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.

There were no declarations of interest made on this occasion.

To confirm and sign as a correct record the minutes of the Meeting held on 29 September 2021.

The Minutes of the Cabinet meeting held on 29 September were confirmed and signed as a correct record.

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.

This report:

·     Presents a refresh of the medium-term financial plan (MTFP) of the council to reflect the annual fundamental review and its extension to a 5-year time horizon.

·     Progress towards delivering a balanced budget for 2022/23 and highlights the key financial risks faced by the Council.

·     An update of the CIPFA Financial Management Code of Practice.

·     An update on the CIPFA Financial Resilience Index.

·     An update on the CIPFA Treasury Management and Prudential Code of Practice.

RESOLVED that Cabinet note: -

(a)           the current budget position for 2022/23; and

(b)           the progress made in refreshing the MTFP and its extension to cover the five-year period to 31 March 2027.

Voting: Unanimous

Portfolio Holder: Leader of the Council

Reason

To comply with accounting codes of practice and best practice which require councils to have a rolling multi-year medium term financial plan.

To provide Cabinet with the latest high-level overview of the medium-term financial plan.

To ensure Members develop a balanced budget for 2022/23.

The Leader of the Council 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 advised that the report;

·     Presented a refresh of the medium-term financial plan (MTFP) of the council to reflect the annual fundamental review and its extension to a 5-year time horizon;

·     Showed progress towards delivering a balanced budget for 2022/23 and highlights the key financial risks faced by the Council;

·     Provided an update of the CIPFA Financial Management Code of Practice;

·     Provided an update on the CIPFA Financial Resilience Index; and

·     Provided An update on the CIPFA Treasury Management and Prudential Code of Practice.

RESOLVED that Cabinet note: -

(a)           the current budget position for 2022/23; and

(b)           the progress made in refreshing the MTFP and its extension to cover the five-year period to 31 March 2027.

Voting: Unanimous

Portfolio Holder: Leader of the Council

The implementation of the Council’s new Operating Model is a fundamental part of the wider “Our New Normal” transformation programme. Despite the impact of the Pandemic, significant progress has been made in setting up and beginning the four year programme of activity that will deliver the Local Government Reorganisation vision as well as underpinning the savings required by the Medium Term Financial Plan.

RESOLVED that Cabinet noted the progress made on the implementation of the Council’s new Organisational Design and Operating Model.

Voting: Unanimous

Portfolio Holder: Leader of the Council

Reason

To update Cabinet on the implementation of the new Operating Model.

The Leader of the Council 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 advised that the implementation of the Council’s new Operating Model is a fundamental part of the wider “Our New Normal” transformation programme, and that despite the impact of the Pandemic, significant progress has been made in setting up and beginning the four-year programme of activity that will deliver the Local Government Reorganisation vision as well as underpinning the savings required by the Medium-Term Financial Plan.

The Chairman of the Overview and Scrutiny Board addressed the Cabinet advising that at their recent meeting the Board members had highlighted the need for all member governance, with concern expressed in relation to the lack of accessibility, and that the item would be brought back to the Overview and Scrutiny Board in a few months’ time.

RESOLVED that Cabinet noted the progress made on the implementation of the Council’s new Organisational Design and Operating Model.

Voting: Unanimous

Portfolio Holder: Leader of the Council

The delivery of the council’s Estates and Accommodation Strategy will enable the organisation to reduce its exposure to a large and inefficient office accommodation estate, whilst at the same time supporting the development of single council identity where staff work in modern and flexible ways, delivering services that are transformed in order to be as customer focused and financially efficient as possible.

The creation of the BCP Council Civic Centre and relocation of the customer service offer to local libraries represents the first phase in the council’s Estates and Accommodation Strategy and comprises the necessary investment in the Bournemouth campus and larger libraries, plus the associated work required to allow for new uses of the legacy Poole and Christchurch civic offices.

In the November 2020 Estates and Accommodation Cabinet report, it stated that the intention was no longer to dispose of the Poole Civic Centre in its entirety but to maintain ownership of the core building to protect the Mayoral connection and to consider alternate uses. The Poole civic building is a 1930s listed building and has played an important part in Poole’s history. BCP Council are committed to retaining it as a Poole asset.

