1. A grand vision, and a willingness to ask difficult questions. The Alliance’s Ten Year Plan challenged perceived wisdom and triggered a cultural shift in the sector. The Bush and Obama Administrations built on the success of the revolutionary campaign, creating a Federal Strategy for Ending Homelessness, thus embracing the movement and accelerating progress.
2. Collective commitment. A shared sense of commitment and collaboration is key and often wanting in the UK. At the Alliance’s annual conference in Washington DC a couple of weeks ago, Shaun Donovan - who until recently was Obama's Secretary of the U.S. Department of Housing and Urban Development (HUD) - compared the fight to end homelessness to the moon landing:

‘Together we launched out on moonshot on homelessness. And look how far we’ve come - nearly 30 cities and states have ended veteran homelessness. … Now many of you may say we still have a long way to go. And you’re right. But let’s not forget that we didn’t get to the moon overnight. That journey took three presidents and 21 space flights. Back then the New York Times described the moon landing as ‘the realisation of centuries of dreams, the fulfilment of a decade of striving, a triumph of modern technology and personal courage, the most dramatic demonstration of what we can do if we apply our minds and resources with single-minded determination. And that’s why everyone in this room is so vital to our effort: your dreams, your striving, your courage, your determination’.

1. Measurable outcomes. From the start the Obama Administration in particular has focused on unlocking data and evidence to identify and implement effective strategies, so they could do more of what works and less of what does not. The problem at stake also needs to be well defined and the role of the homelessness sector within it. So for instance a more comprehensive view of homelessness prevention should place the onus of keeping people housed on mainstream services tasked with taking care of vulnerable groups. This requires better engagement with the education, social care, criminal justice, and health and mental health systems to prevent people being supported by them becoming homeless. Crucially, the homelessness sector to try to fill in the gaps as it could do more harm than good.
   
2. Invest in solutions that have been proven to work. The George W. Bush Administration revolutionised how homelessness was dealt with the US - whatever the cause of homelessness, the solution is… a home. The idea was pioneered by New York University psychiatrist Sam Tsemberis: ‘Housing First’ turned conventional wisdom on its head. Despite the sceptics evidence prevailed - Housing First worked from the start and it worked fast. Ever since the early 2000s efforts have increasingly shifted to a focus on permanent housing solutions, such as permanent supportive housing and rapid re-housing. Since 2007 permanent supportive housing capacity has grown 69 percent.
3. Broadening leadership. A plan or data is only good as the people that drive it forward. The turn towards a Housing First approach during the Bush Administration might not have happened had it not been for the then homelessness czar, Philip Mangano, who doggedly pursued the idea despite initial resistance and sector interests (the new approach threatened jobs and budgets across the country). In 2003, the US Conference of Mayors adopted a resolution in response to a call from Mangano - then at the helm of the US Interagency Council on Homelessness - who challenged 100 cities to initiate ten year plans to end chronic homelessness. By 2004, about 100 had initiated planning efforts and, by 2006, ninety ten-year plans to end homelessness were complete. Strong leadership is however needed at all levels, from front line work, managers and chief executive and trustees level.

The CLG report is right to call for a new Government strategy, and to call for a change in legislation to prevent homelessness, but the lessons from the US point us towards much higher ambitions. It is time for UK politicians to step up to their example.

This blog was originally posted on the Crisis website. You can apply for the 2017 Fellowship here - deadline 5 September 2016.

1. Invest in leadership development: There are countless examples of excellent leaders in the sector – from junior to senior leaders. They have the ability to lead their organisations and teams, but like everyone, their leadership skills need to continuously develop. Research shows that leadership development increases performance output by 23% , so investment in leadership training is a vital.
2. Find your peers: Being a leader can be lonely job; this is one of the main complaints I hear from sector leaders. With this in mind, I strongly recommend that leaders develop peer groups where they can go for support and advice, and hopefully find innovative ways to collaborate.
3. Speak up: Charity leaders need to feel empowered to speak up for themselves and think hard about their organisation’s messages and purpose to ensure they’re truly serving their beneficiaries. We must stand for what we think is morally right – if not us, then who?
4. Collaborate: Together we have to mend society rather than allow the sector to continually fragment. I believe that most people who work in this sector do so because they want to make a difference, so let’s work together to make this happen.

Our country’s leadership is in a state of extreme upheaval where it seems as though there is no trust or cohesiveness within the major political parties. The Charity Commission’s report is a reminder to us to take positive action to rebuild trust, and strong leadership will help show the way.

Read the full report here.