Policy and Project Advisory Board - Wednesday, 24th November, 2021 7.00 pm - Agenda and minutes

To confirm the Minutes of the Meeting held on 22nd September, 2021 (copy attached).

The minutes of the meeting held on 22nd September, 2021 were agreed as a correct record.

To receive a presentation from Zoe Paine, Strategy and Enabling Officer, on the Housing and Homelessness Prevention Strategy 2022/27. The Head of Economy, Planning and Strategic Housing will also be present at the meeting (copy attached).

The Board welcomed Strategy and Enabling Officer, Zoe Paine who was in attendance to give a presentation on the Housing and Homelessness Prevention Strategy 2022-2027. Tim Mills, Head of Economy, Planning and Strategic Housing was also in attendance.

Ms Paine, gave an overview of considerations during the process for compiling the new strategy through a collaborative approach, these included detailing what needed to be included and a summary of themes. The purpose would be to take an objective approach and to scope/reflect on what was right for the Council – would it support the Council’s corporate vision and objectives?

A summary was given on the current strategy, which had been set out in four themes and ran until the end of 2022. It was noted that the Council’s corporate context had changed since the existing strategy had been agreed and the new Vision for Rushmoor would need to be considered whilst scoping the new document. The Vision had identified, housing for every stage of life, as one of its six major ambitions and the Council’s Business Plan had stated that enough homes and types of housing were available in Rushmoor.

It was noted that legislation stated that all housing authorities must update their strategy every five years. As part of the update, a review should be carried out of all forms of homelessness and a plan should be set out on how the Council would secure appropriate accommodation and support for people who may become homeless or were at risk of becoming homeless.

It was proposed that the Council would deliver a well researched document, which provided a clear approach to any housing themes identified as part of the scoping work. Engagement on the strategy would be carried out through work with the Board, consultation with partners and continued review and audit processes. In addition, it was suggested that a supporting delivery plan could help the team monitor implementation and progress of the strategy. Other interfaces and dependencies to consider whilst scoping the strategy were, the Council’s Local Plan and Strategic Economic Framework, national housing and planning policies and funding models, partnership working with housing and service providers and the voluntary sector, and the work of other Local Authorities and Hampshire County Council (HCC).

The Board noted that the strategy would not be responsible for the delivery of some specific housing projects which were managed and resourced as part of the Rushmoor Housing Company or as part of the Property, Major Works and Regeneration Programme. Some constraints also needed to be considered such as, the ability to resource and deliver the project, Members’ desire to maintain housing as a priority and any significant changes to national housing policy during the lifetime of the project.

Ms Paine shared a number of objectives with the Board, and Members were asked to consider the appropriateness of the suggested objectives and feedback with any additional areas that may be included. The proposed objectives were:

·         Set out a clear approach to delivering housing which met  ...  view the full minutes text for item 18.

To receive a report on the current work and development of the Council’s Business Plan 2022/23, from Assistant Chief Executive, Rachel Barker (copy attached).

The Board welcomed John McNab, Policy and Performance Manager and Rachel Barker, Assistant Chief Executive who were in attendance at the meeting to provide a presentation on the development and progress of the Council’s Business Plan 2022-25 and the details of the findings from a series of workshops held with Heads of Services throughout October and November, 2021. The Board were being asked to consider the workshop findings and provide comment on what might be taken forward for consideration and inclusion in the next stages of the process.

Mr McNab, reported on the workshops that had been undertaken with Heads of Service and the Executive Leadership Team. Consideration had been given to significant cross-cutting issues which could impact the Council, existing plans and strategies and any proposed changes within individual services. The structure, content, priorities and activities of the existing business plan and the 2021 Residents’ Survey feedback and PESTLE horizon scanning opportunities were also considered.

It was noted that feedback from the workshops had highlighted the following as potential areas for development:

·         Community Engagement – suggestions included the use of a residents’ panel, specific resident surveys and/or public consultation, however it was proposed that a Community Communications and Engagement Plan be developed and linked with the Business Plan in 2022.

·         Business Plan Structure – suggestions included a reduction of levels (i.e. themes, priorities and key activities) making it a clearer, relatable and cohesive document that did more to articulate the outcomes the Council were aiming to achieve. The modernisation and transformation programme and equality and diversity work were also suggested as areas to include within the Plan.

·         The way we work – it was suggested that a stronger narrative could be used for:

o   Organisational values – to include the Council’s new organisational values

o   Information governance and security – data protection, data security and/or information governance should feature as a common principle in the way Council services are delivered

o   Financial stability – affordability and flexibility should be reflected in the delivery of activities within the Plan

o   Performance arrangements and measures – to include principles on how the priorities are delivered in a measured way to ensure tangible outcomes

·         Key Priorities and Activities – a number of activities had been identified from the existing Business Plan that could be considered for retention and/or inclusion in the revised Plan (Appendix A). A list had also been consolidated of suggested new activities to be considered (Appendix B). The Board reviewed the lists.

·         Guiding Principles – given the feedback and comments made on the structure and content of the Business Plan the following themes had been identified as guiding principles for the future refresh of the Plan:

o   Focus on a smaller number of priorities and activities

o   A simpler and more succinct document

o   Balance in terms of affordability and capacity

o   Focus of key outcomes and deliverables

The Board noted the next steps, which would be to present the principles and key activities identified as part of the  ...  view the full minutes text for item 19.

To discuss the Policy and Project Advisory Board Work Programme (copy attached).

The Board NOTED the current Work Plan.

The Chairman report that an update would be sought on the work of GT3 and the Farnborough Civic Quarter for the next meeting of the Progress Group.

Other items that were raised for consideration by the Progress Group were:

·         Section 215

·         Government Policy - Levelling Up White Paper

·         Housing Strategy Group – request for meeting in early January, 2022