Agenda, decisions and minutes

Apologies for absence were received from Councillor Donnelly-Jackson (Cabinet Member for Housing).

Apologies for absence were received from Councillor Donnelly-Jackson (Cabinet Member for Housing).

Members are invited to declare at this stage of the meeting, the nature and existence of any relevant disclosable pecuniary or personal interests in the items on this agenda and to specify the item(s) to which they relate.

No declarations of interest were made during the meeting.

No declarations of interest were made during the meeting.

To approve the minutes of the previous meeting held on Monday 19 January 2026 as a correct record.

(Agenda republished to include the attached minutes on 6 February 2026)

Cabinet RESOLVED that the minutes of the previous meeting held on Monday 19 January 2026 be approved as a correct record of the meeting.

Cabinet RESOLVED that the minutes of the previous meeting held on Monday 19 January 2026 be approved as a correct record of the meeting.

To consider any matters arising from the minutes of the previous meeting.

None identified.

None identified.

To receive and consider any petitions for which notice has been provided under Standing Order 66.

Members are asked to note that there are currently no petition(s) due to be presented at the meeting.

There were no petitions presented at the meeting.

There were no petitions presented at the meeting.

To consider any reports referred by either the Community & Wellbeing or Resources & Public Realm Scrutiny Committees.

There were no items referred from either the Community Wellbeing or Resources & Public Realm Scrutiny Committees.

There were no items referred from either the Community Wellbeing or Resources & Public Realm Scrutiny Committees.

Councillor Muhammed Butt (as Chair) advised that as he had accepted requests to speak in relation to Agenda Item 9 (Brent Creates – A Cultural Strategy for Inclusion, Wellbeing & Growth 2026-31) and Agenda Item 10 (Approval of proposal for First Wave Housing to offer Supported Exempt Accommodation) he intended to change the order of the agenda to enable Items 9 and 10 to be considered in advance of the remainder of the agenda.

The minutes therefore reflect the order in which items were considered at the meeting.

This report presents the Brent Cultural Strategy 2026–31 which sets out a bold and essential roadmap for the next stage of the borough’s cultural development following on from the legacy of Brent’s year as London Borough of Culture. The Strategy has been co-produced to provide a long terms focus, sustain momentum, respond to community demand and position culture as a driver of inclusion, wellbeing and growth.

Members are asked to note this report also includes an additional background paper, which has been published and circulated as a separate attachment.

Prior to considering the report, Cabinet noted the representations and comments made by Bethany Haynes (as a Senior Producer at Punchdrunk Enrichment) speaking as a representative of ViBrent, a consortium of 9 cultural organisations within Brent, funded by the Arts Council England’s Place Partnership Programme, in support of the Brent Cultural Strategy 2026-2031.

In highlighting the role of the network represented through the ViBrent partnership, Cabinet was advised that their aim was to strengthen collaboration across the sector, build capacity and create inclusive cultural opportunities for all, from early years to early careers increasing equity of provision across Brent.   As such, Bethany Haynes advised she was speaking on behalf of the network to advocate for the new cultural strategy given the challenges faced across the cultural sector with the strategy recognised as playing a critical role in safeguarding the future of culture in Brent through advocating for investment, measuring and championing impact and bringing people together.

As examples of the work already being delivered through the ViBrent programme and its close alignment with the wider strategic goals  set out in the Brent Creates Cultural Strategy, reference was made to the fully-funded programme of cultural activities for schools (BrentBackpack) being delivered in collaboration with the Brent Cultural Education Partnership designed to increase schools’ knowledge of cultural offers within the borough as well as the work being undertaken through the Bootcamps programme (led by the Awareness Tap and Garden Studios) and four paid training placements in supporting  young people across Brent to pursue creative careers.

Members were also advised of the work being undertaken through ViBrent to develop research in seeking best practice and offering training opportunities on race equity and environmental sustainability in addition to helping to remove barriers for participants speaking English as a second language and supporting those with neurodiversity and special educational needs alongside the provision of training, networking and opportunities to share skills amongst grass root creatives and organisations across Brent.

