 

Attendees were asked to consider ways in which they would like to continue to collaborate on Rapid Rehousing. There were 40 responses with the most common feedback being support for:

• An annual all-Wales event 
• Regional events 
• In person events 
• Mechanisms to share good practice, such as roadshows, resource library, newsletters, sharing success stories and ‘communities of best practice’

The main other suggestions were:

• Targeting people and agencies who may currently have less knowledge of Rapid Rehousing
• Use of themes or workshops to cover specific topics such as allocations and the use of HMOs

General Attendee feedback 

There was a lot of positive feedback from attendees on the day of, and after, the summit regarding the organisation, content, and opportunity to get together with peers. Examples of this feedback were: 

• This has been invaluable. Can we do it once a year?
• Great conference
• Well done on delivering an excellent conference last week. It was really worthwhile, gave people food for thought and it it’s always good to get people together.
• Just wanted to say a big thank you for organising the event. It was great to share the stage with other LA colleagues and learn what others are doing, and a great chance to see lots of faces I've only seen on Teams!’

Recommendations 

Many of the suggestions raised by attendees at the summit chimed very well with the findings of the deep dive. Reassuringly, the most common feedback to the four questions regarding barriers, how to overcome them, aligning housing supply with need, and future collaboration about Rapid Rehousing were aligned and further support the recommendations set out above within the deep dive. 

In addition, the feedback from the event emphasised the need to continue to share good practice. It emphasised, that, as Wales continues to drive forward on its Rapid Rehousing journey, creating continued spaces to build relationships, share information, learn from each other and grow buy-in for the approach among wider partners will be critical.

As such, the Task and Finish Group recommends that: 

• The Welsh Government creates a regular summit/space for local authorities to converge and share good practice and solutions as they move further towards a Rapid Rehousing approach.
• The Welsh Government should ensure there is a further Rapid Rehousing summit for wider partners and stakeholders who may be less engaged with the approach.
• The Welsh Government should ensure good practice on Rapid Rehousing is widely shared amongst all relevant stakeholders (including housing, support, health, and probation). 
• The Welsh Government continues work to develop a communication plan spanning across the wider multi-agency stakeholders that are key to the successful delivery of the Rapid Rehousing approach.

In a climate where the use of temporary accommodation across Wales remains high, it is clear that there is still work to do to address barriers and to fully embed the Rapid Rehousing approach. Indeed, embedding this approach is not easy. It requires a significant shift in ways of working, as well as buy-in from multiple stakeholders and investment in housing supply. The move to Rapid Rehousing is a collaborative journey that will take time to deliver.

Nevertheless, throughout the work of the Task and Finish Group – particularly the Deep Dive and the Summit – it was clear that across Wales, there is much ambition and drive to seek ways forward, with progress being made.

Local authorities across Wales are seeking solutions and demonstrating examples of good and innovative practice as they seek to transition towards the Rapid Rehousing approach and overcome barriers.

As Wales continues to press ahead with its Rapid Rehousing journey, identifying and sharing such good practice, as well as seeking to apply it more consistently across Wales, will have a key role to play in success.

The below seeks to share a number of the good practice examples shared across the work of the Task and Finish Group[5]:

Barrier: Lack of affordable and suitable settled housing 

Over recent years, there has been a significant reduction in affordable private rented sector accommodation. In addition, the demand for social housing has been high. With local authorities facing difficulties with a limited supply, especially of one-bedroom properties, homeless households are remaining in temporary accommodation for extended periods. This, of course, runs counter to the principle of Rapid Rehousing.

Examples of Good Practice in seeking solutions to this barrier: 

The Isle of Anglesey County Council has worked with private rented sector landlords, using the Leasing Scheme Wales to convert sub-standard quality and unaffordable properties into affordable, high-quality, longer-term housing options. Both the Isle of Anglesey County Council and Powys County Council have worked collaboratively with Registered Social Landlords (RSLs) and sought to increase their use of council and RSL housing as temporary accommodation and then, subsequently, ‘flipped’ the temporary accommodation to permanent housing, allowing households to remain in a suitable and settled home. This approach has helped to reduce the use of congregate temporary housing and reduced the number of times people need to move to resolve their homelessness.

Powys County Council has also increased its support for people at risk of becoming homeless by offering bonds and/or loans to enable people to move into private rented properties. In addition, it has reviewed and amended its allocation policies to increase the priority given to some people to access permanent accommodation (such as people who are ready to move on from supported housing), alleviating pressure points within the system.