It is proposed that BCP will retain the freehold of the Poole Civic Centre and a ‘vertical slice’ will be remodelled for retention as a civic building in Poole. Consideration has been given as to the best use of this space alongside the Poole Charter Trustees. The Dorset Coroners service has been looking to relocate from Bournemouth Town Hall, and the gravitas and location of the building is a good fit for their needs. The use of the building by the Coroners service alongside the mayoralty function, located in the heart of Poole, presents a viable future for the retained building. The other sections of the Poole Civic Centre and wider campus will be repurposed in due course.  The Poole Charter Trustees and Coroner have been engaged with regarding the proposed layout of this space.

The project budget requested reflects the need to create a fit for purpose space for the Poole Charter Trustees and Coroners service.

RESOLVED that: -

(a)          the retention of the Poole Civic vertical slice and use to accommodate the requirements of the Poole Charter Trustees and Dorset Coroners Service be approved;

(b)          the proposed budget set out in Appendix 2 be approved for Recommendation to Council.

(c)          the provisional scope and delegates to the Chief Executive, in consultation with the Leader, final decisions in respect of the footprint of the retained section of the building, within the agreed budget allocation be approved;

(d)          Cabinet authorises the commencement of the procurement process and delegates authority to award contracts to the Chief Executive in consultation with the Leader and appropriate senior officers as appropriate, in accordance with delegated authorities and the council’s financial regulations; and

(e)          consideration be given to how use of the retained section of the building by community groups can best be accommodated outside of Coroner and Mayoralty hours, making appropriate and reasonable adjustments to the current proposal where necessary while accepting this use is secondary to Coroner and Mayoralty use.

RECOMMENDED that: -

(a)          Council approve the budget set out in Appendix 2.

Voting: Unanimous

Portfolio Holder(s): Leader of the Council

 Environment, Waste and Cleansing

Reason

To maintain the civic presence in the historic Poole civic centre. To approve the budget and procurement approach required to successfully establish the ‘vertical slice’ of Poole civic centre for use by the Poole Charter Trustees and Dorset Coroners service.

The Leader of the Council 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 advised that the delivery of the council’s Estates and Accommodation Strategy will enable the organisation to reduce its exposure to a large and inefficient office accommodation estate, whilst at the same time supporting the development of single council identity where staff work in modern and flexible ways, delivering services that are transformed in order to be as customer focused and financially efficient as possible.

In relation to this Cabinet was informed that the creation of the BCP Council Civic Centre and relocation of the customer service offer to local libraries represents the first phase in the council’s Estates and Accommodation Strategy and comprises the necessary investment in the Bournemouth campus and larger libraries, plus the associated work required to allow for new uses of the legacy Poole and Christchurch civic offices.

Cabinet was reminded that in the November 2020 Estates and Accommodation Cabinet report, it stated that the intention was no longer to dispose of the Poole Civic Centre in its entirety but to maintain ownership of the core building to protect the Mayoral connection and to consider alternate uses. The Poole civic building is a 1930s listed building and has played an important part in Poole’s history. BCP Council are committed to retaining it as a Poole asset.

Further to this Cabinet was informed that it is proposed that BCP will retain the freehold of the Poole Civic Centre and a ‘vertical slice’ will be remodelled for retention as a civic building in Poole, and that consideration has been given as to the best use of this space alongside the Poole Charter Trustees. Cabinet was further informed that the Dorset Coroners service has been looking to relocate from Bournemouth Town Hall, and the gravitas and location of the building is a good fit for their needs. The use of the building by the Coroners service alongside the mayoralty function, located in the heart of Poole, presents a viable future for the retained building.

In addition, Cabinet was advised that the other sections of the Poole Civic Centre and wider campus will be repurposed in due course, and that the Poole Charter Trustees and Coroner have been engaged with regarding the proposed layout of this space.

Cabinet was further informed that the project budget requested reflects the need to create a fit for purpose space for the Poole Charter Trustees and Coroners service.

The Chairman of the Overview and Scrutiny Board addressed the Cabinet advising that at their recent meeting the Board had comprehensively discussed the report and proposed the following recommendation in respect of this item:

The Overview and Scrutiny Board recommends that Cabinet considers how use of the retained section of the building by community groups can best be accommodated outside of Coroner and Mayoralty hours, making appropriate and reasonable adjustments to  ...  view the full minutes text for item 72.

