Agenda item

Report by the Executive Director Children, Adults, Families, Health and Education – to follow.

The report explains plans to explore options for the County Council to acquire or invest in property for specialist accommodation for adolescents who would otherwise require external provision. The aims of the proposal, the potential benefits and the principles which will inform its development will be presented for comment and questions from the Committee.

28.1   The Committee considered a report by the Executive Director Children, Adults, Families, Health and Education. The report was introduced by Catherine Galvin, Programme Director Transformation and Infrastructure, and Stuart Gibbons, Strategic Market Development Manager. The Committee heard the following:

·         WSCC has a responsibility to provide support for children and young people expected to cease, or who have ceased to be looked after.

·         As part of the Children’s Commissioning Strategy 2018-2021, a proposal had been developed to provide accommodation to support these Children Looked After (CLA) to move towards independence in adult life.

·         The Leaving Care Service currently supports around 600 young people. Of that number, approximately 150 are in some form of supported accommodation supplied by external providers.

·         The proposal aims to purchase around 20 supported and training accommodation units for these young people to take their final steps from local authority care towards independent living. If approved, a business case would be developed in collaboration with external partners, which would consider a range of types of accommodation and locations.

·         Giving young people a history of maintaining a tenancy in one of these units would make them more attractive to the private rented sector. The current private rental market is extremely competitive, with a shortage of self-contained flats.

·         As well as effectively supporting West Sussex care leavers, this proposal would also realise savings for the service. The current cost for an externally provided bed space could be anywhere from £500 to £1000 per week. Providing in-house accommodation for these young people would cost WSCC approximately between £250 and £350 per week.

28.2   Members thanked the Strategic Market Development Manager and the Programme Director Transformation and Infrastructure for a very positive and informative account of the proposal. The following points were considered in discussion:

·         Members queried whether 20 of these units would be enough. Officers advised that as part of the Commissioning Strategy, this would be a trial which offered quite targeted support. It would likely be uncovered as part of the trial and business case if more than 20 were required. The emphasis on these units would be to educate the young people to work, manage their health and budget, and would be relatively short term. It was anticipated they would house approximately 40 to 60 young people per year, on 4 to 6 month stays.

·         Members were interested to know if these units of accommodation would be available for foster care leavers, and those with special needs or disabilities. Officers advised that they would be available to all types of young people leaving the care system, and that no demographic would be excluded. This would also include young parents. The Programme Director for Transformation and Infrastructure advised work was also currently ongoing with Lifelong Services colleagues. 

·         Members asked if the overall aim for West Sussex was to own all accommodation for these types of young people. The Strategic Market Development Manager advised WSCC needed and wanted to provide the best for our care leavers, and if this initial investment worked out well there would ultimately be more than 20 units.

·         The proposals were welcomed by the Committee.

28.3   Resolved that the Committee:

1.   supports the principles and aims of the proposal

2.   recommends that caution is exercised when choosing the location and quality of the properties used.

3.   recommends that work is undertaken with local members, the Corporate Parenting Panel and local councils (including district, borough, town and parish) when planning possible locations.

4.   strongly supports the running of a best practice model.

5.   requests that an update is provided to the Select Committee at the business case stage.