Meanwhile, Cardiff City Council reports that it has prioritised expanding the amount of housing options available across the authority. This has included investing in the redevelopment of the Council’s Private Rented Sector team, purchasing properties directly from the open market. The council has also focused on building more accommodation for people with complex needs, recognising the rise in demand and that temporary accommodation can present even further challenges when people have additional support requirements. In particular, it has introduced a new “managed accommodation” scheme with onsite support. The council has also expanded its offer of Housing First, delivering hundreds of units of accommodation to adults and young people who would ordinarily be unable to manage a home in the community.

While the Rapid Rehousing approach looks to move people into settled homes as swiftly as possible, the scale of the demand for temporary accommodation – as well as the longer time frames required to build permanent homes – has meant that some areas have also needed to invest simultaneously in adding to temporary accommodation housing stock as a transitionary measure. Cardiff City Council has removed hundreds of shared sleeping spaces and hotels by increasing the availability of self-contained accommodation. In particular, the council has utilised the development of modular homes to meet the urgent housing needs of families experiencing homelessness. In the meantime, Cardiff Council has also sought to increase managed accommodation and Housing First offers, to help reduce temporary accommodation stays for singe households with more complex needs. Furthermore, the council reports that work is ongoing to substantially increase the amount of affordable homes in the city, with Cardiff’s housing development plan aiming to provide 2400 homes by March 2028.

Both Rapid Rehousing and prevention approaches have the aim of achieving stable housing quickly, with Rapid Rehousing focusing on immediate resettlement and prevention targeting early signs of housing instability. Linking Rapid Rehousing to prevention approaches is an effective way to identify people who can avoid spending any time in temporary or emergency accommodation and further reduce costs as well as better outcomes for individuals. With strengthened prevention duties currently underway with anticipated new legislation in Wales the examples below show how Rhondda Cynon Taf County Borough Council, Neath Port Talbot Council, and the Isle of Anglesey County Council, have already started to place a significant focus on preventing households becoming homeless in the first place.

In Rhondda Cynon Taf County Borough Council, officials have sought to develop a good understanding of prevention and the resources needed to support this work through working closely with a range of key partners, including health, probation and HMPPS – recognising that the triggers for homelessness can span wide. The council has looked closely at regular reviews of operational practice and data reports. 

In Neath Port Talbot Council, a service restructure has ensured that the First Point of Contact team includes four Prevention Housing Options Officers and two Early Intervention Officers. These officers deliver support such as benefit advice, budgeting, and arrears resolution to prevent homelessness before it begins. The council reports that this ensures issues are addressed early, reducing crisis presentations and strengthening housing security. Within the council’s Prevention and Resettlement Service, dedicated Rapid Rehousing workers focus provide ongoing, person-centred support to help individuals sustain their accommodation. 

The Isle of Anglesey County Council has also sought to re-model its Housing Options Homeless function, ensuring that the structure now incorporates both a Prevention Team Leader and a Crisis Team Leader. The council states that this new structure enables the teams to prioritise both prevention and crisis work, which is leading to more positive outcomes and a reduction in the need for crisis intervention. Targeted pathways have also been developed to help identify vulnerable groups approaching transitional points, so that support can begin before they reach crisis point. These include a prisoner pathway, mental health pathway, general discharge pathway, domestic violence pathway and young people’s pathway.

Barrier: Building strong partnerships across sectors 

A fundamental principle of Rapid Rehousing is to ensure that people are able to access the support they need to rebuild their lives. The triggers for homelessness and the support needs that can develop as a result of experiencing the trauma of homelessness extend far beyond the doors of housing. For example, support needs can include health, managing relationships, developing financial skills, mental health or addressing substance use. As such, ensuring people can access the support that they need requires collaboration across multiple stakeholders, including RSLs, Housing Support Grant providers, private landlords, internal local authority departments, health, social services and probation. Each partner has different priorities, pressures, and operational constraints, which can lead to challenges in aligning objectives. For example, in some areas it can be difficult to encourage health teams to be actively involved in Rapid Rehousing. 

Examples of Good Practice in seeking solutions to this barrier: 

The Isle of Anglesey County Council reports that open communication about the realities of homelessness pressures, identifying the mutual benefits of partnership, and shared goals helps foster cooperation. The council has established regular engagement forums, which it reports have been pivotal in bringing support providers closer to statutory services, ensuring everyone works from a single plan. These relationships have required sustained work, especially when resources are stretched or when policy changes impact service delivery. Clear agreements, shared accountability, and demonstrating positive outcomes for all parties have been key strategies to overcome these difficulties. Regular multi-agency forums (e.g. Temporary Accommodation panels) are held by the council with the aim of ensuring transparency and coordinated action. The council states that this has improved efficiency and outcomes.

