Agenda, decisions and minutes

Councillors are requested to declare any interests on items included in this agenda. Please refer to the workflow on the preceding page for guidance.

Declarations received will be reported at the meeting.

Councillor Nigel Brooks declared a non-pecuniary interest in Minute No. 340 (Potential Transfer of Play Sites and Highcliffe Recreation Ground) and remained present.

Councillor Hazel Allen declared a non-pecuniary interest in Minute No. 343 (Establishing a Multi Disciplinary Team and a Homeless Health Centre) and remained present.

To confirm and sign as a correct record the minutes of the Meeting held on 14 April 2021.

The Minutes of the Cabinet meeting held on 14 April 2021 were confirmed and signed as a correct record subject to the addition of Councillor Bartlett being marked as in attendance.

To receive any public questions, statements or petitions submitted in accordance with the Constitution. Further information on the requirements for submitting these is available to view at the following link:-

https://democracy.bcpcouncil.gov.uk/ieListMeetings.aspx?CommitteeID=151&Info=1&bcr=1

The deadline for the submission of public questions is 4 clear working days before the meeting.

The deadline for the submission of a statement is midday the working day before the meeting.

The deadline for the submission of a petition is 10 working days before the meeting.

The Leader advised that there had been no questions, statements or petitions received from members of the public on this occasion.

To consider recommendations from the Overview and Scrutiny Board on items not otherwise included on the Cabinet Agenda.

Cabinet was advised that there were no additional recommendations from the Overview and Scrutiny Board on items not otherwise included on the Cabinet Agenda on this occasion.

To achieve the Council’s regeneration ambitions across the conurbation at pace, this report recommends the creation of a wholly owned Urban Regeneration Company (URC).  The URC will bring together the resources, leadership, and focus required to deliver the ambitions set out in the Big Plan which was considered by Cabinet and Council in February. 

RESOLVED that: -

(a)          Cabinet supports the establishment of an Urban Regeneration Company (URC) and delegates authority to the Chief Executive, in consultation with the Leader and Deputy Leader, to formally set up the URC subject to his approval of the further information set out in this report; and

(b)          BCP Council enter into a Service Level Agreement with the new company for an initial period of three years which will provide for the opportunity for review after two years in order to afford the company the opportunity of a period of stability within which to holistically plan and put forward proposals for regeneration projects to the council with the precise wording of the agreement to be delegated to the Chief Executive in consultation with the Leader and Deputy Leader.

Voting: Unanimous

Portfolio Holder: Regeneration, Economy and Strategic Planning

Reason

To enable greater focus and capacity for realising the significant opportunities for delivering homes and jobs on sites owned, or controlled, by the council and increasing the scale and pace of delivery.

The current internal capacity of the council is not sufficient to deliver the scale of ambitions set out in the Big Plan and additional support and expertise is required, which after options appraisal, is considered to be best met by creating a URC.

The Portfolio Holder for Regeneration, Economy and Strategic Planning presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'A' to these Minutes in the Minute Book.

Cabinet was informed that in order to achieve the Council’s regeneration ambitions across the conurbation at pace the report recommended the creation of wholly owned Urban Regeneration Company (URC). In relation to this Cabinet was advised that the URC will bring together the resources, leadership and focus required to deliver the ambitions set out in the Big Plan which was considered by Cabinet and Council in February.

Further to this Cabinet was informed that the current internal capacity is not sufficient to deliver the scale of ambitions set out in the Big Plan and additional support and expertise is required, which after options appraisal, is considered to be best met by creating a URC.

The Chairman of the Overview and Scrutiny Board addressed the Cabinet and advised that the Board were overall supportive of the paper.

RESOLVED that: -

(a)          Cabinet supports the establishment of an Urban Regeneration Company (URC) and delegates authority to the Chief Executive, in consultation with the Leader and Deputy Leader, to formally set up the URC subject to his approval of the further information set out in this report; and

(b)          BCP Council enter into a Service Level Agreement with the new company for an initial period of three years which will provide for the opportunity for review after two years in order to afford the company the opportunity of a period of stability within which to holistically plan and put forward proposals for regeneration projects to the council with the precise wording of the agreement to be delegated to the Chief Executive in consultation with the Leader and Deputy Leader.