This report sets out the case for £5.87m* of ‘Futures Fund’ investment in a 70.5km long core gigabit-fibre network in order to deliver operational savings for the Council. In particular these cost savings relate to the Wide Area Network (WAN) and the delivery of ‘Smart’ technology solutions.

[*This includes £200k approved through a Member Decision Notice to enable ducting to be installed as soon as possible as part of ongoing Transforming Travel programme works]

An investment analysis has indicated that with the support of the already budgeted Futures Fund, additional net savings would be delivered to the Council, with a breakeven point from Year 6 (2026/27) based on prevailing interest rates.

In addition to providing cost savings to the Council, the installation of this fibre network supports the Council’s Transformation and Smart Place programmes and also has the potential for supporting BCP Council’s ‘Big Plan’.

An estimated 30km of the ducting and fibre can be installed during the course of the Transforming Travel construction programme. Utilising ‘open’ excavations will reduce the cost of installation of ducting by approximately 40%.

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 'D' to these Minutes in the Minute

Cabinet was advised that the report set out the case for £5.87m* of ‘Futures Fund’ investment in a 70.5km long core gigabit-fibre network in order to deliver operational savings for the Council. In particular these cost savings relate to the Wide Area Network (WAN) and the delivery of ‘Smart’ technology solutions.

[*This includes £200k approved through a Member Decision Notice to enable ducting to be installed as soon as possible as part of ongoing Transforming Travel programme works]

In relation to this Cabinet was informed that an investment analysis has indicated that with the support of the already budgeted Futures Fund, additional net savings would be delivered to the Council, with a breakeven point from Year 6 (2026/27) based on prevailing interest rates. In addition to providing cost savings to the Council, the installation of this fibre network supports the Council’s Transformation and Smart Place programmes and also has the potential for supporting BCP Council’s ‘Big Plan’.

Cabinet was advised that an estimated 30km of the ducting and fibre can be installed during the course of the Transforming Travel construction programme, and that utilising ‘open’ excavations will reduce the cost of installation of ducting by approximately 40%.

The Chairman of the Overview and Scrutiny Board addressed the Cabinet advising that at their recent meeting the Board had accepted the general value of the scheme but questioned whether this should be carried out by the Council or whether this should be left to those within the industry to put the infrastructure in place, in addition it was advised that the Board had a lack of confidence about the programme but understood that it was required.

Cllr Hadley addressed the Cabinet expressing concern that the scheme already felt dated and that further technologies were available.

RECOMMENDED that: -

(a)    Council be asked to approve the £5.87m Smart Places Gigabit Fibre scheme; and

(b)   Council note that the funding for the Smart Places Gigabit Fibre scheme will be from drawing down £5.87m of the £50m Futures Fund approved by Council as part of the 2021/22 Budget and associated Medium Term Financial Plan (MTFP) of the Council.

Voting: Unanimous

Portfolio Holder: Regeneration, Economy and Strategic Planning

The opportunity to shape a better Bournemouth, Christchurch and Poole in the coming years is a hugely significant one. The BCP area faces a demand for over 2,000 new homes to be built each year over the next 16 years.  To deliver these homes, as well as new offices and infrastructure, and realise the vision of a world class city region, as set out in its Big Plan, the Council will need to act at scale, deliver at pace and ensure development and placemaking of the highest quality.

This report proposes that the Council should adopt a commissioning model for regeneration working with key partners including its Urban Regeneration Company (URC), BCP FuturePlaces Limited, the Bournemouth Development Company (BDC) and the Boscombe Towns Fund Board to deliver high quality regeneration and development for residents.

This report explains the Council’s approach, detailing how it will commission services from FuturePlaces; the initial plans for regenerating key sites, and the anticipated outcomes from the approach.