In summing up Bethany Haynes expressed her full support for the strategy presented to Cabinet emphasising her wish to continue to collaborate with the Council on cultural initiatives given the wider impact it was felt these would generate in terms of improving social and economic outcomes for the whole borough.

Having welcomed the support expressed and the collaboration from all partners involved in the development of the cultural strategy, Cabinet RESOLVED to approve the Cultural Strategy 2026–2031 as detailed within the report having agreed:

(1)       To approve the Brent Cultural Strategy 2026- 2031 as the guiding framework for cultural development across the borough.

(2)       To endorse the establishment of a Brent Cultural Compact, bringing together council teams, cultural, health, education, business, and community partners to coordinate delivery.

(3)       To commit to working collaboratively to embed culture in wider council plans, including health and wellbeing strategies, regeneration projects, and cross-departmental initiatives, including enabling small?scale community?led activity through mechanisms such as a council?supported micro?grants programme.

(4)       To endorse the creation of an Impact Framework  ...  view the full decision text for item 8.

Prior to considering the report, Councillor Muhammed Butt (as Leader of the Council) welcomed Bethany Haynes (Senior Producer at Punchdrunk Enrichment) to the meeting who he advised had requested to speak, as a representative of ViBrent (a consortium of 9 cultural organisations within Brent, funded by the Arts Council England’s Place Partnership Programme) in support of the Brent Cultural Strategy 2026-2031.

In addressing Cabinet, Bethany Haynes began by outlining the role played by the network represented through the ViBrent partnership, in seeking to strengthen collaboration across the sector, build capacity and create inclusive cultural opportunities for all (from early years to early careers) increasing equity of provision across Brent.   As such, Bethany Haynes advised she was speaking on behalf of the network to advocate for the new cultural strategy given the challenges faced across the cultural sector and in support of what was felt to be the critical role played that would be played by the strategy in safeguarding the future of culture in Brent through advocating for investment, measuring and championing impact and bringing people together.

As examples of the work already being delivered through the ViBrent programme and its close alignment with the wider strategic goals set out in the Brent Creates Cultural Strategy, reference was made to the fully-funded programme of cultural activities for schools (BrentBackpack) being delivered in collaboration with the Brent Cultural Education Partnership, designed to increase schools’ knowledge of cultural offers within the borough as well as the work being undertaken through the Bootcamps programme (led by the Awareness Tap and Garden Studios) and four paid training placements in supporting  young people across Brent to pursue creative careers.   Members were also advised of the work being undertaken through ViBrent to develop research around best practice, offer training opportunities on race equity and environmental sustainability as well as provide training and networking opportunities to share skills amongst grass root creatives and organisations across Brent.

In summing up Bethany Haynes expressed her full support for the strategy emphasising the partnerships aim to continue collaborating with the Council on cultural initiatives given the wider impact it was felt these would generate in terms of improving social and economic outcomes for the whole borough.

Having thanked Bethany Haynes for her comments, the Leader then invited Councillor Promise Knight (as Cabinet Member for Customer Experience, Resident  Support & Culture) to introduce the accompanying report from the Corporate Director Housing & Residential Services presenting the Brent Cultural Strategy 2026–31 as a roadmap for the next stage of the borough’s cultural development following the legacy of Brent’s year as London Borough of Culture.

In introducing the report, Councillor Knight began by thanking Bethany Haynes for her comments in support of the strategy and the leadership being provided through the ViBrent partnership in seeking to advocate for the ongoing provision of inclusive cultural and creative opportunities across Brent which was felt to exemplify the basis upon which the strategy had been built. The opportunity was also taken to thank Councillor Donnelly-Jackson in her previous  ...  view the full minutes text for item 8.

The purpose of this report is to seek approval for First Wave Housing to offer supported exempt accommodation to help care experienced young people, residents in supported living arrangements, and residents at risk of or experiencing homelessness. The scheme aims to increase availability and improve the quality of supported accommodation while reducing costs to the Council.

Prior to considering the report, Cabinet noted the representations and comments made by Andrew Hudson (as Independent Chair of First Wave Housing Ltd Board) speaking in support of the proposal for First Wave Housing Ltd (FWH) to offer supported exempt accommodation (SEA) to help care experienced young people, residents in supported living arrangements, and residents at risk of or experiencing homelessness.