Voting: Unanimous

Portfolio Holder: Regeneration, Economy and Strategic Planning

Christchurch Borough Council (CBC) proposed that the new town and parish councils assume responsibility for play facilities, subject to agreement and formal approval by BCP Council. Highcliffe & Walkford Parish Council (HWPC) wish to take on this responsibility for Bluebell Close, Mudeford Wood and Highcliffe Recreation Ground Play Areas as well as the remainder of Highcliffe Recreation Ground.  BCP Council formally advertised the proposed disposal of these open spaces and no objections were received.  HWPC has agreed Heads of Terms to transfer the freehold ownership of these sites and arrangements for shared grounds maintenance and play inspection liabilities to ensure seamless use of these public open spaces.

RESOLVED that: -

(a)           After consideration of the representations and objections from Public Consultation, the results of the Disposal of Public Open Space Procedure are noted;

(b)           The proposal to transfer the freehold ownership of
assets to Highcliffe & Walkford Parish Council (HWPC) is agreed with delegation to the Corporate Property Officer, Interim Director of Environment and the Portfolio Holder for Environment, Cleansing and Waste to resolve outstanding terms, conditions and legal arrangements;

(c)           The proposal to enter into a contract for Play and Grounds Maintenance for 5 years with HWPC and the legal and financial responsibilities resting with BCP Council for two years are agreed;

(d)           Under the provisions of the Local Government Act 1972 general disposal consent (England) 2003, it is agreed to transfer these assets at below the ‘market’ value; and

(e)           The transfer of the obligations arising from the Fields in Trust designation for Highcliffe Recreation Ground to Highcliffe and Walkford Parish Council is agreed.

Voting: Unanimous

Portfolio Holder: Environment, Cleansing and Waste

Reason

HWPC is the Local Authority (Tier 3) and is best able to maintain and improve the play and recreation offer within their Parish. Local decision making will be in line with its strategic plans for the Parish, implemented using funding raised via its precept. Transfer will also enable HWPC to implement its proposals for a sensory garden

within the Highcliffe Recreation Ground.

The Heads of Terms secures future use of these areas for recreation and the transfers will enable HWPC to invest in the improvement of these areas.

BCP Council is to provide grounds maintenance and play inspection services for an agreed period to ensure smooth hand over of the facilities and seamless delivery of services based on the service standards previously delivered.

The Portfolio Holder for Environment, Cleansing and Waste presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'B' to these Minutes in the Minute Book.

Cabinet was informed that Christchurch Borough Council (CBC) had proposed that the new town and parish councils assume responsibility for play facilities, subject to agreement and formal approval by BCP Council. In relation to this Cabinet was advised that Highcliffe & Walkford Parish Council (HWPC) wish to take on this responsibility for Bluebell Close, Mudeford Wood and Highcliffe Recreation Ground Play Areas as well as the remainder of Highcliffe Recreation Ground. 

BCP Council formally advertised the proposed disposal of these open spaces and no objections were received. 

Further to this Cabinet was informed that a request had been received from the Chairman of the Highcliffe & Walkford Parish Council that this item be deferred as there were still ongoing discussions with regards to the transfer. In relation to this the Portfolio Holder advised that the best way forward would be to still consider the matter today but to amend recommendation (b) to allow for further discussion with delegation being given to officers and the Portfolio Holder to resolve outstanding matters.

In addition, the Leader stressed the importance of this matter in fulfilling an agreement made by the legacy Christchurch Borough Council, and Cabinet spoke in support of the proposal and in maintaining these community assets.