RESOLVED that Cabinet approves: -

(a)            the commissioning approach to Regeneration and the Commissioning Plan described in this report, including the reporting and monitoring arrangements below and attached at Appendix 1;

(b)           the URC Business Plan shown at Confidential Appendix 2; 

(c)            that the Council’s formal relationship with the URC will be governed through several legal documents including: the Commissioning Contract; Articles of Association; a Shareholder’s Agreement; a Support Services Agreement;

(d)           that responsibility to finalise the terms of these documents be delegated to the Corporate Property Officer, in consultation with the Monitoring Officer;

(e)            the initial sites and projects to be taken forward for development by the URC as shown in Table 1 and detailed in the Business Plan at Confidential Appendix 2; and

(f)             the budget required by the URC to manage its planned programme and deliver the development management services necessary to progress the development of the sites identified in the business plan, subject to the approval of the additional budget by Council.

RECOMMENDED that Council approves: -

(g)           The financial recommendations as set out in the 29th September Cabinet report entitled ‘Accelerating regeneration and investment in the BCP area’ namely:

                    (i)           To approve £3.404m of additional resources to support the regeneration programme in 2021/22 (including £0.380m to fund the first phase of the Seafront Strategy.

                   (ii)           To note that £3.470m has been requested to support regeneration in 2022/23 and £1.331m annually thereafter which will be subject to formal approval as part of the 2022/23 budget and Medium-Term Financial Plan Update report in February 2022.

Voting: Unanimous

Portfolio Holder: Regeneration, Economy and Strategic Planning

Reason

The opportunity for investment, regeneration, and development within Bournemouth, Christchurch and Poole is significant. There is a compelling need for the Council to intervene proactively to improve the quality and quantity of development and embrace the best practice and innovation in place-making by learning from industry experts across the UK and internationally. This means hiring practitioners with a proven track record of accomplishment and ensuring plans are put in place for key sites such as Holes Bay, so they do not remain undeveloped for another 20 years. In May and September 2021, Cabinet supported the establishment of an Urban Regeneration Company, and approved the proposal to form the company.

In order to service this approach and provide an intelligent client function, the Council needs to move to a commissioning model for regeneration with Officers preparing a Commissioning Plan. This approach is being proposed for the following reasons: 104

·        The scale and complexity of regeneration sites across the BCP area and the need for additional housing is too big for the Council to pursue solely using its existing staffing resources. New expertise and insights are needed.

·        The proposed approach will allow officers to develop and agree strategy with Members and oversee delivery, in accordance with policy objectives set by the Council.

·        A ‘Commissioning’ approach to delivery will bring greater consistency to project and programme governance through an account / contract management model enabling  ...  view the full decision text for item 74.

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 'E' to these Minutes in the Minute Book.

Cabinet was informed that the opportunity to shape a better Bournemouth, Christchurch and Poole in the coming years is a hugely significant one, and that the BCP area faces a demand for over 2,000 new homes to be built each year over the next 16 years.

In relation to this Cabinet was advised that to deliver these homes, as well as new offices and infrastructure, and realise the vision of a world class city region, as set out in its Big Plan, the Council will need to act at scale, deliver at pace and ensure development and placemaking of the highest quality.

Cabinet was informed that the report proposes that the Council should adopt a commissioning model for regeneration working with key partners including its Urban Regeneration Company (URC), BCP FuturePlaces Limited, the Bournemouth Development Company (BDC) and the Boscombe Towns Fund Board to deliver high quality regeneration and development for residents, and that further to this the report explains the Council’s approach, detailing how it will commission services from FuturePlaces; the initial plans for regenerating key sites, and the anticipated outcomes from the approach.

The Chairman of the Overview and Scrutiny Board addressed the Cabinet advising that at the recent meeting of the Board Members had expressed their wish for there to be cross part representation on the associated Board, in addition Cabinet was advised that the Overview and Scrutiny members had requested that consideration be given to earlier assessment of planning consent or outline planning permission being sought at an early stage before a significant amount of money has been spent.

RESOLVED that Cabinet approves: -

(a)            the commissioning approach to Regeneration and the Commissioning Plan described in this report, including the reporting and monitoring arrangements below and attached at Appendix 1;

(b)           the URC Business Plan shown at Confidential Appendix 2; 

(c)            that the Council’s formal relationship with the URC will be governed through several legal documents including: the Commissioning Contract; Articles of Association; a Shareholder’s Agreement; a Support Services Agreement;

(d)           that responsibility to finalise the terms of these documents be delegated to the Corporate Property Officer, in consultation with the Monitoring Officer;

(e)            the initial sites and projects to be taken forward for development by the URC as shown in Table 1 and detailed in the Business Plan at Confidential Appendix 2; and

(f)             the budget required by the URC to manage its planned programme and deliver the development management services necessary to progress the development of the sites identified in the business plan, subject to the approval of the additional budget by Council.

