Agenda and minutes

Councillor Conneely (as Chair) welcomed members of the Scrutiny Committee to the meeting.

Apologies for absence were received from Councillor Shah.

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

There were no declarations of interest made during the meeting.

To approve the minutes of the previous meeting held on Tuesday 28 January 2025 as a correct record.

It was RESOLVED that the minutes of the previous meeting held on Tuesday 28 January 2025 be approved as a correct record.

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

There were no matters arising raised at the meeting.

To hear any deputations received from members of the public in accordance with Standing Order 67.

No deputations were raised at the meeting.

The Chair agreed to vary the order of business on the agenda to enable the Resources & Public Realm Scrutiny Committee Work Programme 2024-25 (Agenda Item 10) and Scrutiny Progress Update - Recommendations Tracker (Agenda Item 9) to be considered as the first main items of business on the agenda. The minutes therefore reflect the order in which the items were dealt with at the meeting.

This report provides an update on the changes made to the Resources and Public Realm Scrutiny Committee’s work programme for the municipal year.

(Agenda republished to include this item on 20 February 2025)

The Committee received a report from the Deputy Director Democratic Services, which presented the 2024-25 work programme for the Resources & Public Realm Scrutiny Committee.

In considering the report, members were advised that the work programme had been developed to reflect a key change that that the agenda item ‘Community Wealth Building and Social Value’ had been renamed to ‘Commissioning, Procurement, Community Wealth Building, and Social Value.’

Having reviewed the proposed work programmed it was RESOLVED to note the Resources & Public Realm Scrutiny Committee work programme (as updated) for the 2024-25 Municipal Year.

This report presents the Scrutiny Recommendations Tracker to the Resources and Public Realm Scrutiny Committee for consideration.

In relation to the Scrutiny Progress Update - Recommendations Tracker report, the Chair reported that updated responses had been received from the Neighbourhoods and Regeneration department. It was additionally noted that updated responses had been received from the Finance and Resource department.

This report provides an update on the in-year financial forecast position 2024-25 for review by the Resources & Public Realm Scrutiny Committee.

(Agenda republished to include this item on 20 February 2025)

Councillor Mili Patel (Deputy Leader and Cabinet Member for Finance & Resources)  was invited to introduce a report providing an overview of the financial forecasts for the general fund revenue budget, the Housing Revenue Account, the Dedicated Schools Grant, and the capital programme as of Quarter 3 for the financial year 2024/25. In presenting the report, members were advised that the forecast overspend stood at £17.6 million against the revenue budget, reflecting an increase of £2.8 million compared to the previous quarter. The primary area of overspend was identified within the housing service. It was noted that homelessness and temporary accommodation costs continued to rise, now reaching £15.2 million since the last quarter's forecast. Additional pressures had emerged within the Children and Young People Directorate and the Community and Health and Wellbeing Directorate. The Council had implemented several mitigation measures to control the overspend, with plans aiming to achieve in-year savings targets wherever possible. The current budget had additionally incorporated £8 million of savings agreed by the Full Council in February 2024, with the status of these savings detailed in Appendix A. Despite the Council's considerable efforts to manage its financial position, the wider economic context remained volatile, with small changes in demand disproportionately exacerbating financial pressures. This was particularly evident in the areas of children's social care and adult social care packages, both in terms of volume and complexity. Additionally, the costs associated with temporary accommodation and the loss of housing benefit subsidy from central government were highlighted. It was reiterated to the Committee that Brent was not unique in experiencing these financial pressures. Across London, the net deficit on homelessness services was projected at £101.5 million for 2024/25, higher than the previous year.

Having thanked Councillor Mili Patel for introducing the report, the Chair then moved on to invite questions and comments from the Committee in relation to the Quarter 3 Financial Forecast 2024/25, with the following comments and issues discussed:

• As an initial query, the Chair inquired whether there were any new concerns or serious risks to the Council that had not been discussed in depth over the past three to six months. Additionally, the Chair questioned if there were any measures being taken to reduce the deficits that were proving ineffective, indicating a potential shortage of viable options. In response, Councillor Mili Patel (Deputy Leader and Cabinet Member for Finance & Resources)   acknowledged the emerging issues within social care, particularly in terms of commissioning, which were on the rise. Minesh Patel (Corporate Director Finance and Resources) added that there were no additional risks beyond those already identified regarding Quarter 3 of 2024/25. The awareness of broader issues in the medium term was highlighted. It was noted that the financial forecast for 2025/26 presented significant challenges. The Committee was informed that the budget for the Full Council meeting on 27 February 2025, had been prepared, and updates on the medium-term financial strategy for the following three years had been provided. It was indicated that further challenges were anticipated to  ...  view the full minutes text for item 9.

This report provides an update on current procurement, strategic commissioning and community wealth building and social value activity, as well as outlining planned next steps and opportunities in these areas.

