Agenda item

To consider an overview of the Debt and Money Advice Transformation Project and inform its direction and outcomes.

RESOLVED: that the People Overview and Scrutiny Committee:

a)    Agreed that the points raised in discussion would be fed into the transformation of debt and money advice services.

b)    Agreed that the debt and money advice transformation project would be added to the Committee work programme to allow further scrutiny in future.

The Chair invited the Director of Communities and Opportunities and Transformation Delivery Manager to present an overview of the Debt and Money Advice Transformation Project.

The Transformation Delivery Manager outlined the report and noted current pressure on the debt and money advice services provided by many different organisations.  The pandemic had magnified issues substantially and there had been an uptake in services due to the increased cost of living.  Issues relating to debt could have a significant impact on health and wellbeing, whilst people dealing with anxiety and stress were also less able to make good decisions.  Education and early intervention were critical and this provided an opportunity to work across directorates.

The interim model of debt and money advice services provided by West Northamptonshire Council (WNC) since its creation was different in each locality.  In Northampton, the Housing Options Team focused on homeless prevention and keeping people in their own homes. South Northamptonshire had an in-house debt and money advice team providing an extensive range of support. In Daventry, the service was provided by the Citizens Advice Bureau.  These different approaches had generated the aim of developing an effective service that covered the whole of West Northamptonshire in a consistent way whilst also responding to different needs within the local population.

The Director for Communities and Opportunities emphasised that the Transformation Project was at a very early stage.  The objective was to establish what services were currently being provided and then use the Appreciative Inquiry framework to deliver the project.  This would be a proactive approach, working with other services to look at the wider holistic picture.  Workshops had been held with senior staff, with stakeholders and the wider community also to be included.  There were no preconceptions about how the project would be delivered and the consideration would be how to reach those most in need.  The WNC offer was currently geographically focused.  There were many charities offering advice and the current focus was on mapping this information.  No decisions had been made about how services would be delivered.  The priorities of other corporate strategies, such as the Anti-Poverty Strategy would be taken into account during the development process.

The Cabinet Member for Housing, Leisure and Culture advised that he had no preconceptions about the outcomes of the Transformation Project.  This could include changing the location of the debt and money advice function within WNC’s organisational structure if this would be logical.

The Director for Communities and Opportunities invited input from Overview and Scrutiny on the direction and outcomes of the Transformation Project.  The Chair welcomed the opportunity for the Committee to be involved at an early stage. 

The Committee considered the report and members highlighted areas to be taken into account in the development of future provision as follows:

·         There was significant pressure on the resources available to voluntary and community sector organisations to provide support to local residents without additional investment.

·         There should be mapping of deprivation areas and the reach and effect of existing services, with an opportunity to scrutinise resulting information before partners were commissioned.

·         The use of ethical loan providers was emphasised.

·         Language barriers were highlighted as an issue for people not engaging with services and in enabling providers to give correct advice.

·         Good communication was key: if people were referred to WNC and struggled to make contact they were likely to give up.

·         Community groups often gave immediate advice and then referred people on: acting as a conduit rather than the ultimate solution.

·         People in debt to WNC, for example in relation to housing or Council Tax, could find it difficult to approach it for advice about debt and money management.  Providing these services through a partner, or under different branding, was important to address this issue.

·         If WNC got to the stage of considering punitive action to recover a debt there should be the option of referring a person for debt advice before the final step was taken.

The Director for Communities and Opportunities noted the comments made and advised that the Transformation Project could be brought back to the Committee in future.  Consideration was also being given to carrying out a survey of councillors to gain further local knowledge to inform the Transformation Project.

RESOLVED: that the People Overview and Scrutiny Committee:

a)    Agreed that the points raised in discussion would be fed into the transformation of debt and money advice services;

b)    Agreed that the debt and money advice transformation project would be added to the Committee work programme to allow further scrutiny in future.