To provide an up date on the projected outturn for financial year 2008/09 for Adult Social Care and Strategic Housing.

The Committee noted a paper on the final outturn position for 2007-08 and the projected outturn position for 2008-09 for the Adult Social Care and Strategic Housing Services. 

The Management Accounts Manager reported that the forecast outturn position for Adult Social Care had improved significantly. The main reason for the change was that projections now assumed that the Primary Care Trust (PCT) would meet the costs of individuals meeting the Continuing Health Care criteria, which amounted to £942k. 

He went on to say that, as part of the requirement to stay within cash limited allocations, a number of savings had been identified within Learning Disabilities and a potential contribution of £158k from Supporting People had also been included in the projection. The overall impact of all the changes was a reduction in the forecast overspend from £1.248m to £331k.

The Management Accounts Manager reported that the forecast outturn position for the Strategic Housing Service had improved significantly since July, as the overspend had reduced from £697k to £312k.  The projected cost of Bed & Breakfast (B&B) accommodation had been calculated on a number of scenarios.  A prudent view, based on a number of factors, meant that it was likely that there would be an overspend of £312k.

In reply to a question from a Member, the Head of Strategic Housing Services said that the global economic downturn had had a detrimental effect on homeless numbers.  Loans could be provided with 0% interest in order to get the home owner out of their immediate predicament, but the Service did also negotiate with banks and building societies on behalf of clients.  Homeowners could be placed in touch with Housing Associations to allow them to make use of schemes that would permit the housing association to buy a house and rent it back to the owners.  The various initiatives practiced by the Service had been in place for several years, and had been cited as best practice by the Department for Communities and Local Government (CLG).

He went on to say that there had been a greater focus on customer services, improving the decision tiers within the Service, and focusing on issues that needed to be addressed within the Service.  This had previously been a reactivate process, but progress was being made.  He added that there were currently 13 families in bed & breakfast accommodation, but that this situation was being improved upon.  The Service was actively sourcing private sector housing to be included in the private sector leasing scheme.  The scheme was cost neutral as far as was possible.  It was noted that there were targets in place to ensure that vacant properties were put back into use.

In reply to a further question from a Member, the Head of Strategic Housing Services said that the Homelessness Team looked at the eligibility of an applicant based on their rights to access public funds, immigration criteria, and whether the applicant was homeless, or likely to be homeless within the next 28 days.  Negotiations would be undertaken with landlords or family to try and help find ways to allow the individual to stay in the house; paying rent arrears for example.  The Team would consider the situation of individuals who were in temporary accommodation, and would look at whether they had intentionally become homeless as a result of prioritising other spending above rent or mortgage arrears.  Once all possible avenues had been considered, then accommodation would be provided.  Better communication was required, and the Team were focusing on this as a priority.  He invited Councillor Davies to spend a day shadowing the work of the team in order to see how the service was run and to understand the pressures that it was under.  Such a role would also help the Service to improve.

The Head of Strategic Housing Services replied to a further question from a Member by saying that the Property Services were looking into the future of Elmhurst, and that the building was being used as temporary office accommodation for members of the Adult Social Care Service. 

In reply to a query regarding multiple occupancy houses, he concurred that these could cause problems, but pointed out that they were a useful way of housing people.  There was a registration scheme in place which allowed the Council to prosecute landlords who used their properties illegally for this purpose.

The Head of Strategic Housing Services went on to say that a Senior Prevention Officer was being appointed to augment the team, but that all members of staff were carrying high case loads.  The Intermediate Care Manager was leaving the Council, and would be acting as a Special Adviser for the CLG for three months.

Resolved:

That      a)      the forecast outturn for 2008/09 agreed with the Directors based on service and financial performance outlined in this report be noted;

b)      the continuing efforts of the Directors to ensure service targets are met within the approved budget be endorsed;

c)      an improved forecast of outturn for the 2008/09 financial year be reflected in the next financial monitoring report;

and;

d)      that the increased demands on the Strategic Housing Service as a result of a rise in homelessness should be reflected in budget and staff allocations.