RESOLVED that: -

(a)           After consideration of the representations and objections from Public Consultation, the results of the Disposal of Public Open Space Procedure are noted;

(b)           The proposal to transfer the freehold ownership of
assets to Highcliffe & Walkford Parish Council (HWPC) is agreed with delegation to the Corporate Property Officer, Interim Director of Environment and the Portfolio Holder for Environment, Cleansing and Waste to resolve outstanding terms, conditions and legal arrangements;

(c)           The proposal to enter into a contract for Play and Grounds Maintenance for 5 years with HWPC and the legal and financial responsibilities resting with BCP Council for two years are agreed;

(d)           Under the provisions of the Local Government Act 1972 general disposal consent (England) 2003, it is agreed to transfer these assets at below the ‘market’ value; and

(e)           The transfer of the obligations arising from the Fields in Trust designation for Highcliffe Recreation Ground to Highcliffe and Walkford Parish Council is agreed.

Voting: Unanimous

Portfolio Holder: Environment, Cleansing and Waste

Councillor Nigel Brooks declared a non-pecuniary interest in this item and remained present.

Fly-tipping and fly-posting cause significant environmental issues and adversely impact the street scene in the BCP Council area.  Both have increased in past years, replicating the national picture.

Investigations of incidents in legacy authorities were limited due to resource constraints, with penalties for offenders of fly-tipping and fly-posting few in number. Regulatory Services are seeking to adopt a consistent and robust approach to tackling offenders, whilst minimising additional resource requirements.

The Council has powers under the Environmental Protection Act 1990 to deal with incidents of fly-tipping and littering.  Householders also have a duty of care to ensure their waste is collected by a reputable company with the relevant waste transfer permissions.  Businesses also have a duty to ensure sufficient measures are in place to manage their commercial waste. 

Fly-posting, the displaying of promotional materials or adverts without permission on public furniture, is enforced through the Anti-Social Behaviour Act 2003.

A private company with 10 years of experience in the Environmental Crime Industry and working with numerous Local Authorities have outlined their ability to investigate and enforce the above on behalf of BCP Council. 

RESOLVED that: -

(a)           Cabinet approves the commencement of a 12-month pilot scheme to deploy a suitable qualified contractor to undertake investigations and prosecutions of fly-tipping and fly-posting incidents;

(b)           Cabinet agrees to receive a further report following 6 months of this pilot, which will include recommendations for the future of this service; and

(c)           Cabinet approves the levels of fines for relevant offences as per paragraph 10.

Voting: Unanimous

Portfolio Holder: Community Safety

Reason

The responsibility for enforcing against enviro-crime issues such as those in scope for this pilot were carried out by different departments in legacy BCP authorities with limited resources. Poole and Christchurch issued fines for a minimal number of incidents; however no prosecutions were undertaken from 2017 to 2019 according to returns submitted to National Government.

Since Local Government Re-organisation, officers within Regulatory Services have only been able to carry out limited investigations due to lack of available resources and the need to prioritise other statutory demands. This proposal will allow the Council to access additional resource and should facilitate a more consistent, robust and thorough response to all relevant incidents.

The cost of the proposed pilot is to be paid for by the Council out of fines received and will therefore be undertaken at no additional cost to the Council.

If the pilot is approved by Cabinet, the company will be ready to start in July 2021 providing the contract can be signed off within that time.

The Portfolio Holder for Community Safety presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'C' to these Minutes in the Minute Book.

Cabinet was informed that fly-tipping and fly-posting cause significant environmental issues and adversely impact the street scene in the BCP Council area.  Both have increased in past years, replicating the national picture.

Further to this Cabinet was advised that investigations of incidents in legacy authorities were limited due to resource constraints, with penalties for offenders of fly-tipping and fly-posting few in number.

In addition Cabinet was informed that Regulatory Services are seeking to adopt a consistent and robust approach to tackling offenders, whilst minimising additional resource requirements, and that the Council has powers under the Environmental Protection Act 1990 to deal with incidents of fly-tipping and littering, householders also have a duty of care to ensure their waste is collected by a reputable company with the relevant waste transfer permissions, and businesses have a duty to ensure sufficient measures are in place to manage their commercial waste. 

