Covid-19 recovery and renewal planning
CONTENTS Strategy on a page Impact, context and approach Recovery Return to OH & LAP’s Renewal Recommendations
Slough Borough Council’s COVID -19 Strategy Purpose: To lead the Council and our town through the COVID-19 Crisis SBC is caring, proactive, resilient, skilled and here to serve Key objectives : We will work in partnership with We will quickly implement We will keep Critical and strategic partners, other public We will prepare for the the Government’s Priority functions running sector organisations, the We will keep our staff safe emergency initiatives recovery of the Council voluntary sector and community to care for and support and the town affecting local residents groups to provide services to our residents and businesses local people Initiatives: We have established an We have established 9 Ops Room to log and We are sustaining critical We have established Task Groups to deal with We have enabled most administer instructions services by redeploying staff robust command and our Critical and Priority staff to work from home and guidance and skills and resources control arrangements resolve immediate areas operational issues Commitment of staff Our staff will: Follow social distancing when Work from home if possible but Adhere to the SBC COVID -19 Look after themselves, their required to work away from recognise this may not always strategy families and friends home be possible Be ready to redeploy Communicate with their themselves and their skills within Maintain Business as Usual when managers daily to receive not dealing with COVID-19 critical and priority areas, as instructions and pass on and when required information 3
ECONOMIC IMPACT - GLOBAL World merchandise trade volumes in 2020 are predicted to fall by between 13% and 32%. To put the economic impact into context, the best case position is worse than the 12% drop seen at the height of the global financial crisis in 2008/09. IMPACT ON SLOUGH P OVERTY T IME BOMB - levels of B USINESSES - many of the E DUCATION – education C HILDREN ' S S OCIAL C ARE established businesses in debt will increase; income outcomes may decline S ERVICES - expected surge Slough will struggle. lost via unemployment or from 2021 and gaps in demand post lockdown Crucially , this could furlough. between disadvantaged - the economic downturn include ASC and CSC children and others are will lead to longer term rise Homelessness – increases. providers. Businesses will expected to widen. in demand. need to adapted. C OMMUNITY – Those with the F INANCE – CTax collection M ENTAL ILL HEALTH - ‘New’ H EALTH & W ELLBEING - highest numbers of is down. Increase in anxiety and worsening of Increase in local deaths vulnerability (health, hardship applications. existing mental illness, particularly in care homes housing, unemployment Housing Benefit increased substance & those supported by including people claiming applications have risen misuse, worsened social domiciliary care. Poorer JSA) are the ones that are sharply. isolation and loneliness . wellbeing and health likely to face the Business rate income has interventions since March greatest impact. reduced. will result in people requiring more support. 4
POSITIVE TRENDS Councils workforce’s adaptability to respond to crisis The emergence of the One Slough collaborative approach A huge increase in use of our website / web portal and channel shift to using more digital services Increased local knowledge about the residents of Slough - vulnerable adults SBC Business Continuity Improvement in Joint working between the Council and its partners to support each other in managing through this crisis and how quickly processes were mobilised i.e. the Community Hub Reduction in rough sleepers No evictions Key Regeneration projects like the hotels project, NWQ and town centre remain on-track. Commitment from Strategic Regeneration partners Improved Air Quality Across health and social care drawing upon existing relationships and mechanisms. But, it isn’t all roses, and we need to retain a savviness in navigating these – whilst still working towards achieving shared goals and desirable systems change.
WHAT WE KNOW ABOUT THE CONTEXT COVID-19 IS FUNDAMENTALLY CHANGING THE OPERATING CONTEXT FOR THE NEXT 18 MONTHS + 4 waves of health need Negative impact on economy SBC service challenge Covid-19 victims (over 2 waves) Macro-shock to GDP Backlog of demand • • • Unmet demand from lockdown Increased bankruptcy More demand • • • Escalation of health conditions Increased indebtedness More complex demand • • • from lockdown Increased poverty Demand from a greater range • • Long-term HWB impacts of Likely to be a sustained period of customer types (with • • isolation re mental health, of low growth in all scenarios different expectations) poverty, immobility Reduced revenue generation • The pre-Covid ways of working cannot meet the demand and capacity challenge 6
APPROACH Response Recovery Renewal (0-6 months) (6-24 months) (2-5 years) Focusses on the immediate and Promote a whole-organisation SBC is a more resilient organisation short-term impact of COVID-19 on approach to Recovery and with people at the centre of decision SBC and wider community, Renewal that places an emphasis making. including business community. on improved health & wellbeing A strong, robust and engaged Ensures we can balance crisis community engagement community. management with business as business recovery, Improved service delivery usual. inclusive growth Locality buildings complete and social cohesion; and operational. children and adults are a resilient Council. safeguarded £2bn regeneration completed. Establish a single view of debt Slough recognised as an exemplar progress continues on key Ensure the ‘new’ community and organisation initiatives ; and voluntary sector is developed. Allow Slough to grow, create critical public services continue jobs, attract investment to perform. 7
HOW THE CLIMATE IS CHANGING WE HAVE IDENTIFIED MULTIPLE IMPACTS ACROSS STAKEHOLDERS Response Recovery Renewal (0-6 months) (6-24 months) (2-5 years) Residents Businesses / Staff Partners Economy 1 Vulnerable Businesses Front-line staff Statutory partners 6 8 10 2 Benefits claimants Development & 9 Culture Voluntary sector 11 7 Homeless 3 Regen Children 4 General users 5 Managed through CMT 8
HOW THE CLIMATE IS CHANGING WE HAVE IDENTIFIED MULTIPLE IMPACTS ON THE OPERATING MODEL People / Economy / Staff / SBC Partners Residents Businesses Changing volume • More vulnerable • Reduced town centre • New working patterns • Huge role for partners residents. activity. (hours as well as and community groups • More homeless. • Reduced investment. - location). in immediate response • More poverty. short- & med- term • Capacity does not • More debt. slowdown. match where the Health leads • Backlogs. demand is. to wealth; Wealth leads Changing profile / • Escalation of Gov’t economic • Changing view of work, • Groups able to come to health experience vulnerability (children policy and level of and the role of teams together around and adults). infrastructure focus (e.g. and the office. governance and work • More complex needs. Crossrail and LHR) • More flexible and flexibly to meet local • New customers with Need to protect high adaptive decision- needs new needs. street to protect long-term making. • 30+ social immobility. • More interactions. Impacts on op model: 1. Culture of flexibility, adaptability and remote working needs to be built on and accelerated whole system approach 2. The formal structures and workforce are not aligned to this environment – OD must maintain pace 3. Council effort needs to be prioritised – cannot simply be a “demand - led service” as demand is too high to serve 4. Triage and segmentation become critical – self-serve / supported self-help, saying no to certain demand, using technology and joining-up data to quickly get the right intervention to the right customer 5. Coordinated delivery is really important – “tell us once” will be vital to reduce unnecessary contacts 6. Coordinated strategies for health, poverty and regeneration will need to form the basis of interventions 7. The delivery model must be coordinated and joined-up with partners with them taking on a greater role 8. Governance needs to align delegation of operational decisions with financial accountability to ensure unnecessary cost is not incurred, or that cost is understood as operational decisions are taken 9
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