In addressing Cabinet, Andrew Hudson began by confirming FWH’s willingness to play a key role in supporting vulnerable residents and seeking to achieve the dual benefits it was felt the proposal would deliver in terms of providing better quality support for tenants and also value for money for the Council.  Cabinet was assured of the detailed level of scrutiny undertaken by the Board in developing the proposals to ensure the scheme was viable and would not create undue risk to the service provided for other FWH tenants.  Having received those assurances, the Board was therefore confident in the being able to deliver the scheme as outlined within the report, which it was noted would proceed in stages with a formal evaluation at the end of the first phase.  This process would also be supported through the provision of necessary resourcing, recognising the change and level of co-ordination required with further assurance provided as a result of the Council’s backstop guarantee designed to mitigate any risk in relation to FWH’s financial position.

In concluding his remarks, Andrew Hudson confirmed that, having received the assurances required, the FWH Board remained fully supportive of the scheme and committed to its successful implementation.

Having welcomed the support expressed and the cross-departmental working approach being taken to deliver the scheme, Cabinet RESOLVED:

(1)       To approve that First Wave Housing launches and operates a supported housing scheme and request that officers vary First Wave Housing’s 2026-27 business plan accordingly when presented to Cabinet in March 2026.

(2)       To agree to work in partnership with First Wave Housing to provide supported exempt accommodation, including committing Council staff to meet the requirements of the proposal and signing a Memorandum of Understanding to that effect.

(3)       To approve the financial implications of the proposal as outlined in section 7 of the report, including staffing and legal costs.

Eligible for call-in: Yes

Deadline for submission of call-in: 6pm on Monday 16 February 2026

In Councillor Donnelly-Jackson’s absence (as Cabinet Member for Housing) Councillor Muhammed Butt (as Leader of the Council) invited Tom Cattermole (Corporate Director Resident & Housing Services) to introduce a report seeking approval for the proposed use of First Wave Housing (FWH) Ltd as a provider offering supported exempt accommodation (SEA) to help care experienced young people, residents in supported living arrangements, and residents at risk of or experiencing homelessness.

In presenting the report, Tom Cattermole advised that the proposal had been designed to take advantage of an opportunity identified for Brent to both reduce costs and improve the quality of supported housing in Brent.  Members noted that the aim behind development of the model had been focussed around the provision of value and high quality support whilst also ensuring this was based on a financially sustainable approach over the long term in a way that would also join up services so care?experienced young people, adults in supported living, and residents at risk of homelessness could all benefit from a more seamless, person centred offer.  It was confirmed that the approach identified had followed detailed engagement with residents with lived experience as well as best practice and followed detailed consideration and approval by the First Wave Housing Board.

In terms of the approach outlined, members were advised that the initial focus would be on making supported living more financially sustainable and trialling new provision for care experienced young people.  Subject to the outcome achieved, this would then be extended to residents in temporary accommodation or at risk of homelessness with the aim by 2028 to deliver over 100 units and support more than 300 residents.  In highlighting the £2m worth of savings already achieved in relation to the SEA budget, it was pointed out that the proposal had also been designed to ease pressure on commissioning and temporary accommodation budgets as a means of reducing costs, with the scheme also providing an opportunity to move people out of temporary accommodation and prevent homelessness where support needs were present in a way that would not only offer better value for residents but also enable the design and provision of a holistic, person centred support offer from the ground up.

Having thanked Tom Cattermole for introducing the report, Councillor Muhammed Butt (as Leader of the Council) then welcomed Andrew Hudson (as Chair of the First Wave Housing Ltd Board) to the meeting who he advised had been invited to attend in order to comment on the proposals from the perspective of the Board.

In addressing Cabinet, Andrew Hudson began by confirming FWH’s willingness to play a key role in supporting vulnerable residents and seeking to achieve the dual benefits it was felt the proposal would deliver in terms of providing better quality support for tenants and also value for money for the Council.  Cabinet was assured of the detailed level of scrutiny undertaken by the Board in developing the proposals to ensure the scheme was viable and would not create undue risk to  ...  view the full minutes text for item 9.