Cabinet was further informed that fly-posting, the displaying of promotional materials or adverts without permission on public furniture, is enforced through the Anti-Social Behaviour Act 2003.

The Portfolio Holder advised that a private company with 10 years of experience in the Environmental Crime Industry and working with numerous Local Authorities have outlined their ability to investigate and enforce the above on behalf of BCP Council. 

The Chairman of the Overview and Scrutiny Board addressed the Cabinet advising that at their recent meeting the Board resolved to make the following recommendation to Cabinet in respect of this item.

The Overview and Scrutiny Board recommend that Cabinet reconsider this decision, and not proceed with the contract at this time in order to take time to look at what other options are available.

In relation to this the Portfolio Holder thanked the Overview and Scrutiny Board for their recommendation and in relation to this advised that there is an option to terminate the contract with 30 days’ notice and stressed that this was a pilot which would be reviewed which therefore presented little risk to the Council.

RESOLVED that: -

(a)           Cabinet approves the commencement of a 12-month pilot scheme to deploy a suitable qualified contractor to undertake investigations and prosecutions of fly-tipping and fly-posting incidents;

(b)           Cabinet agrees to receive a further report following 6 months of this pilot, which will include recommendations for the future of this service; and

(c)           Cabinet approves the levels of fines for relevant offences as per paragraph 10.

Voting: Unanimous

Portfolio Holder: Community Safety

This report outlines the Bournemouth, Christchurch and Poole Community Safety Partnership Preventing Domestic Abuse Strategy and accompanying delivery plan.

This is the first Preventing Domestic Abuse Strategy and Delivery Plan for BCP, which brings together the foundations of the work within legacy partnerships and identifies how partners will work together to meet the ambition that “no resident living within or visiting Bournemouth, Christchurch and Poole should live in fear of, or experience domestic abuse.”

The BCP Preventing Domestic Abuse Strategy can be found at appendix 1 of this report.

The report outlines a headline summary of the strategy and the commitments made by the BCP CSP of;

·       Preventing violence and abuse through a commitment to working to develop a “whole family, whole picture” approach across all our services

·       A commitment to commissioning improved services for victims, perpetrators and children impacted by domestic abuse to ensure we have services in place that are effective in assessing and responding to multiple needs

·       A commitment to working collaboratively to reduce the harm caused by domestic abuse

·       Responding to perpetrators by supporting criminal justice agencies in pursuing them through the criminal justice system and a commitment to challenging and changing the behaviour of perpetrators through the availability of domestic abuse perpetrator programmes

The Preventing Domestic Abuse Strategy Delivery Plan can be found at appendix 2 which has been developed in consultation with a wide range of stakeholders and partners, including service users. This plan describes how partners will work

together to deliver against the commitments and priorities of the

Strategy.

The Domestic Abuse Bill 2020 will be introducing a new statutory duty on tier one local authorities, ensuring that all victims, including children, have access to safety and support within safe accommodation when they need it. The Preventing Domestic Abuse Strategy and Delivery Plan addresses the requirements of the new duties as well as the local needs identified through the development of the strategy and plan.

Finally, the report outlines the proposed allocations for additional Government funding recently announced as part of the imminent implementation of the Domestic Abuse Bill and in support of the delivery plan.

RESOLVED that: -

(a)           Cabinet supports the BCP Community Safety Partnership Preventing Domestic Abuse Strategy and Delivery Plan; and

(b)           Cabinet approves the allocation of MHCLG grant funding as set out in paragraph 32 of the report.

Voting: Unanimous

Portfolio Holder: Community Safety

Reason

Domestic abuse can and does happen to anyone. It is indiscriminate of age, gender, race, profession or social background. In the UK around one in four women and one in six men will be affected by domestic abuse in their lifetime, and the NSPCC reports that around one in five children have been exposed

to domestic abuse. Whatever the number of those impacted, it is too many; no one should live in fear.

