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Decisions

Use the below search options at the bottom of the page to find information regarding recent decisions that have been taken by the council’s decision making bodies.

Alternatively you can visit the officer decisions page for information on officer delegated decisions that have been taken by council officers.

Visit here for details on how decisions are made.


Earlier - Later

Decisions published

11/10/2021 - Local Authority Delivery Phase 2 (LAD2) Funding scheme for energy efficiency measures to Council homes ref: 2306    Recommendations Approved

To provide an overview of the LAD2 funding opportunity which will improve the energy efficiency of many Council homes.  

 

The second phase of the Local Authority Delivery Scheme (LAD) was launched in spring 2021 and is now open for applications.  This funding is aimed at improving the energy efficiency of homes for low-income households.  This would typically consist of improvements to insultation or, in some instances, installation of solar panels.  The scheme in Fareham is being co-ordinated by the SW Energy Hub and will be delivered by City Energy.

 

The Council would be required to fund up to £5,000 or 1/3 of the works, per property; LAD2 funding will typically cover the remaining 2/3 of the costs of the improvement measures.  A total budget of £150,000 will be incorporated into the HRA capital programme over the next 2-3 financial years to ensure this funding opportunity can be utilised.

 

This report seeks approval to enter into an appropriate contract with City Energy for works to the Council’s social housing stock.  Approval is also sought for the funding arrangements, incorporated into the HRA capital programme over the next 2-3 financial years.

Decision Maker: Executive

Made at meeting: 11/10/2021 - Executive

Decision published: 13/10/2021

Effective from: 23/10/2021

Decision:

RESOLVED that the Executive agrees:

 

(a)  that entering into a contract for the works which facilitate the use of LAD2 funding be delegated to the Deputy Chief Executive Officer; and

 

(b)  the funding mechanisms to meet the Council’s contribution towards the costs of the works.

Lead officer: Fleur Allaway


11/10/2021 - Draft Homelessness and Rough Sleeping Strategy - Consultation ref: 2305    Recommendations Approved

To approve the draft Homelessness and Rough Sleeping Strategy for an eight-week period of public consultation.

 

The Homelessness Act 2002 requires all housing authorities to review homelessness in their area and produce a new homelessness strategy, based on the review findings, every five years.  Following a comprehensive review of homelessness in Fareham, a new Homelessness and Rough Sleeping Strategy is now proposed.

 

The draft Homelessness and Rough Sleeping Strategy 2022-2025 can be found at Appendix A and a draft Delivery Plan can be found at Appendix B.

 

The review of Homelessness in Fareham, undertaken by Neil Morland & Co Housing Consultants, considered all the activities being carried out to tackle homelessness in the Borough and assessed whether the activities are reflective of good practice, deliver good outcomes for people experiencing homelessness, and are of value for money.

 

The Strategy has been drafted using the results of the research, data analysis and benchmarking.  It has also been developed through consultation with key partners, staff, service users and elected Members.  Full details can be found in The Review of Homelessness in Fareham at Appendix C.

 

The Strategy builds on the successes of the previous strategy and has been developed in the context of the new provisions and duties of the Homelessness Reduction Act 2017 which came into force in April 2018 and the Government’s Rough Sleeping Strategy 2018-27.

 

This draft Homelessness and Rough Sleeping Strategy is recommended for publication for an eight-week period of public consultation.  This will provide the local community and other interested parties with the opportunity to comment on the content of the Strategy and accompanying Delivery Plan.  Following this period, and once any necessary amendments are incorporated, it is intended that the Homelessness and Rough Sleeping Strategy will be presented to the Executive for adoption.

 

An equality Impact Assessment of the Strategy will be undertaken before it is recommended for adoption.