Meanwhile, Rhondda Cynon Taf County Borough Council shares that it has worked closely with partners to share the vision and journey of Rapid Rehousing and ensure all key partners understand their role in delivering it. This includes holding regular catch-up meetings to share data and outcomes. The Council has earmarked staff resources to set up any new ways of working, such as dedicated members of staff to oversee Housing First, which includes establishing a local authority point of contact for referrals, partner queries, and setting up and chairing Housing First operational and steering groups. 

Furthermore, the Council has also established a multi-disciplinary outreach team with Cwm Taf Morganwg University Health Board, comprising mental health and substance misuse nurses, therapists, a social worker and substance misuse third sector specialists. These partners work alongside housing and homelessness colleagues to help deliver the support needed. This service provides ‘wrap around’ support for groups of homeless households, including people with complex needs who are supported through Housing First and people living in temporary accommodation.

In North Wales, the Area Planning Board executive group includes a standing agenda item on Rapid Rehousing and housing, which helps to facilitate continued and ongoing discussions with key partners on supporting those experiencing homelessness and substance misuse.

A further example of a Rapid Rehousing approach in Swansea is through Crisis Skylight Wales, which has been trialling the Critical Time Intervention (CTI) approach with prison leavers. There is strong evidence from the US and Denmark in support of this approach as an effective intervention to prevent homelessness for people at a transition point in life, such as leaving prison. The approach works by providing access to settled housing and intensive, time-limited and focused support to help people settle into their home and access mainstream support services. Crisis CTI teams work with people before, during and after their release from custody to support people into training, employment, and stable housing. Their flexible approach allows them to work with individuals coming out of custody, including those on remand, probation, or with outstanding cases, offering support for months after release and significantly longer than other schemes like the Community Offender Management service (CAS 3), which provides support for 12 weeks for people with no fixed address on release. 

In Cardiff, Health Inclusion Services are being developed through strong multi‑agency partnership working between Cardiff Council, Cardiff and Vale University Health Board, as well as third‑sector and criminal justice partners. Building on the Council‑led Homelessness Multi‑Disciplinary Team, the programme is progressing towards a hub‑and‑spoke model, combining specialist outreach—including GP and nurse clinics in high‑need hostels, probation offices, and third‑sector settings—with hospital in‑reach and the development of a Health Inclusion Hub, to improve access for people experiencing homelessness and other inclusion health groups. Central to this model is the use of data to understand need and demonstrate impact, including analysis of NHS activity, homeless deaths, and cohort‑based tracking. Following the expansion of outreach services and the introduction of a hospital in‑reach team, the data shows reductions in emergency department attendances, hospital admissions, bed days, and associated costs for established cohorts. A key learning from this work is that integrated, co‑located health, housing, and social care responses, supported by strong governance and partnership working, are more effective than single‑service approaches in improving outcomes and reducing system pressure. 

Barrier: Ensuring accurate data informs decision making

An important element of developing Rapid Rehousing is ensuring that the limited resources available to local authorities are directed where they will have the greatest impact. The importance of accurate, relevant and meaningful data on the varying housing and support needs of people experiencing homelessness has routinely been raised across the work of the Task and Finish Group as a key aspect of enabling good and informed decision-making on housing and resource planning. Unfortunately, the lack of IT systems capable of capturing all the data required, as well as the need to constantly review data and reports can be a barrier to good decision making.

Examples of Good Practice in seeking solutions to this barrier: 

Neath Port Talbot Council reports strengthening frontline delivery through data-driven insights and strategic oversight. Using housing data on stock, turnover, and demand, the council’s Housing Strategy team has sought to guide targeted interventions, improve partnerships, and enable tailored support for people with complex needs. The council reports key achievements including, Cabinet approval to purchase council-owned stock, successful occupation contract ‘flips’ (i.e. changing a temporary home into a permanent home), and the launch of the Homes for Me pilot. This pilot profiles clients to create personalised housing and support packages. The council emphasises that data-led decision-making is now central to shaping services.

Cardiff City Council reports that it has established robust processes to ensure that any data identifying housing need is shared with the teams responsible for making strategic decisions. This includes ensuring that frontline housing and homelessness teams systematically report key data to senior management on a weekly, monthly, and annual basis. The council also reports utilising insights from the Local Housing Market Assessments and annual housing prospectus to inform its Housing Support Programme Strategy.