RECOMMENDED that Council approves: -

(g)           The financial recommendations as set out in the 29th September Cabinet report entitled ‘Accelerating regeneration and investment in the BCP area’ namely:

                    (i)           To approve £3.404m  ...  view the full minutes text for item 74.

This report recommends the creation of a time-limited Dorset Skills Commission to oversee an ‘at pace’ response to critical skills issues that have been identified from recent economic research.  These require an urgent response if the area is to achieve its economic ambitions and level up our economy.  The Commission will be tasked with reporting back on its findings to a future Cabinet meeting in 2022/23. 

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 'F' to these Minutes in the Minute Book.

Cabinet was informed that the report recommends the creation of a time-limited Dorset Skills Commission to oversee an ‘at pace’ response to critical skills issues that have been identified from recent economic research.

In relation to this Cabinet was advised that these require an urgent response if the area is to achieve its economic ambitions and level up our economy.  The Commission will be tasked with reporting back on its findings to a future Cabinet meeting in 2022/23. 

RESOLVED that: -

(a)           Cabinet supports the creation of a Dorset Skills Commission between November 2021 and September 2022;

(b)           For this Commission to facilitate the skills delivery needed for an effective and at pace response to a jobs-led approach to COVID-19 economic recovery and levelling up across Dorset;

(c)           the Commission undertakes a review into the Dorset skills landscape – with a particular consideration of the National Skills White Paper, and the levelling up agenda, producing a report that lays out a potential skills journey and opportunities/needs based on 10, 20 and 30-years trajectories;

(d)           the Commission works closely with the Dorset Skills Board and Panel to support immediate implementation of the wider skills priorities within the agreed Dorset Skills Plan and Dorset Investment Prospectus;

(e)           the Director – Economic Development in consultation with the Portfolio Holder for Covid resilience, Schools and Skills, and the Cabinet member for Regeneration, Economy and Strategic Planning, be given delegated authority to agree with Dorset Council and Dorset LEP the governance and membership of the Commission for inclusion in the Terms of Reference.

Voting: Unanimous

Portfolio Holder(s): Regeneration, Economy and Strategic Planning

                               Covid Resilience, Public Health and Education

Reason

The establishment of a dedicated Commission will oversee an effective and at pace response to a jobs-led approach to COVID-19 economic recovery and contribute to the levelling up of the economy. It would also provide an objective and independent review of the future Dorset Skills landscape, helping to shape a world-class skills and learning infrastructure for all communities, and helping to inform actions in the Brighter Futures and Dynamic Places sections of the Council’s corporate plan.

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 'F' to these Minutes in the Minute Book.

Cabinet was informed that the report recommends the creation of a time-limited Dorset Skills Commission to oversee an ‘at pace’ response to critical skills issues that have been identified from recent economic research.

In relation to this Cabinet was advised that these require an urgent response if the area is to achieve its economic ambitions and level up our economy.  The Commission will be tasked with reporting back on its findings to a future Cabinet meeting in 2022/23. 

RESOLVED that: -

(a)           Cabinet supports the creation of a Dorset Skills Commission between November 2021 and September 2022;

(b)           For this Commission to facilitate the skills delivery needed for an effective and at pace response to a jobs-led approach to COVID-19 economic recovery and levelling up across Dorset;

(c)           the Commission undertakes a review into the Dorset skills landscape – with a particular consideration of the National Skills White Paper, and the levelling up agenda, producing a report that lays out a potential skills journey and opportunities/needs based on 10, 20 and 30-years trajectories;

(d)           the Commission works closely with the Dorset Skills Board and Panel to support immediate implementation of the wider skills priorities within the agreed Dorset Skills Plan and Dorset Investment Prospectus;

(e)           the Director – Economic Development in consultation with the Portfolio Holder for Covid resilience, Schools and Skills, and the Cabinet member for Regeneration, Economy and Strategic Planning, be given delegated authority to agree with Dorset Council and Dorset LEP the governance and membership of the Commission for inclusion in the Terms of Reference.

