Agenda and minutes

Venue: Grey Room - York House - Windsor

Contact: David Cook  01628 796560

Video Stream: Click here to watch this meeting on YouTube

Items
No. Item

1.

Apologies for Absence

To receive any apologies for absence

Minutes:

There were no apologies for absence were received.

2.

Declarations of Interest pdf icon PDF 108 KB

To receive any declarations of interest

Minutes:

None recieved.

3.

Minutes pdf icon PDF 334 KB

To consider the minutes of the meeting held on 10th February 2022.

Minutes:

RESOLVED UNANIMOUSLY: That the minutes of the meeting held on 10th February 2022 were approved.

4.

Appointments

Minutes:

None

5.

Forward Plan pdf icon PDF 35 KB

To consider the Forward Plan for the period March 2022 to June 2022

Minutes:

Cabinet considered the contents of the Forward Plan for the next four months and noted the changes made since last published including the addition of the following two reports to March 2022 Cabinet:

 

·       Queens Platinum Jubilee

·       Climate Change Partnership

6.

Cabinet Members' Reports

6a

Transport Service Delivery Model pdf icon PDF 652 KB

Minutes:

Cabinet considered the report regarding the proposed introduction of a new transport delivery model.

 

The Lead Member for Transport, Infrastructure and Digital Connectivity informed Cabinet that in 2017, the Council made the decision to enter into a five-year highways and professional services contract with Project Centre Ltd to provide a range of services on behalf of the Council. This involved transferring some Council employees across to Project Centre under TUPE regulations.

 

Since then the needs of the service and priorities of the Council had changed and the end of the contract provided the opportunity to review the model for delivery of the service.  We should be open minded when reviewing renewing contracts and that there was no preference for ‘in house’ or ‘out house’ but we needed the ‘right house’.

 

Cabinet were informed that as part of the contract, nine roles undertaken by Council employees were transferred to Project Centre.  The detail of these roles was provided within the report but he said they were split into five areas; account management, road safety and traffic management, transportation, development control and flood risk management and public transport support.

 

There had been several changes to the Council structure and its priorities since

the original contract had been agreed almost 5 years ago. In terms of structure, the

Council made the decision to separate the strategic transport and infrastructure

functions from the commissioning service and create a new Infrastructure,

Sustainability and Economic Growth service within the Place Directorate.

 

With the changes to the Councils structure there was a lack of clear accountability between the roles within RBWM and Project Centre and additional layers of management with officer work often being reviewed within the Project Centre hierarchy prior to being passed to RBWM officers for review again. 

 

It was proposed to create a new team structure within Transport and Infrastructure with 13 roles. This included four existing roles, five roles with potential for TUPE from Project Centre and four additional roles to build capacity and improve service delivery.  There would also be a contract with Project Centre to provide technical

expertise and consultation roles.  As Project Centre had the capacity and expertise to undertake these roles that were not day to day roles within the Council it was felt that this approach provided value for money and the best service delivery.

 

The Lead Member informed that the preferred option was to bring the contracted services back into the Council and let a new direct award contract to Project Centre to provide specific technical support. 

 

He informed that the proposed arrangements would give greater clarity to other

officers and members as well as better accountability for service delivery. Being fully integrated into the service would also provide stronger links to other parts of the Council and its priorities.

 

The other options considered were to extend the current contract or go out to tender.  It was felt that these would not provide a solution to the problems faced, as detailed within the report.

 

The Chairman seconded  ...  view the full minutes text for item 6a

6b

Domestic Abuse Safe Accommodation Strategy pdf icon PDF 417 KB

Minutes:

Cabinet considered the report regarding the adoption of the Domestic Abuse Safe Accommodation Strategy.

 

The Lead member for informed Cabinet that the Domestic Abuse Act 2021 required local authorities to prepare, consult on and publish a Domestic Abuse Safe Accommodation Strategy to set out their strategic plans to comply with the Act.

 

The Lead Member said that Cabinet were asked to agree the strategy, associated action plan and six priorities for investment and delivery, with an overarching priority to ensure victims and their families have access to safe, good quality accommodation that meets their needs.

 

These priorities were: access to safe accommodation, support to remain safely at home, perpetrator management, coordinated support, victim representation, and improved data collection across services.

 

To ensure the strategy meets local needs, the council undertook a public consultation on its draft strategy, produced with support and input from relevant partner organisations including the Dash Charity, the Domestic Abuse Forum, Thames Valley Police, and health and social care services.

 

The Lead Member said that there had also been input from the Cabinet member responsible for Adult Social Care and Children’s services and they had both worked on the report.

 

The Lead Member said that anyone could be affected by domestic abuse in its various forms, and access to good quality, safe accommodation, along with appropriate support, was critical to help victims escape their abuser and start to rebuild their lives.  It was sad to report that reports of abuse had increased during lockdown.  The council had a zero tolerance approach as well as providing support.

 

The Lead Member said they already worked closely with partners to provide safe accommodation and tailored support packages for victims and their children, and he wanted all victims across the borough to know that they were not alone and help was available through a compassionate, thorough and clear process.

 

The new strategy complements the excellent joint working, initiatives and other important strategies they already had in place, by prioritising in line with local needs our investment and delivery to support those fleeing domestic abuse, along with an action plan backed with £241,000 from Government in 2022/23.

 

He thanked those who had worked on this strategy including DASH who were attending on line to address Cabinet.

 

The Chairman welcomed Alison Bourne and Rebecca Spiller from DASH to address Cabinet.

 

Alison informed that DASH had been, for the past 46 years, offering specialist support to victims of domestic abuse. It was important to note that this was not just providing accommodation but tailored support. They provided safe accommodation or safety within their own homes.  They did not turn anyone away and were a not for profit organisation.  There met all their KPI’s even during the pandemic. 

 

Rebecca said that DASH hoped that the strategy would be approved and they were in support of it.  They offered a wrap around support service and were looking forward to bringing the strategy to life.

 

The Deputy Chairman of Cabinet, Adult Social Care, Children’s Services, Health and  ...  view the full minutes text for item 6b