Agenda item

Delivering ‘Platforms for our Places: Going Further’ - Progress report January to June 2020

To consider a report by the Director for Digital and Resources,copy attached as item 8

Minutes:

Before the Committee was a report by the Director for Digital and Resources, attached as item 8. The report provided the Joint Overview and Scrutiny Committee (JOSC) with an overview of progress on the delivery of the commitments set out in

Platforms for our Places: Going Further over the period January to June 2020.

 

The Chief Executive was present to answer questions

 

A Member asked the following question: The report outlines the important developments of The Downview scheme and Rowlands Road. With higher numbers in emergency accommodation and some forecasts suggesting circumstances that will further precipitate that, what moves are possible around meeting this need over the next 6-12 months? Members were told that Accommodating individuals at risk of sleeping rough this winter and preventing households from losing their homes as the furlough support comes to an end and the restrictions on evictions are lifted are likely to be some of the main challenges over the next 6 to 12 months. The Councils did not know what the exact impact would be, however some modelling had been done to get a rough idea and the Councils were erring on the side of caution. There could be no let up in the work being undergone about preventing homelessness. The Council had recently employed a homelessness prevention officer whose roll would be to liaise with the courts as and when evictions started to happen to see what interventions could be applied prior to eviction. Accommodation for the homeless over the winter: The Councils had submitted a bid for funding to the government’s Next Steps Accommodation Programme (NSAP). If successful the bid could help with developing temporary accommodation, development of person centered needs, developing community support networks and how the remit of the opening doors scheme could be extended. The Authority had learned a lot from lockdown and would use this knowledge if another lockdown should occur. The Councils have been working with a multi-agency group and a service design agency to develop a plan for how different organisations work seamlessly together to identify people at early risk of debt across all housing tenure so that we can support them earlier. It is intended that this plan will be shared widely among various professionals. The Councils were trying to design one system on debt relief to simplify the system for users. The Housing Needs Team was building on its successful working relationship with the DWP and WSCC’s Early Help Team, which had helped identify more vulnerable households at risk of homelessness through the teams physical presence at these agencies two days a week. The aim was to raise awareness of the end of furlough support and resumption of evictions among these agencies to ensure that they are able to identify those at risk of homelessness and continue to link them with the Housing Needs Team. A campaign was also being developed to raise awareness within the community on the risk of homelessness from debt and arrears and the support available. Private sector landlords will be encouraged to make contact with the Council as soon as their tenant falls into arrears. Work with the DWP since the outbreak of COVID has allowed us to support about 200 Adur Homes tenants to set up new Universal Credit claims.

 

A Member asked the following question: Can you tell me why only £10mn of the £17mn allocated in covid business grants to adur district council was spent? Members were told that the department responsible for giving the grant had overestimated the amount needed. Overall Adur District had paid under this scheme the Council has paid 911grants worth £11m to businesses within Adur and 1,537 grants worth £19.2m to businesses within Worthing under the Government’s main scheme. These grants had made a difference to those benefitting. Some businesses chose not to apply for funding as they continued to trade throughout the pandemic. The Councils heavily promoted the scheme by contacting those businesses that were eligible for funding by letter and phone; and by promoting the scheme via social media and the local press. 5% of the overall total on discretionary grants within an overall framework set by Government (£564,500 Adur £973,500 for Worthing). The Councils promoted these grants via local media, social media and via the Council’s website. The Councils distributed the discretionary grants  to 209 local businesses. The scheme closed at the end of August. Overall the Council received more funding than was necessary for the number of qualifying businesses and the balance is due to be repaid to BEIS by the end of September. Members should be aware that there was another scheme in the event of another lockdown.

 

A Member asked the following question: Covid is having a clear impact on our community’s well-being and also a significant impact on the provision of sports and leisure facilities.  What steps are being taken to ensure that Adur has appropriate sports and well-being facilities for a fit and healthy community? Members were told that It was regrettable that the former Trust (Adur Community Leisure) providing leisure services in Adur went into insolvency - and sadly, it was not an uncommon story.  Members would be aware that at the recent Joint Strategic Committee Meeting, councillors resolved to look for an operator with suitable experience and financial backing to get the leisure facilities in Adur up and running again as soon as possible.  At the same time, The Councils had begun a piece of work to help us understand the new importance of leisure as part of leading healthier lifestyles that support our well-being.  This work will reflect on the impact of Covid on all of our lifestyles and what opportunities there are to help people be more active in their day to day lives.  This work would inform our longer term approach to identifying new opportunities for leisure activities to support local communities.