Voting: Unanimous

Portfolio Holder(s): Regeneration, Economy and Strategic Planning

                               Covid Resilience, Public Health and Education

The report sets out the capital programme for Children’s Services, including summarising the available funding and approved projects. It provides a brief summary of the status of projects which have been completed or are in progress, and of projects which have not yet been initiated. A review of inclusion practice in BCP schools and a revised special educational needs and disabilities (SEND) strategy is underway, led by the Director of Education. A programme of capital works to help deliver that strategy will be brought forward as part of the 2022/23 budget setting process.

RESOLVED that Cabinet: -

(a)           notes that a special educational needs and disabilities (SEND) strategy (and associated programme of capital works) will be brought forward as part of the wider children’s capital programme for Council approval in February 2022

RECOMMENDED that Council: -

(b)           approves the pausing of the project to create a satellite for Winchelsea School at Somerford Primary School, and agrees to deferring the opening of such a satellite to the school year 2022-23 pending the approval of the SEND strategy and associated capital programme

(c)           approves the removal of the existing Somerford Primary School capital budget from the approved capital programme. Council approval will be sought for a revised scheme and costings once completed.

Voting: Unanimous

Portfolio Holder: Covid Resilience, Public Health and Education

Reason

This report is intended to inform Children’s Services Overview and Scrutiny Committee and Cabinet of the current status of the children’s services capital programme, including the steps being taken to develop a new special educational needs and disabilities (SEND) strategy including a programme of capital works.

The Children’s Services Overview and Scrutiny Committee considered the report on 21 September 2021. The portfolio holder drew the attention of the committee to the governance arrangements for the capital programme set out in paragraph 26 of the report. The Children’s Services Overview and Scrutiny Committee recommended Cabinet to approve the recommendations contained in the report.

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 'G' to these Minutes in the Minute Book.

Cabinet was advised that the report sets out the capital programme for Children’s Services, including summarising the available funding and approved projects. And in relation to this provides a brief summary of the status of projects which have been completed or are in progress, and of projects which have not yet been initiated.

Further to this Cabinet was informed that a review of inclusion practice in BCP schools and a revised special educational needs and disabilities (SEND) strategy is underway, led by the Director of Education, and that a programme of capital works to help deliver that strategy will be brought forward as part of the 2022/23 budget setting process.

RESOLVED that Cabinet: -

(a)           notes that a special educational needs and disabilities (SEND) strategy (and associated programme of capital works) will be brought forward as part of the wider children’s capital programme for Council approval in February 2022

RECOMMENDED that Council: -

(b)           approves the pausing of the project to create a satellite for Winchelsea School at Somerford Primary School, and agrees to deferring the opening of such a satellite to the school year 2022-23 pending the approval of the SEND strategy and associated capital programme

(c)         approves the removal of the existing Somerford Primary School capital budget from the approved capital programme. Council approval will be sought for a revised scheme and costings once completed.

Voting: Unanimous

Portfolio Holder: Covid Resilience, Public Health and Education

This is the covering report for the Appreciative Inquiry, which took place over the summer of 2021, concluding with a consultation process with schools about its contents. The final version of the Inquiry is attached along with suggested next steps. If the recommendations are accepted by the Cabinet, this will allow for major changes in the services provided by the Council to schools to go ahead in principle, subject to separate business cases being submitted for authorisation when detailed work on relevant individual recommendations have been carried out.

RESOLVED that Cabinet: -

(a)           agrees in principle with the content and recommendations of the Appreciative Inquiry; and

(b)           agrees to receive future business cases in respect of new capital or revenue spend arising from implementation of the recommendations, on the proviso these are cross-referenced with all other Council strategies for education such as the SEND strategy and the Children’s Services Capital Programme.

Voting: Unanimous

Portfolio Holder: Covid Resilience, Public Health and Education

Reason

The Appreciative Inquiry has revealed an ‘inclusion deficit’ in the education of many children and young people with complex needs and challenging behaviour living in BCP. Whilst this is a national issue, local performance needs to improve. Some but by no means all of these children and young people have special educational needs and disabilities (SEND). The Inquiry found that local capability needs to be strengthened to enable many children in these cohorts to be educated in mainstream schools. To do so will require a major transformation programme which can only be agreed at the Cabinet level.