This report sets out the Council’s budget proposals for 2026 - 27. It also sets out the overall financial position facing the Council for the medium term and highlights the significant risks, issues and uncertainties as well as detailing the results of the consultation, scrutiny and equalities processes.

Subject to approval by Cabinet, these will form the basis of the budget to be considered at the Full Council meeting on 23 February 2026.

Cabinet NOTED the following comments made in advance of considering the main report on the Budget & Council Tax 2026-27:

Councillor Conneely, as Chair, was invited to introduce the report from the Scrutiny Budget Scrutiny Task Group in relation to their review of the budget setting proposals for 2026-27, which had been included as Appendix D to the Budget and Council Tax report. In introducing the report, Councillor Conneely began by thanking all members of the Budget Scrutiny Task Group along with everyone else who had participated in the evidence sessions as part of the scrutiny process.  In welcoming the Government’s reintroduction of multi-year funding settlements, which it was hoped would strengthen the ability for the Council to develop a longer term planning approach, the impact of the broader thematic nature of the budget proposals was also recognised in support of a more strategic approach and in breaking down departmental silos with the role of scrutiny also seen as key in continuing to monitor how these were implemented along with their impact on residents to ensure no challenges arose that would require a change in strategy

Although supportive of the recent changes introduced in relation to the Local Government Funding regime, the Task Group had recognised the number of significant financial risks and pressures that continued to be faced by the Council and across local government as a whole, including rising demand for social care and the temporary accommodation crisis.  It was felt these challenges had been further compounded by the increasing role of privatisation and private equity in publicly commissioned services, particularly social care, which the Task Group had felt continued to undermine quality and drive cost inflation highlighting the need for meaningful reform of commissioning frameworks.

In terms of specific areas of focus, Cabinet was advised that the Task Group had been particularly encouraged by the work being undertaken to address the challenges in relation to supported exempt accommodation, as a means of delivering value for money whilst enhancing the quality of support being provided and in ensuring the private sector was not taking advantage of the market.  In addition, the Task Group had been keen to recognise and commend the work undertaken in relation to Children’s Services to invest in early intervention and reduce the reliance on agency staff, with it hoped this approach would be adopted more widely as best practice.

In concluding, whilst recognising the work still to be done in delivering the proposals, Councillor Conneely once again thanked all those involved for their participation in the Task Group and commended the recommendations made by the Budget Scrutiny Task Group to Cabinet for consideration as part of the budget setting process.

Having welcomed and supported the challenge, comments and approach taken by the Budget Scrutiny Task Group Cabinet RESOLVED:

(1)       To recommend to Full Council an overall 4.99% increase in the Council’s element of Council Tax for 2026/27, with 2% as a precept for Adult Social Care and a 2.99% general increase.

(2)       To recommend  ...  view the full decision text for item 10.

Prior to consideration of the main report, Councillor Muhammed Butt (as Leader of the Council) welcomed Councillor Rita Conneely to the meeting who he advised had been invited to attend, as Chair of the Resources and Public Realm Scrutiny Committee and Budget Scrutiny Task Group, in order to introduce the main findings and recommendations within the Budget Scrutiny Task Group report in relation to their review of the budget setting proposals for 2026-27, which had been included as Appendix D to the Budget and Council Tax report.

In introducing the report, Councillor Conneely began by thanking all members of the Budget Scrutiny Task Group along with everyone else who had participated in the evidence sessions as part of the scrutiny process.  In welcoming the Government’s reintroduction of multi-year funding settlements, which it was hoped would strengthen the ability for the Council to develop a longer term planning approach, the impact of the broader thematic nature of the budget proposals was also recognised in support of a more strategic approach and in breaking down departmental silos with the role of scrutiny also seen as key in continuing to monitor implementation along with their impact on residents to ensure no challenges arose that would require a change in strategy.