 

A Member asked the following question: Re housing, our focus is on the urgent development of a move on approach and establishing housing first. Can you talk a little more about the ‘move on’ approach and what kind of non-housing support is currently available for residents with multiple complex needs housed by the council in temporary/emergency accommodation? Members were told that Move on will be through a variety of approaches dependent on the person's needs and to make best use of limited housing stock.  The NSAP bid Phase One (this year)  put forward a proposal for an enhanced package for single people to be better able to access the private rented sector via our Opening Doors scheme, The aim was to  provide suitable long term accommodation and support move on from supported accommodation to increase throughput and the number of people able to access supported accommodation provision.  As part of the work arising from the West Sussex Covid Response Group, the Councils were part of the Registered Providers (RPs) working group which has secured support for Housing First models and a more flexible approach to this previously excluded client group.  The Councils now had an annual allocation of social housing from our Housing Register in our new Allocations Policy for people in the Single Person's Pathway to support move on from supported accommodation and  Turning Tides Housing First pilot. Through the Multi-Disadvantage working group (part of the West Sussex Covid Response Group), we are also developing our approach with partners such as Sussex Partnership Trust and Adult Social Care to improve the Housing Options for this client group.  Winter Planning was underway with all of the Councils partners and would be looking at how the Authorities could mobilise community support to support and develop community connections to improve the prospect of sustaining accommodation. The Councils Rough Sleeper Initiative award and grant funds a variety of support roles including Complex Need Workers, Mental Health Support Worker and Letting Support Workers. The Housing Needs Team had Landlord Support and Resettlement Assistants and we are co-commissioning a floating support service with West Sussex County Councils and all West Sussex Districts and Boroughs,  for which the tender process is about to commence. For Phase Two of the NSAP bid The Councils were developing appraisal options for a site for both supported and self-contained accommodation for our complex need clients as well as looking at development opportunities within existing provision to improve housing options and be suitable in the new context of Covid19.

 

A Member asked the following question: Agenda Page 24 of the Platforms report talks of the preventing homelessness amongst 16/17YR olds and care leavers, can you talk us through those plans please? Members were told that the Housing Needs Team were part of the MHCLG and WSCC working group supporting 16/17 year olds and care leavers who are homeless or at risk of homelessness. The Authorities were able to provide suitable accommodation in supported accommodation and Temporary Access Beds should a young person present to us homeless and in need of housing.  Officers now carried out joint assessment with WSCC to identify the issues which have either triggered homelessness or the risk of homelessness. This ensured that the young person and their family receive appropriate and coordinated support from both the organisations and can make informed decisions in relation to their options. Young people and their families/carers/advocates had the opportunity to talk through their circumstances and make informed choices about their options with a focus on mediation and resolution. The Councils’ allocation policy awards Band A to care leavers, which ensures access to long term affordable housing. Our co-location with the Early Help team enables us to provide early support and advice when there are issues with a young person within the family home that could result in homelessness.

 

A Member asked the following question: What is the Chief Executive’s view as to what Adur’s town centre will look like after the pandemic given the way that we now appear to work and live? Members were told that the Town Centres within the Adur District were diverse and the purpose they would serve would depend on their underlying asset. Covid was a catalysing virus and had sped up some trends already underway such as the reduction of high street retail. There might be significant opportunities for Adur and Worthing where people would want to work from an office in Adur and Worthing rather than London. The Chief Executive did not know what the outcome would be, it was believed that retail was not dead and buried but would be changing. The councils work on broadband and public wifi were important and the geographical assets were also of great importance. Access to transport infrastructure was also a great benefit of the area.

 

A Member asked the following question: The report mentioned that ‘Time for Worthing’ will be re energised to compete for essential inward investment. How will this brand lead to investment and what degree and level of investment is anticipated? Members were told that Time for Worthing has been established to raise the profile of our place and challenge for the investor pound. The brand was launched in February and, unfortunately, the progress around inward investment was delayed due to the pandemic. However, we have a number of plays, through Time for Worthing, that sees us ‘acting’ to respond to the challenge post pandemic: 1)Capitalising on work life balance - a number of reports post lockdown indicated Worthing as one (of few) good destinations for this. We currently have advertising running up to London Victoria to encourage business our way. Messaging is Find The Balance. This is being supported by a social media campaign. 2)Understanding new inward investment tactics - in light of the pandemic, and the direct investment market (foreign and domestic), we are analysing how we step into this space and what tactics we will deploy to attract this investment. 3) Showcasing what we have (to attract others) - we also need to celebrate who’s already in our place and use them as levers to create greater awareness. We have a number of business spotlights in place, with more planned, that highlights the businesses and investment that is already coming into Worthing. 4) Directly talking to investors - next week (24th September), we’re part of a virtual SiteMatch event with 3Fox International. The event brings Worthing directly in front of investors and developers to show what is on offer. The Time for Worthing Management Board (a partnership board) have set KPI’s to track the success of the brand, which included investment or business gain.

 

A Member asked the following question: Agenda Page 32 talks about relationships between our Councils and WSCC on the cycle lanes, these don’t appear to have been as smooth as stated. Particularly on comms to the community, what lessons learnt are there here – WSCC for example did not communicate to schools impacted. The Chief Executive told members that the temporary lanes were not in place by June (when the report was produced). There were a lot of lessons to be learned and feedback would be provided to West sussex County Council on how the process could be done differently. There were concerns that the temporary cycle routes could damage the implementation of the good work carried out by the LCWIP which had been thoroughly consulted upon.

 

A Member asked about how members could be more involved and informed about the work of housing needs and was told that the question would be taken away and thought about.

 

A Member asked about water security and any discussions being had with Southern Water. The Chief Executive explained that there would be a problem in the long term and that Southern Water was doing good work around leaks. The work was being completed on a sub-regional basis and the Greater Brighton Area board was leading on some work on this.

 

Resolved: that the report and interview be noted, that a further update report be provided.

 

 

 

 

 

 

 

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