Meanwhile, Rhondda Cynon Taf County Borough Council has sought to review its data, working with the council’s Data Officer and Service Managers to provide clarity on the data reports required for service areas. This helps to ensure that the most relevant data is always being collected and analysed. As noted in the deep dive, the ‘Built for Zero’ project in the area has involved collaborative data sharing and relationship building between multiple partners. This project, acknowledging the high rates of homelessness among prison leavers in the area, as well as the range of support needs that can exist within this group, has worked closely with partners – including HMPPS, probation, health, the council, Crisis and the third sector. It seeks to share and hold live data on those expected to leave prison, and to collectively plan for their support and housing needs. The project has recognised the importance of developing shared key performance indicators across partners and is reported to be making a significant difference to how partners now work with prison leavers.

Recommendations

The above shares just a collection of the evolving and ongoing practices emerging across councils in Wales. Further examples are also available through the presentations delivered at the National Rapid Rehousing Summit and can be viewed online.

Across all the Task and Finish Group’s work there has been an acknowledgement that, in moving towards a Rapid Rehousing approach, developing a culture of sharing good practices is key.

• Recommendation: The Welsh Government, local authorities, the third sector and other key partners continue to proactively share and seek to emulate examples of good practice, to help us move towards the Rapid Rehousing and preventative approach.
• Recommendation: That a review of Rapid Rehousing Transition Plans (RRTHPs) is conducted across Wales to further assist in identifying and sharing good practices.

[5] Please note that not all examples of good practice raised through the work of the Task and Finish Group are provided here, as not all contacts were available at the time of writing this report.

It should be acknowledged that the decision to move towards the Rapid Rehousing approach came within a context whereby the approach was not universally understood and amidst considerable issues with housing supply throughout Wales.

Across the work of the Rapid Rehousing Task and Finish Group, including the feedback from the experts across the sector who attended the national summit and the learnings from the deep dive exercise, there is generally widespread agreement that there remain barriers as we move towards a Rapid Rehousing approach in Wales. These are identified within the themes from the deep dive and the good practice and summit sections of the report, and include:

• The need for wider buy in across national leaders and the wider stakeholders needed to deliver the Rapid Rehousing approach
• The importance of improving the availability, quality and analysis of data on the housing needs of people experiencing homelessness
• The need to further invest in and support the development of housing supply to align with need. In particular, looking at how strategic thinking in this area can take a wide lens view, connecting approaches to new builds, regeneration and other mechanisms for improving housing availability
• The need to develop support and collaborative ways of working, in particular to assist those with more complex or specialist needs.

However, while it is clear that there remains much work to do across Wales to move us closer to a Rapid Rehousing approach and away from the high numbers of people living in temporary accommodation; it is clear that there are also many examples of how local authorities, RSLs, and other key partners are working together towards overcoming some of these identified barriers. And the benefits of doing so are already being seen across these areas. The work across the deep dive has demonstrated the importance of sharing these good practices, so that learnings can be more consistently applied. 

The recommendations throughout this document highlight the need for the incoming Welsh Government in Spring of 2026 to reaffirm the national commitment to move towards a Rapid Rehousing approach, integrated with new enhanced prevention duties. In doing so, the new administration should take on board learnings from across this report and from the advice of those with lived experience of homelessness. It should seek to grow and develop buy-in and understanding of the approach among key leaders – drawing on the expertise of established leaders in the field across Wales to help advocate for the approach and further develop the agenda. 

The next Welsh Government should look to provide further support and resourcing to build upon the existing infrastructure and tools for supporting the Rapid Rehousing approach in Wales, such as data collation tools and further developing guidance. Critically, it should also look to monitor progress on moving closer towards the Rapid Rehousing approach, establishing clear success criteria.

Furthermore, across the sector, there is also a clear message that, in order to be able to push forward with the approach, Welsh Government funding will be critical – both to support new ways of working and to invest in increasing housing supply.

But, in addition to these calls for action from the next Welsh Government, the Task and Finish Group has also been clear that the success of driving forward with the Rapid Rehousing approach will also rely heavily upon the continued commitment of the sector. It is critical that local authorities, RSLs, wider public services such, as health, and the third sector work collaboratively to seek solutions and to press ahead with shifting working practices to bring us closer to a Rapid Rehousing approach. 

The benefits of continuing to build upon the foundations and progress made on Rapid Rehousing and driving forward with the approach will be significant - for those experiencing homelessness, for local authorities, wider public services, and the public purse.