Although supportive of the recent changes introduced in relation to the Local Government Funding regime, the Task Group had recognised the number of significant financial risks and pressures that continued to be faced by the Council and across local government as a whole, including rising demand for social care and the temporary accommodation crisis.  It was felt these challenges had been further compounded by the increasing role of privatisation and private equity in publicly commissioned services, particularly social care, which the Task Group had felt continued to undermine quality and drive cost inflation highlighting the need for meaningful reform of commissioning frameworks.

In terms of specific areas of focus, Cabinet was advised that the Task Group had been particularly encouraged by the work being undertaken to address the challenges in relation to supported exempt accommodation, as a means of delivering value for money whilst enhancing the quality of support being provided and in ensuring the private sector was not taking advantage of the market.  In addition, the Task Group had been keen to recognise and commend the work undertaken in relation to Children’s Services to invest in early intervention and reduce the reliance on agency staff, with it hoped this approach would be adopted more widely as best practice.

In concluding, whilst recognising the work still to be done in delivering the proposals, Councillor Conneely once again thanked all those involved for their participation in the Task Group and commended the recommendations made by the Budget Scrutiny Task Group to Cabinet for consideration as part of the budget setting process.

In welcoming the contribution from the Scrutiny Budget Task Group, Councillor Muhammed Butt (as Leader of the Council) commended the thorough nature of the approach and robust challenge undertaken by the Task Group  ...  view the full minutes text for item 10.

This report seeks approval to dispose of three surplus General Fund property interests. The proposed disposals are necessary to reduce financial pressures, mitigate increasing asset liabilities, and support strategic priorities outlined in the Council’s Property Strategy 2024–27 and Medium-Term Financial Strategy (MTFS).

Cabinet RESOLVED

(1)       To delegate authority to the Corporate Director of Neighbourhoods and Regeneration, in consultation with the relevant Lead Member, to:

(a)       Determine the most suitable disposal strategy for each property listed in this report, including the method of sale, timing, marketing approach, and disposal structure, taking account of the Council’s Property Strategy, market conditions, and the goal of achieving the best consideration.

(b)       Agree on the final terms of each disposal, ensuring compliance with the Council’s statutory obligation to obtain the best consideration reasonably obtainable, and that the terms serve the Council’s overall financial and strategic interests.

(c)        Enter into and finalise all necessary legal agreements, contracts, and ancillary documentation required to give effect to the disposals.

(2)       To note that the net capital receipts, after deducting disposal and associated costs, would be retained within the General Fund and used in accordance with the Council’s Medium Term Financial Strategy and Capital Programme, as outlined in the Financial Implications section of the report.

(3)       Where the land to be disposed of constitutes, or forms part of, public open space, to delegate authority to the Corporate Director of Neighbourhoods and Regeneration to publish notices in a local newspaper for two consecutive weeks in accordance with section 123(2A) of the Local Government Act 1972, and to consider any objections received prior to a final decision being made.

Eligible for call-in: Yes

Deadline for submission of call-in: 6pm on Monday 16 February 2026

Councillor Benea (Cabinet Member for Regeneration, Planning & Property) introduced a report from the Corporate Director Neighbourhood & Regeneration seeking approval to dispose of three surplus council owned General Fund property interests identified as necessary to reduce financial pressures, mitigate increasing asset liabilities, and support strategic priorities outlined in the Council’s Property Strategy 2024–27 and Medium-Term Financial Strategy (MTFS).

In presenting the report, Councillor Benea began by highlighting what she regarded as the prudent nature of the proposed disposals as a means of supporting the Council in being able to manage its resources responsibly, given the properties identified were either underused, vacant, or no longer required for council services, and in some cases continued to generate significant costs without delivering any demonstrable public benefit.  Given the need to ensure every council asset was working in the interests of residents and maximising value, recognising the sustained nature of financial pressures being experienced by the Council, members were advised that the disposal of unproductive properties would not only allow the Council to reduce ongoing liabilities but also release capital that could be reinvested in other priorities and protecting services, supporting housing and regeneration, and strengthening the council’s financial resilience.

As further assurance, members were advised that the proposals were fully aligned with the Council’s Property Strategy and Medium-Term Financial Strategy with any capital receipts generated to be retained within the General Fund and used in line with agreed plans to support long-term investments with officers being delegated authority to determine the most appropriate disposal strategy for each property, ensuring the council was able to meet its statutory duty to maximise best value and respond appropriately to market conditions.

