Issue - meetings

This report details the outcome of the Local Government Association (LGA) Corporate Peer Challenge (CPC) undertaken in Brent in January 2025 along with the key recommendations and Action Plan produced in response.

Cabinet RESOLVED:

(1)        To note the Corporate Peer Challenge feedback report from the LGA, attached as Appendix A to the report.

(2)        To approve the Corporate Peer Challenge Action Plan, attached as Appendix B to the report which it was noted would include the following as an additional milestone in relation to Recommendation 8. Shared Vision for the Future of Brent:

Milestone 3: establish a strategic culture approach

Brent Culture Service has engaged a specialist consultant to map the existing assets of Brent’s cultural and creative landscape in order to better understand Brent’s existing and potential audiences and identify baseline data sets. This would help to then understand Brent’s creative and visitor economy and inform the future strategic planning.

Eligible for call-in: Yes

Deadline for submission of call-in: 6pm on Monday 14 April 25

Councillor Muhammed Butt (as Leader of the Council) introduced a report from the Chief Executive detailing the outcome of the Local Government Association (LGA) Corporate Peer Challenge undertaken in Brent during January 2025 along with the key recommendations and Action Plan produced in response.

In presenting the report, Cabinet were advised of the comprehensive nature of the evaluation, which had been conducted independently by the LGA and as well as identifying key areas of success and strength had also identified a number of crucial areas for continued improvement.  In terms of key highlights, members were advised that Brent had been identified as a well-performing authority with a positive organisational culture and commendable track record in delivering essential services with notable achievements including significant progress in housing development, particularly in Wembley Park and Grand Union.  Political stability was also recognised to have fostered effective collaboration between senior management and council members with the moved towards a Radical Place Leadership approach also identified as supporting the aim to enhance public service delivery through strengthened partnerships and integrated service models.

In also seeking to confront the challenges identified, members were advised that the key areas for improvement had included the need to address internal silo working to encourage strategic collaboration across departments.  Reference had also been made to the urgent focus required to tackle the temporary accommodation crisis, given the significant financial strain this was creating as well as a focus on addressing the ongoing challenges in relation to financial management and resilience relating to the depletion of reserves, which had necessitated a robust financial recovery and sustainability plan.  As a further issue performance in social housing management had also been identified as below expectations, prompting new initiatives like the Housing Management Service Improvement Plan.

In acknowledging the significance of the challenges identified it was recognised that many of the issues highlighted were also shared by councils across London with a detailed Action Plan having been developed, which members were advised had been produced to provide a clear strategic approach and roadmap towards addressing the areas for improvement outlined.

Kim Wright (as Chief Executive) was also invited to comment on the report who highlighted the Corporate Peer Review (CPC) challenge as a robust and effective improvement and assurance process which demonstrated an open and transparent approach towards external review by the Council as an organisation.  The Action Plan developed in response to the review recommendations (included as Appendix B to the report) had been developed by the Corporate Management Team (CMT) and senior management alongside the Change Champion cohort and detailed the range of activity being developed and implemented in response to the CPC feedback.  Whilst owned by CMT and senior managers members were advised that all staff would be involved in delivery of the Action Plan.

In considering the report, members welcomed the challenge process undertaken which was felt to have provided a fair and comprehensive evaluation of the Council’s strengths as well as areas for improvement.  Noting the focus on the  ...  view the full minutes text for item 10