The Bournemouth, Christchurch and Poole Community Safety Partnership (CSP) is fully committed to playing its part to change this and to achieve the vision that ‘no resident living in BCP should live in fear of or experience domestic abuse’.

BCP Council’s Corporate Strategy also commits to an ambitious vision of ‘Vibrant Communities with outstanding quality of life where everyone plays an active role’ and sets a specific objective of supporting people to live safe and independent lives under its Fulfilled Lives priority.

The BCP Preventing Domestic Abuse Strategy takes account of the strategic aims of the Council as well as the CSP. Local needs analysis, national research, guidance and best practice and lessons learnt from Domestic Homicide Reviews as well as consultation and extensive engagement across a range of stakeholders has resulted in a strategy which outlines a commitment to work with a range of partners across the statutory, corporate, community and voluntary sectors as well as service users, to drive the strategy forward and

deliver against those aims.

The Partnership has completed a series of task and finish groups responsible for supporting the development of a comprehensive delivery plan, appended to this report.

In addition, this strategy and the accompanying delivery plan meet the new requirements of local authorities by the Domestic Abuse Bill 2020 by providing a framework to improve the response from statutory partners to domestic abuse. MHCLG is providing tier1 local authorities with grant funding to ensure they can meet new statutory duties.

The Portfolio Holder for Community Safety presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'D' to these Minutes in the Minute Book.

Cabinet was advised that the report outlines the Bournemouth, Christchurch and Poole Community Safety Partnership Preventing Domestic Abuse Strategy and accompanying delivery plan, and that in relation to this, this is the first Preventing Domestic Abuse Strategy and Delivery Plan for BCP, which brings together the foundations of the work within legacy partnerships and identifies how partners will work together to meet the ambition that “no resident living within or visiting Bournemouth, Christchurch and Poole should live in fear of, or experience domestic abuse.”

In relation to this Cabinet was informed that the BCP Preventing Domestic Abuse Strategy as set out at Appendix 1 outlines a headline summary of the strategy and the commitments made by the BCP CSP of;

·       Preventing violence and abuse through a commitment to working to develop a “whole family, whole picture” approach across all our services

·       A commitment to commissioning improved services for victims, perpetrators and children impacted by domestic abuse to ensure we have services in place

·       that are effective in assessing and responding to multiple needs

·       A commitment to working collaboratively to reduce the harm caused by domestic abuse

·       Responding to perpetrators by supporting criminal justice agencies in pursuing them through the criminal justice system and a commitment to challenging and changing the behaviour of perpetrators through the availability of domestic abuse perpetrator programmes

In addition Cabinet was advised that the Preventing Domestic Abuse Strategy Delivery Plan as set out in appendix 2 has been developed in consultation with a wide range of stakeholders and partners, including service users, and that this plan describes how partners will work together to deliver against the commitments and priorities of the Strategy.

Further to this Cabinet was informed that the Domestic Abuse Bill 2020 will be introducing a new statutory duty on tier one local authorities, ensuring that all victims, including children, have access to safety and support within safe accommodation when they need it, and that the Preventing Domestic Abuse Strategy and Delivery Plan addresses the requirements of the new duties as well as the local needs identified through the development of the strategy and plan.

In closing Cabinet were advised that the report outlines the proposed allocations for additional Government funding recently announced as part of the imminent implementation of the Domestic Abuse Bill and in support of the delivery plan.

The Chairman of the Overview and Scrutiny Board addressed the Cabinet advising that at their recent meeting the Board resolved to make the following recommendation to Cabinet in respect of this item.

The Overview and Scrutiny Board recommends that additions are made to the draft domestic abuse strategy and delivery plan to include detailed actions for improving the services ability to engage with residents who have struggled to engage previously, including male victims of domestic abuse and those  ...  view the full minutes text for item 8.

The Council’s new Homelessness and Rough Sleeping Strategy 2021-25 was approved by Cabinet in April 2021.  Health provision is a key element of the strategy, with some good practice already in place locally and a good base to build upon.