 

 

 

 

 

 

Decision Maker: Executive

Made at meeting: 11/10/2021 - Executive

Decision published: 13/10/2021

Effective from: 23/10/2021

Decision:

RESOLVED that the Executive agrees that:

 

(a)  the draft Homelessness and Rough Sleeping Strategy, as provided in Appendix A to the report, and accompanying Delivery Plan, as provided in Appendix B to the report, are published for an eight-week period of public consultation; and

 

(b)  the Deputy Chief Executive Officer, following consultation with the Executive Member for Housing is authorised to make any necessary minor amendments to the draft Homelessness and Rough Sleeping Strategy and accompanying Delivery Plan, prior to publication, provided these do not change the overall direction or emphasis.

Lead officer: Caroline Newman


11/10/2021 - The Council's Approach to the Pandemic - A Review ref: 2310    Recommendations Approved

To review the performance of the Council as it responded to the challenges presented by the pandemic and to highlight any lessons learnt which might help to shape our organisation in the future.

 

 

The Council provides a wide range of public services and, when a crisis hits, there is an expectation from local businesses and residents that those services will continue to be delivered.  Therefore, managers faced the double challenge of continuing with the “day job” in the face of a pandemic whilst also dealing with additional workload caused by the crisis.

 

Enquiries for advice and assistance increased dramatically across all service areas, putting additional pressure on staffing resources.  Volumes of household waste continued to grow as people stayed in their homes, and littering became a major problem in public areas where residents were taking their daily exercise.  A serious public health crisis inevitably increased the workload of the environmental health team.

 

In addition to these challenges, the Government also asked all Councils to take on new burdens such as issuing grants to local businesses, providing Covid Marshals to patrol the Borough, setting up testing centres, delivering food parcels to vulnerable people in the local community and securing emergency accommodation for all rough sleepers in the borough.

 

In simple terms, workload increased dramatically for all Council employees and the high volume of demand continued for a sustained period.

 

The pandemic caused a major shock to the Council’s finances and there was a need for a significant call on reserves to ensure that services could be provided during the crisis.   The financial impact will be evident in the Council’s budgets for the next few years.

 

A structure was put in place to manage the Council during the crisis and individual recovery plans were formulated covering the following areas:

 

·         Workforce Recovery

·         Democratic Recovery

·         Services Recovery

·         Public Spaces Recovery

·         Community Recovery

·         Economic Recovery

·         Financial Recovery

 

The coronavirus pandemic had a significant impact on the effective operation of the Council over a sustained period and many lessons were learnt from dealing with the crisis.  Those lessons are being captured as part of the review of our emergency planning procedures but will also be evident in proposals for new ways of working in the future.

 

There is no doubt that the success of the Council’s response over the last 18 months has been down to the commitment and hard work of a dedicated workforce who were determined to continue to provide critical services in the face of adversity.

 

Effective partnerships also played a crucial role in the Council’s response including such bodies as the Local Resilience Forum, the Police, the voluntary sector, SLM, Fareham Shopping Centre owners, the County Council and neighbouring District Councils.

Decision Maker: Executive

Made at meeting: 11/10/2021 - Executive

Decision published: 13/10/2021

Effective from: 23/10/2021

Decision:

RESOLVED that the Executive agrees that:

 

(a)  the following reviews are undertaken and presented to the Executive for decision:

 

·         future ICT provision for elected Members;

·         establishing clear protocols on virtual briefing meetings;

·         new ways of working for office-based employees including more flexible home working arrangements and the future requirements of office accommodation and ICT;

·         the future of the cash office

·         the Council’s approach to seasonal planting in the light of the lessons learned from the pandemic period

·         future parking need in Fareham Town Centre; and

·         service level agreements with One Community and Fareham CAB to reflect the lessons learnt from responding to the pandemic.

 

(b)  an Economic Development Strategy for the Borough be produced;

 

(c)  the proposal that future deputations can also be made in writing, or by a video or audio clip, be approved, subject to the separate deputation scheme for the Planning Committee being kept under review; and

 

(d)  thanks be given for the exemplary work and support shown to Fareham’s residents by all officers during the pandemic.


