The Cabinet Transformation Sub Committee considered the report regarding the RBWM Transformation Strategy 2020-25.

The Director of Adults, Health and Commissioning informed that the draft strategy built upon a lot of the principles presented in the case study and set out the long term vision of a borough of opportunity and innovation.  It linked to existing strategies and three enablers; communities, resources and working in partnership.  The strategy itself was built around seven elements.  With community at the centre, they were finance; culture; environment, prevention; digital and process redesign.  If approved a detailed action plan would be brought forward to deliver the Strategy.

For clarity on page three with regards to a CIPFA review of the RBWM Property Company this review would be undertaken but had not yet been done.  This would be made clear in the strategy.

The Lead Member for Transport and Infrastructure said that this paper showed the tools required to undertake transformation discussed earlier.  It identified the key drivers and factors to be considered and provide a framework for each directorate.

The Lead Member for  Climate Change, Sustainability, Parks and Countryside said this paper proposed both opportunity and difficulties as we have to be careful to prioritise so things do not get lost.  We need to look at how we enable people, look at skill sets and how others could be taught on a community level. 

The Leader of the Council and Chairman of Cabinet, Business, Economic Development and Property reiterated that this was an opportunity to move away from the orthodox and gives a platform to build upon a borough of opportunity and innovation.   This is about empowering communities and using all tools at our disposal and working in partnership.  We need to deliver better outcomes, opportunities and the ability to help shape services.

Cllr Price mentioned that the report said that action plans would be completed in two months and asked if this was realistic.  She also mentioned that it was a huge cultural change from having this done for residents to having them being the drivers and the challenge should not be underestimated with support required.  In reply she was informed that it was important to have due consideration on any proposed changes and implementation for residents. The timescale for the action plan was reasonable as officers had already been working on it and was rooted in existing strategies.  We will bring forward a detailed action plan for year one if not longer.

Cllr Davey questioned the quorum of two and that it said that wherever possible existing procurement process would be used.  He supported the use of local companies.  His questioned if it was right that a couple of Cabinet Members could potentially approve large contracts as part of the strategy. The Chairman said that this was a subcommittee of Cabinet and the larger decisions would be reported back to Cabinet this meeting was to be used as a focus point to dive forward the strategy.  Formal decision making channels would be used.

The Lead Member for Finance and Ascot mentioned that page 24 showed a lot of things had changed for the better by doing things differently.

Cllr Davey mentioned that there was a lot of talk about data being critical to transformation and he asked if data would be sold to third parties.  He was informed that we complied with data protection and GDPR and have strict controls and privacy notices.

The Leader of the Council and Chairman of Cabinet, Business, Economic Development and Property reiterated that Cabinet and Council would be the authoritative decision making bodies and that due process would be followed.

(Cllr McWilliams had left the meeting and did not vote)

Resolved unanimously: that  Cabinet Transformation Sub Committeenotes the report and:

i)          Approves the RBWM Transformation Strategy 2020-25

ii)         Requests officers to develop and bring forward an action plan to deliver the strategy.