In recognising and welcoming the prudent and responsible nature of the approach outlined as a means of ensuing the best use of Council resources in a way that would not only secure value for money but also enable council assets to actively contribute towards the provision of wider support and investment in key services for residents Cabinet, having noted the exempt information contained within the appendix to the report, RESOLVED:

(1)       To delegate authority to the Corporate Director of Neighbourhoods and Regeneration, in consultation with the relevant Lead Member, to:

(a)       Determine the most suitable disposal strategy for each property listed in this report, including the method of sale, timing, marketing approach, and disposal structure, taking account of the Council’s Property Strategy, market conditions, and the goal of achieving the best consideration.

(b)       Agree on the final terms of each disposal, ensuring compliance with the Council’s statutory obligation to obtain the best consideration reasonably obtainable, and that the terms serve the Council’s overall financial and strategic interests.

(c)       Enter into and finalise all necessary legal agreements, contracts, and ancillary documentation required to give effect to the disposals.

(2)       To note that the net capital receipts, after deducting disposal and associated costs, would be retained within the General Fund and used in accordance with the Council’s Medium Term Financial Strategy and Capital Programme, as outlined in  ...  view the full minutes text for item 11.

This report presents an updated Technology Roadmap 2026-2028 for approval setting out a targeted, two-year plan focusing on investment in five core areas: modernising data centres, enhancing cloud infrastructure, upgrading networks, strengthening cybersecurity, and supporting vital business applications which have been identified as key in enabling hybrid working, safeguarding sensitive data, and ensuring the council can deliver responsive, joined-up public services.

Cabinet RESOLVED to approve the ICT Infrastructure Capital Investment for 2026-2028 totalling £6.7m.

Eligible for call-in: Yes

Deadline for submission of call-in: 6pm on Monday 16 February 2026

Councillor Mili Patel (Deputy Leader and Cabinet Member for Finance & Resources) introduced a report from the Corporate Director Service Reform and Strategy which presented an updated Technology Roadmap 2026-2028 for approval based on a targeted, two-year plan focusing on investment in five core areas ensuring the council could continue to deliver responsive, joined-up public services.

In introducing the report, Councillor Mili Patel began by highlighting the roadmap as the next phase in the Council’s ICT Infrastructure Investment Programme reflecting the ongoing commitment towards ensuring Brent’s digital infrastructure remained secure, resilient and fit for purpose and recognising the crucial importance of ICT and secure technology infrastructure for services being delivered by the Council in a digital age.

Referring to the impact of recent cyber incidents on other neighbouring councils, members were reminded of the significant and operational risk which the failure to make the necessary investment would carry in relation to the secure provision of services relied on by residents, with the two-year programme outlined focused around five key areas: modernising data centres, strengthening cyber protection, enhancing cloud infrastructure, refreshing campus networks, and improving end user experience with the investment designed to protect residents’ data and improve system reliability.  Members were also advised of the way in which the programme had been aligned with the Council’s Digital Roadmap 2026–2028 as a means of being able to support wider transformation and savings ambitions enabling the modernising of infrastructure and streamlining of how technology was used to deliver maximum efficiency and value for money whilst also freeing up staff resource to provide more support for residents on a face to face basis.

In recognising the importance of the investment programme in terms of strengthening the Council’s digital resilience and ethical framework, business infrastructure and safeguarding essential services whilst supporting the ongoing transformation in terms of delivery and access to essential Council services, Cabinet RESOLVED to approve the ICT Infrastructure Capital Investment for 2026-2028 totalling £6.7m.

This report seeks approval to the procurement of care and support for six supported living sites for adults with mental health difficulties.

Cabinet RESOLVED

(1)       To approve inviting tenders for care and support services at six supported living sites for adults with mental health difficulties separated into 2 Lots on the basis of the pre-tender considerations set out in paragraph 3.4 of the report. The 2 Lots are set out below:

        Lot 1:

·            Mental Health Supported Living Service at 54Braemar Avenue, Wembley.

