Agenda item

The Director for Adult Social Care and Commissioning submits a report presenting the findings of the Extra Care Review of Need and Delivery Feasibility Commission, and seeks ASC Scrutiny views on the proposed strategic direction and delivery roadmap for increasing Extra Care and supported housing provision across Leicester.

The Director for Adult Social Care and Commissioning submitted a report presenting the findings of the Extra Care Review of Need and Delivery Feasibility Commission and sought ASC Scrutiny views on the proposed strategic direction and delivery roadmap for increasing Extra Care and supported housing provision across Leicester.

The Assistant City Mayor introduced the item noting that there was increasing demand for extra care and supported living accommodation. Market challenges, and progress in delivering additional provision were highlighted, with further schemes planned and a coordinated delivery approach being developed.

The Head of Strategic Commissioning gave a slideshow presentation. Key points to note were as follows:

• The ten-year Supported Living and Extra Care Strategy had launched in 2021, setting a target of delivering 396 units.
• Delivery had been affected by the Covid-19 pandemic, land availability issues and challenges in establishing a coherent delivery model.
• 75 units had been delivered to date, with a further 142 units in the development pipeline for delivery between 2027 and 2028.
• The existing portfolio comprised of 698 supported living and extra care units across the city.
• An independent consultancy had been commissioned to assess market capacity, investment appetite, demand, site opportunities and delivery options.
• A dedicated development team enabled coordination and collaboration with Housing colleagues.
• Market engagement had identified Leicester as a highly attractive investment location, ranking among the top three areas of interest for several major specialist registered providers.
• Funding opportunities appeared positive, alongside the potential for savings.
• The impact of LGR was highlighted.
• The roadmap consisted of:
• Phase 1 – building the evidence base
• Phase 2 – translating market interest into deliverable schemes
• Phase 3 – building a sustainable delivery model
• Engagement would continue with Homes England as the preferred funding source, there could also be other avenues.

In response to member discussion and questions, the following was noted:

·       In response to a member question, it was noted that delivering the scheme in-house would have limited options. The external market could achieve higher rent levels and leverage Homes England funding, making delivery more viable.

·       The bidding strategy was enhanced due to learning the lessons from previous failed procurements, an internal team leading on new developments and linking with the housing development team. Market engagement had been successful.

·       The current process followed extensive consultation undertaken as part of the Local Plan. The importance of co-production was highlighted, proposals were being developed before being shared more widely with local communities to seek feedback and inform future delivery. Infrastructure planning would follow this work.

·       It was noted that early engagement with registered providers was essential to maximise opportunities to access Homes England funding, and that collaboration across housing services would be key to securing investment.

·       Members raised concerns regarding the gap between current delivery levels and identified housing need, and how this shortfall would be addressed. It was noted that further site analysis was required to assess opportunities to meet demand, and that this information would be brought back to Scrutiny.

AGREED:  

1)    That the report be noted.

2)    For more information to come back to Scrutiny following the site analysis.

Concillor Joannou left during the consideration of this item.