The Community and Corporate Overview and Scrutiny Committee met on Wednesday 27 May 2026 to consider a range of important strategies and plans. Key discussions were scheduled to focus on the draft Homelessness and Rough Sleeping Strategy for 2026-2031 and the draft strategy and interim delivery plan for the Wokingham Borough Safer Communities Partnership. The committee was also set to review its work programme for the upcoming year and consider the latest Action Tracker report.

Homelessness and Rough Sleeping Strategy 2026-2031

The committee was scheduled to scrutinise the draft Homelessness and Rough Sleeping Strategy for 2026-2031. This strategy aims to address local homelessness pressures and statutory duties, building on a comprehensive Homelessness Review. The report indicated that while Wokingham Borough Council has a high-performing, prevention-focused homelessness service, there are ongoing structural pressures such as housing affordability and limited availability of supported accommodation.

The draft strategy outlines six key priorities:

• Prevent homelessness earlier through shared, system-wide action: Focusing on early identification and intervention before problems escalate.
• Increase access to settled, affordable and sustainable housing: Maximising the use of existing housing supply and supporting tenancy sustainment.
• Reduce reliance on temporary accommodation and minimise length of stay: Ensuring temporary accommodation is a short-term safety measure.
• Improve outcomes for people with complex needs through joined-up supported pathways: Strengthening support and specialist accommodation.
• Ensure rough sleeping is rare, brief and non-recurring: Through quick identification and housing-led, trauma-informed approaches.
• Deliver strong case management, clear accountability and shared system ownership: Ensuring consistent, high-quality case management and data collection.

The report noted that a full draft strategy, along with an updated Equality Impact Assessment and a summary of consultation feedback, would be presented later in the year. The committee was asked to provide comments and feedback on the proposed approach and draft strategic priorities.

Wokingham Borough Safer Communities Partnership - Draft Strategy & Interim Delivery Plan

The committee was also scheduled to review the draft strategy and interim delivery plan for the Wokingham Borough Safer Communities Partnership (WBSCP). This new partnership, which went live on 1 April 2026, brings together the statutory responsibilities of the previous Community Safety Partnership and Safeguarding Adults Board. The draft strategy sets out a coordinated, multi-agency approach to addressing crime, disorder, and safeguarding risks across the borough.

The consultation approach for the strategy was outlined, including a four-week public consultation and various stakeholder engagement activities. The strategy's governance and scrutiny pathway was also detailed, with the Community and Corporate Overview and Scrutiny Committee receiving an update mid-consultation. The draft strategy aims to build safer, stronger, and more resilient communities by focusing on prevention, early intervention, and reducing inequalities.

The draft strategy identifies six priority areas:

• Antisocial Behaviour and Hate Crime: Aiming to reduce crime and antisocial behaviour and improve community safety.
• Safeguarding: Focusing on preventing abuse, neglect, and harm within the community.
• Domestic Abuse and Violence Against Women and Girls (VAWG): Working to reduce harm from domestic abuse and violence.
• Serious Violence and Exploitation: Tackling serious violence and weapon crimes.
• Drug and Alcohol Related Activity: Preventing behaviours and crime linked to drug and alcohol use.
• Online Safety: Reducing harm from online abuse and exploitation.

The committee was asked to consider and comment on the draft strategy and interim delivery plan, provide feedback on the consultation approach, and note the governance and approval pathway.

Work Programme 2026-27 and Action Tracker

The committee was also scheduled to consider its work programme for the 2026-27 municipal year. This included a review of potential topics for future scrutiny, such as the Asset Management Plan, Local Transport Plan updates, the Skills Strategy, burial capacity, and the effectiveness of central services. Additionally, the committee was to review the regular Action Tracker report, which monitors the progress of actions agreed at previous meetings.