·            Mental Health Supported Living Service at 18 Saint Gabriels Road, Cricklewood. 

·            Mental Health Supported Living Service at 69 Craven Park Road, Roundwood.  

        Lot 2:

·            Mental Health Supported Living Service at 144 The Mall Kenton.

·            Mental Health Supported Living Service at 33 Essex Road Roundwood.

·            Mental Health Supported Living Service at 155 Walm Lane Cricklewood.

(2)       To approve officers evaluating the tenders referred to in (1) above on the basis of the evaluation criteria set out in paragraph 3.4 section (vi) of the report.

(3)       To delegate authority to the Corporate Director for Service Reform and Strategy, in consultation with the Cabinet Member for Adult Social Care, Public Health and Leisure to award the contract for each of the 2 Lots identified in (1) above for the provision of care and support services at the six supported living sites for adults with mental health difficulties for a term of five (5) years with the option to extend by two (2) years (on a 5+2).

Eligible for call-in: Yes

Deadline for submission of call-in: 6pm on Monday 16 February 2026

Councillor Nerva (Cabinet Member for Adult Social Care, Public Health & Leisure) introduced a report from the Corporate Director Service Reform & Strategy regarding the procurement of care and support for six supported living sites for adults with mental health difficulties.

In presenting the report, Councillor Nerva began by highlighting the importance of the service in terms of the support being provided for some of the most vulnerable residents in the borough given the protection and stability offered through the supported living sites.  Members were advised that whilst the services were not designed as permanent placements, they offered an important stepping stone to ensure that vulnerable adults had safe, structured accommodation with professional support to manage their mental health and avoid crisis or unnecessary hospital stays as part of a Recovery Model.  As part of this approach, it was pointed out that providers would be expected to work alongside residents to build confidence, resilience, and connections with the local community in order to support them in being able to move on and lead more independent lives.

In noting how the Recovery approach was designed to place the individual at the centre of their own progress and supporting them in developing the skills needed to maintain their wellbeing, members were also assured in relation to the focus on co-production which had been used to assist in shaping the way the services had been developed involving a process of engagement with residents, families, advocates and partners.  As a result, the views expressed by service users in relation to the importance in being able to maintain independence, meaningful activity, community connection and appropriate night support had been used to directly inform the service model identified.  In addition, the benefits of the approach outlined were also highlighted in terms of value for money, with supported living recognised not only as being more cost-effective than residential mental health placements in terms of reducing reliance on high-cost institutional care but also delivering better long term outcomes for residents through the provision of targeted, recovery-focused support in a community setting with residents supported to build independence, which in turn would reduce ongoing care costs and create capacity within the system.

In welcoming the assurance provided in relation to the co-production in design of the services and way in which it was felt the procurement would enable continuity in the provision, quality and long-term sustainability of essential mental health supported living services in Brent, Cabinet RESOLVED having also noted the need to ensure the approach was reflected as part of wider partnership working with local health providers towards tackling health inequalities:

(1)       To approve inviting tenders for care and support services at six supported living sites for adults with mental health difficulties separated into 2 Lots on the basis of the pre-tender considerations set out in paragraph 3.4 of the report.

The 2 Lots are set out below:

Lot 1:

·            Mental Health Supported Living Service at 54Braemar Avenue, Wembley.

·            Mental Health Supported Living Service at 18 Saint Gabriels  ...  view the full minutes text for item 13.

The following item(s)are not for publication as they relate to the category of exempt information set out below, as specified under Part 1, Schedule 12A of the Local Government Act 1972:

Agenda Item 9:        Approval for the Disposal of Council-Owned Commercial Properties (Appendix 1 – Valuations)

This appendix has been classified as exempt under Paragraph 3 of Part 1 Schedule 12A of the Local Government Act 1972, namely: “Information relating to the financial or business affairs of and particular person (including the authority holding that information).

There were no items that required the exclusion of the press or public.

There were no items that required the exclusion of the press or public.

Notice of items to be raised under this heading must be given in writing to the Deputy Director Democratic & Corporate Governance Services or their representative before the meeting in accordance with Standing Order 60.

There were no items of urgent business.

There were no items of urgent business.