The proposals set out in this report will help address inherent inequalities and ensure good access to services for those who are marginalised and hard to reach.

This paper outlines recommendations to continue the development of the shared care or multi-disciplinary approach in two ways and build on the great joint work already underway. 

Firstly, to further develop a Multi Disciplinary team (MDT) that homeless individuals can access and receive the support they need to find accommodation and have their health needs addressed.  Secondly, to establish a Homeless Inclusion Health Centre (a ‘Health Hub’) which provides a building based homeless health and housing centre.  Services will be delivered to those who are homeless or at risk of homelessness, for example in temporary hotels or hostel accommodation.  A project manager will be recruited to establish these services effectively.

An MDT will provide outreach for people rough sleeping and inreach to people accommodated in any of the temporary accommodation units and other temporary housing settings such as hotels.  It will also operate out of the Health Hub.

It is recommended to acquire the St Stephens Church Hall, Bournemouth, as the Homeless Inclusion Health Centre (‘Health Hub’). 

The Health Hub would provide one front door where homeless individuals can attend in order to access health and housing support and advice.  The building would provide office and clinic space, showers, laundry facilities, access to computers and locker space so that people can attend and receive the support and/or treatment needed.

The acquisition of the Health Hub will be guided by the valuation by the Council’s Estates team and budget will be secured to purchase the property, refurbish the property and provide for ongoing maintenance and management.  The Confidential Appendices A and B detail the financial implications associated with this, including the long term financial modelling.

RESOLVED that Cabinet: -

(a)           Approves the further development of a Multi-Disciplinary Team (MDT) to better address the health needs of individuals who are homeless;

(b)           Approves the implementation of an ongoing ‘Health Hub’ provision at St Stephens Church Hall;

(c)           Approves the acquisition of St Stephens Church Hall and delegates authority to the Corporate Property Officer in consultation with the Portfolio Holder, Section 151 Officer and the Monitoring Officer to agree the specific terms of the sale (see Confidential Appendices 1 and 2); and

(d)         Approves the associated capital and revenue budget provision relating to the acquisition and management of St Stephens Church Hall (see Confidential Appendices 1 and 2).

Voting: Unanimous

Portfolio Holder: Homes

Reason

To help facilitate improved joint working across health services for people who are homeless or at risk of homelessness, in turn improving their housing and life chances.

To improve health outcomes for those who are marginalised and hard to reach.

The Portfolio Holder for Homes presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'E' to these Minutes in the Minute Book.

Cabinet was reminded that the Council’s new Homelessness and Rough Sleeping Strategy 2021-25 had been approved by Cabinet in April 2021, and that  Health provision is a key element of the strategy, with some good practice already in place locally and a good base to build upon.

Cabinet was informed that the proposals set out in the report will help address inherent inequalities and ensure good access to services for those who are marginalised and hard to reach, and that further to this the paper outlines recommendations to continue the development of the shared care or multi-disciplinary approach in two ways and build on the great joint work already underway. 

In relation to this Cabinet was advised that the Health Hub would provide one front door where homeless individuals can attend in order to access health and housing support and advice, and that the building would provide office and clinic space, showers, laundry facilities, access to computers and locker space so that people can attend and receive the support and/or treatment needed.

Further to this Cabinet was advised that the acquisition of the Health Hub will be guided by the valuation by the Council’s Estates team and budget will be secured to purchase the property, refurbish the property and provide for ongoing maintenance and management.

The Chairman of the Overview and Scrutiny Board addressed the Cabinet advising that at their recent meeting whilst there was no formal recommendation the Board had been hugely supportive of the report.

The Portfolio Holder expressed thanks to Officers and Members and in particular to the Lead Member for Homelessness for all their hard work.