Councillor Rubin (Cabinet Member for Climate Action and Community Power)  was invited to introduce a report providing an update on current procurement, strategic commissioning and community wealth building and social value activity, as well as outlining planned next steps and opportunities in these areas. In presenting the report, members were advised that the paper detailed the current and proposed approaches to commissioning, procurement, community wealth building and social value. Councillor Rubin highlighted the fundamental principles of the commissioning approach, emphasising a focus on prevention. The objective was to transition from addressing issues at crisis points to implementing long-term preventative interventions. A comprehensive stream of work was underway, aimed at radical play space leadership, responding to issues where residents reside and addressing local needs. The Committee were informed that the Council had commissioned an external expert to undertake a review of procurement to provide a critical, friendly perspective on the Council's procurement practices. The report was scheduled for receipt on 15 March 2025 and the paper also suggested reporting back to the Committee on the implementation of the Action Plan. The priorities in procurement included an insourcing-first approach, as detailed in paragraph 5.32 of the committee report, to assess the feasibility of insourcing services when contracts and tenders came up for renewal. Additionally, the forthcoming Procurement Act 2023 that would come into effect in 2025 presented several opportunities outlined in the report. The approach to community wealth building, advocating for a shift from the current definition to a more exhaustive and extensive one was also highlighted. This approach aimed to transform economic development by retaining more wealth and opportunities for the benefit of local residents. The five pillars of community wealth building were delineated in paragraph 5.30 within the committee report. Collaboration with the Centre for Local Economic Strategies was planned to review processes and develop an action plan for implementation. The concept of social value was also addressed, which involved looking beyond the financial cost of contracts to consider how commissioned and procured services could enhance the economic, social, and environmental well-being of the local area. Proposals for policy changes included adjustments to the threshold and weighting of social value in contracts. The necessity of robust governance and assurance oversight for effective implementation was also emphasised. The terms of reference for the current commissioning and procurement board were under review to enhance oversight and assurance and included the Lead Member's (Councillor Rubin) involvement, consideration of a Forward Plan for upcoming contracts, a enhanced process for insourcing services, a keen focus on contract management, and the assessment of social value for upcoming contracts, such as the South Kilburn development.

Having thanked Councillor Rubin for introducing the report, the Chair then moved on to invite questions and comments from the Committee in relation to the Commissioning, Procurement, Community Wealth-Building, and Social Value Report, with the following comments and issues discussed:

• Members requested a detailed breakdown of the Council's commissioning expenditure between the Voluntary and Community Sector (VCS) and, within the context of  ...  view the full minutes text for item 10.

This report outlines the emerging Brent Employment Strategy 2025-2030 for consideration by the Scrutiny Committee.

Councillor Harbi Farah (Cabinet Member for Safer Communities, Jobs and Skills) was invited to introduce a report providing an overview of Brent’s Draft Emerging Employment Strategy (2025-2030). In presenting the report, members were advised that the information provided detailed the draft Brent Employment Strategy 2025-2030 which aimed to create a more inclusive, dynamic, and resilient workforce by addressing key employment challenges and promoting sustainable career opportunities. The strategy aligned with Brent’s local labour market, ensuring that residents—particularly those from disadvantaged backgrounds—could access employment, apprenticeships, and skills development programmes. It leveraged council influence through planning and procurement, strengthened partnerships, and supported residents in securing long-term, quality employment.

Alice Lester (Corporate Director Neighbourhoods and Regeneration) additionally outlined the objectives for the emerging strategy and emphasised the anticipated outcomes, acknowledging the challenges posed by factors beyond their control, such as the cost of childcare as a barrier to employment and changes to National Insurance. The importance of focusing on areas within their scope and the capacity to deliver within a small team was stressed.

Having thanked Councillor Harbi Farah for introducing the report, the Chair then moved on to invite questions and comments from the Committee in relation to Brent’s Draft Emerging Employment Strategy (2025-2030), with the following comments and issues discussed:

• As an initial query, the Chair inquired about the impact of addressing childcare costs as a barrier to, and also questioned whether an impact analysis had been conducted to determine which barriers would yield the most significant return on investment. In response, Jon Cartwright (Head of Change and Customer Insight) responded that the barriers were identified through extensive data analysis and community engagement. The next step involved presenting these findings to a diverse group of stakeholders for prioritisation and testing of new approaches. It was noted that no analysis had been conducted on optimal resource allocation for tackling the barriers identified through the Outcome Based Review (OBR), but several projects that tested ways of addressing them were underway, including the opening of the new Horizon Centre in Roundwood and the testing of a 6-month membership model intended to increase work readiness of members. It was also mentioned that an impact analysis would be conducted after the first 6 to 8 months of testing.

• Members raised questions about opportunities within procurement processes to achieve employment outcomes and the extent of ongoing discussions on this matter. In response, Jon Cartwright (Head of Change and Customer Insight) explained that they were testing the market rent reduction framework for three assets – namely, Roy Smith House, Picture Palace, and the Civic Centre. The market rent reduction framework method statement was detailed, which included questions related to community value. Bidders were required to demonstrate alignment with the Borough Plan and deliver outcomes for local populations. The evaluation of bids for these assets incuded a focus on employment skills outcomes and moving people closer to the job market. Alice Lester (Corporate Director Neighbourhoods and Regeneration) added that the evaluation of bids included a detailed breakdown of the  ...  view the full minutes text for item 11.

Notice of items to be raised under this heading must be given in writing to the Head of Executive and Member Services or his representative before the meeting in accordance with Standing Order 60.

No items of urgent business were identified.