11/10/2021 - Sustainable In-Bloom and Floral Displays ref: 2307    Recommendations Approved

This report sets out proposals for the future provision of the Council’s floral displays and In-Bloom activities, with a focus on the development of sustainable planting and activities which have the potential to make a significant contribution to the Council’s Climate Change objectives.

 

Fareham is rightly proud of the high standard of presentation accomplished in its public spaces and the contribution made by community volunteers in maintaining this standard across the Borough.  These displays help to reflect the Council’s vision of the Borough as a prosperous and attractive place to live and work.

 

Due to the implications and imposed restrictions resulting from the coronavirus pandemic in the spring of 2021, the Executive approved alternative arrangements for floral displays and In-Bloom, at the Executive meeting in March 2021.

 

These new arrangements maintained the high horticultural standards that have become familiar to Fareham residents, but offered greater biodiversity and a more sustainable and less resource intensive maintenance regime, in line with the Council’s approach to climate change.  The sustainability theme followed through to the annual In-Bloom competition which was run as a virtual event.

 

The alternative arrangements were well received by residents and were supported by the members of the Streetscene Panel who endorsed the new sustainable approach on the proviso that there was continued community involvement.

 

This report is seeking Executive approval to continue with this approach and make sustainability and community participation the key focus for In-Bloom and floral displays in the Borough going forward.  This would be a first step in delivering the Council’s ambition to mitigate impact of climate change and increase biodiversity in the Borough.

Decision Maker: Executive

Made at meeting: 11/10/2021 - Executive

Decision published: 13/10/2021

Effective from: 23/10/2021

Decision:

RESOLVED that the Executive agrees the proposals set out in paragraphs 45 to 53 in the report, to help deliver the Council’s Climate Change objectives and increase biodiversity in the Borough, subject to an action plan being developed to provide further details on each proposal, to be reviewed by the relevant Scrutiny Panel. 

Lead officer: Mick Gore


11/10/2021 - Proposal for a new way of working ref: 2309    Recommendations Approved

This report seeks approval for a new approach to the way we work.

 

Before the COVID-19 pandemic, most of our staff worked in the Council’s offices at other Council facilities (such as sheltered housing schemes) or worked across the borough maintaining our parks, collecting household waste, visiting people and homes, all with one thing in common; to provide high quality customer services across Fareham borough.

 

Although we had already started the move to mobile and cloud-based ICT solutions, the pandemic led us to a rapid step-change in our use of mobile technology and working remotely. What we learnt from this experience, is that many of our services can be provided very effectively through remote working, and this led to a review being undertaken to consider how we might build on this approach in the future.

 

A vision for the way we work in the future has been developed, as set out in Appendix A to this report, and the Executive is asked to approve the new approach.

Decision Maker: Executive

Made at meeting: 11/10/2021 - Executive

Decision published: 13/10/2021

Effective from: 23/10/2021

Decision:

RESOLVED that the Executive agrees the vision for the new way of working.

Lead officer: Andrew Wannell


11/10/2021 - Agency Staff Recruitment ref: 2308    Recommendations Approved

This report considers the tenders received for the provision of Agency Workers for Fareham Borough Council.  The report recommends an award of contract for the Council’s Preferred Supplier list for agency services.

 

A list of Preferred Suppliers of Agency Workers was last awarded in 2016.

 

This report provides the Executive with information regarding the tenders received and seeks an award of a new Preferred Supplier contract for a 4-year long term agreement for the provision of agency workers.

Decision Maker: Executive

Made at meeting: 11/10/2021 - Executive

Decision published: 13/10/2021

Effective from: 23/10/2021

Decision:

RESOLVED that the Executive agrees to award the contract for the Council’s Preferred Supplier List for agency services on our agreed terms to the Agency Worker Suppliers set out in the confidential Appendix A to the report as the Agency Worker Suppliers are deemed to be the most suitable to cover the breadth of skills and role requirements within the Council.

Lead officer: Sarah Robinson


 

 




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