RESOLVED that Cabinet: -

(a)           Approves the further development of a Multi-Disciplinary Team (MDT) to better address the health needs of individuals who are homeless;

(b)           Approves the implementation of an ongoing ‘Health Hub’ provision at St Stephens Church Hall;

(c)           Approves the acquisition of St Stephens Church Hall and delegates authority to the Corporate Property Officer in consultation with the Portfolio Holder, Section 151 Officer and the Monitoring Officer to agree the specific terms of the sale (see Confidential Appendices 1 and 2); and

(d)         Approves the associated capital and revenue budget provision relating to the acquisition and management of St Stephens Church Hall (see Confidential Appendices 1 and 2).

Voting: Unanimous

Portfolio Holder: Homes

Councillor Hazel Allen declared a non-pecuniary interest in this item and remained present.

Children and young people with special educational needs and disability (SEND) have high aspirations for their future. In Bournemouth, Christchurch and Poole we want to support all children and young people to enjoy their childhood and develop the skills, confidence and resilience to achieve their goal of a positive and successful adult life.

The Special Educational Needs & Disabilities (SEND) and Inclusion Strategy has been created in partnership with stakeholders.  It sets out our ambition for children and young people with SEND, supporting delivery of the council’s Big Plan.

The ambitions in the strategy will be realised through the delivery plan, overseen by the SEND Improvement Board.

RESOLVED that Cabinet notes how the strategy was developed in partnership and agree the strategy.

Voting: Unanimous

Portfolio Holder(s): Children and Young People

                               Covid Resilience, Schools and Skills

Reason

To agree BCPs shared partnership ambition for children and young people with special educational needs and disabilities.

To support BCP Council in meeting its legal responsibilities in relation to special educational needs and disabilities.

The Portfolio Holder for Covid Resilience, Public Health and Education presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'F' to these Minutes in the Minute Book.

The Portfolio Holder informed Cabinet that Children and young people with special educational needs and disability (SEND) have high aspirations for their future, and that in Bournemouth, Christchurch and Poole we want to support all children and young people to enjoy their childhood and develop the skills, confidence and resilience to achieve their goal of a positive and successful adult life.

In relation to this Cabinet was advised that the Special Educational Needs & Disabilities (SEND) and Inclusion Strategy has been created in partnership with stakeholders, and that It set out the councils ambition for children and young people with SEND, supporting delivery of the council’s Big Plan.

In addition, Cabinet was informed that the ambitions in the strategy will be realised through the delivery plan, overseen by the SEND Improvement Board.

The Portfolio Holder addressed Cabinet with regards to governance, advising that the body responsible for delivering this strategy was the Special Educational Needs and Disabilities Improvement Board, and that this board was chaired independently by a Local Government Association Improvement specialist who provides robust and impartial challenge. In addition, Cabinet was informed that the Board meets six weekly and assesses improvement against the five prioritise which are set out through its own learning and improvement plan. Further to this Cabinet was advised that the Board comprises representatives from Parent Carers Together, The Dorset CCG, Headteachers, the voluntary and community sectors, health providers, officers of BCP as well as elected members, both Councillor Nicola Greene as Cabinet Member and Councillor Sandra Moore as a non-executive member reporting directly back to the Children’s Services Overview and Scrutiny Committee. In relation to this Cabinet was informed that that The Children’s Services Overview and Scrutiny Board takes a keen interest in this area of work and are taking a report to their next meeting looking at this strategy from which it is envisaged further scrutiny will follow. The Portfolio Further advised that at last Mondays Health and Adult Services Overview and Scrutiny Board Members attention had been drawn to the priority of preparation for adulthood which links directly to work under their remit, and that there is a further reporting line under the Health and Wellbeing Board, who’s strategy focuses on improving incomes for children and young people, and young adults with special educational needs.

Cabinet spoke in support of the report praising the work or officers and members involved.

RESOLVED that Cabinet notes how the strategy was developed in partnership and agree the strategy.

Voting: Unanimous

Portfolio Holder: Covid Resilience, Public Health and Education

To consider the latest version of the Cabinet Forward Plan for approval.

The Leader advised that the latest Cabinet Forward Plan had been published on the Council’s website.