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 'H' to these Minutes in the Minute Book.

Cabinet was advised that the report sets out the Appreciative Inquiry, which took place over the summer of 2021 and which concluded with a consultation process with schools about its contents.

Cabinet was informed that the final version of the Inquiry is attached along with suggested next steps.

Cabinet was further informed that if the recommendations are accepted by the Cabinet, this will allow for major changes in the services provided by the Council to schools to go ahead in principle, subject to separate business cases being submitted for authorisation when detailed work on relevant individual recommendations have been carried out.

RESOLVED that Cabinet: -

(a)           agrees in principle with the content and recommendations of the Appreciative Inquiry; and

(b)           agrees to receive future business cases in respect of new capital or revenue spend arising from implementation of the recommendations, on the proviso these are cross-referenced with all other Council strategies for education such as the SEND strategy and the Children’s Services Capital Programme.

Voting: Unanimous

Portfolio Holder: Covid Resilience, Public Health and Education

Cabinet recently approved two commissioning strategies, the Care Homes for Older People Strategy, and the Extra Care Housing Strategy.

The strategy documents have been updated to give greater visual impact, no other changes have been made to the content, but in the interest of transparency the updated versions require Cabinet approval.

RESOLVED that Cabinet: -

(a)           approves the updated Care Homes for Older People Strategy; and

(b)           approves the updated Extra Care Housing Strategy

Voting: Unanimous

Portfolio Holder: Adults

Reason

Cabinet adopted both strategies at its meeting on 1 September 2021 in the format previously presented. Updated versions of the two strategies with greater visual impact are now available and for the purposes of transparency are before Cabinet for final approval.

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

Cabinet was reminded that they had recently approved two commissioning strategies, the Care Homes for Older People Strategy, and the Extra Care Housing Strategy, and that in relation to this the strategy documents have been updated to give greater visual impact.

Cabinet was informed that no other changes have been made to the content, but in the interest of transparency the updated versions require Cabinet approval.

RESOLVED that Cabinet: -

(a)           approves the updated Care Homes for Older People Strategy; and

(b)           approves the updated Extra Care Housing Strategy

Voting: Unanimous

Portfolio Holder: Adults

The Chief Executive to report on any decisions taken under urgency provisions in accordance with the Constitution.

Cabinet was advised that there were no urgent decisions taken by the Chief Executive in accordance with the Constitution to report on this occasion.

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.

In relation to the Climate Action Annual Report 2020/21 which was due to come to Cabinet in December the Portfolio Holder advised that following a significant change to the budget and the setting up of a dedicated team the item would now be coming to Cabinet in January.

The purpose of this report is to seek approval for BCP Council to accept the £2,653,367.04 allocated by the Department for Work and Pensions under the Household Support Fund (HSF) and to approve the outlined approach for administering the funding.

At least 50% of the total funding must be spent on families with children. The expectation is that the HSF should primarily be used to support households in the most need with food, energy and water bills. It can also be used to support households with essential costs related to those items and with wider essential costs.

There is an expectation that Councils begin providing support from the 6 October 2021 until the 31 March 2022.

The Portfolio Holder for Covid Resilience, Public Health and Education in accordance with the constitutional requirements and following publication of the required notice presented an urgent report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'J' to these Minutes in the Minute Book.

Cabinet was advised that the purpose of the report is to seek approval for BCP Council to accept the £2,653,367.04 allocated by the Department for Work and Pensions under the Household Support Fund (HSF) and to approve the outlined approach for administering the funding.

In relation to this Cabinet was informed that at least 50% of the total funding must be spent on families with children, and that the expectation is that the HSF should primarily be used to support households in the most need with food, energy and water bills, and that it can also be used to support households with essential costs related to those items and with wider essential costs.

Cabinet was further advised that there is an expectation that Councils begin providing support from the 6 October 2021 until the 31 March 2022.

RECOMMENDED that Cabinet: -

(a)           recommend that Council approve the proposed BCP wide approach to meeting the requirements of the Household Support Fund to be delivered by the Council working in partnership with partner organisations.

(b)           recommend that Council approve the funding proposals detailed within the report and the summary financial implications section of the Cabinet Report (section 25).

Voting: Unanimous

Portfolio Holder: Covid Resilience, Public Health and Education