Agenda and minutes

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

Apologies for absence were received from Councillor Mitchell with Councillor Malonga attending as substitute.

An absence was recorded from Councillor Chowdhury during the meeting.

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.

There were no declarations of interest made during the meeting.

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

No deputations were received at the meeting.

To approve the minutes of the previous meeting as a correct record.

RESOLVED that the minutes of the previous meetings held on 24 February 2026 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.

The Chair agreed to vary the order of business on the agenda to enable the Resources & Public Realm Scrutiny Committee Work Programme 2025/26 (Agenda Item 10) to be considered as the first main item of business on the agenda. The minutes therefore reflect the order in which the items were dealt with at the meeting.

To provide an update on the changes to the Resources and Public Realm Scrutiny Committee’s work programme.

The Committee received a report from the Deputy Director, Democratic and Corporate Governance, which presented the 2026/27 work programme for the Resources & Public Realm Scrutiny Committee.

The Chair began by reminding members that the Committee’s Work Programme was a flexible and responsive document. It was noted that the work programme had been developed collaboratively with Committee members and informed by feedback and concerns raised throughout the year. The Chair confirmed that, at this stage, the Committee was content to proceed with the current iteration of the Work Programme, while remaining open to future amendments as necessary.

Having reviewed the work programme report, it was RESOLVED to note the Resources & Public Realm Scrutiny Committee work programme for the 2026/27 Municipal Year.

This purpose of this report is to provide a comprehensive review of Brent Council's highways maintenance service, including its performance, effectiveness and value for money. It responds to the Committee's request for a detailed assessment of the Council's approach to maintaining the borough's highway network, including carriageways, footways and associated highway assets.

Councillor Knight (Cabinet Member for Cleaner Streets, Transport & Public Realm) was invited to introduce a report providing a comprehensive review of Brent Council's highways maintenance service, including its performance, effectiveness and value for money. It was noted that the report had been provided in response to the Committee's request for a detailed assessment of the Council's approach to maintaining the borough's highway network, including carriageways, footways and associated highway assets.  Members heard that the report explained how the Council balances reactive safety repairs with planned and preventative maintenance, the arrangements in place for managing and monitoring the highways maintenance contracts, and the outcomes being achieved through the Council's asset management approach. It was also noted that the report considered the condition of the highway network, investment levels, customer experience, compensation claims, and the challenges associated with managing tree root damage. It was further stated that the report had identified a number of opportunities for further improvement, including strengthening customer communication, enhancing performance reporting and benchmarking, continuing the development of the Council's Highway Asset Management Plan, and making greater use of digital technologies to support future investment decisions.

In continuing, Chris Whyte (Director Public Realm) outlined the principal challenges facing the Council’s highways service and advised that a key challenge was maintaining sufficient levels of funding to enable highway works to be delivered to an appropriate standard. The need to effectively manage residents’ expectations regarding the condition of the highway network and the Council’s ability to respond to maintenance demands was also highlighted. It was further stated that improving communication with residents and increasing customer satisfaction remained important priorities. It was additionally noted that significant inflationary pressures continued to impact the cost of highway maintenance and improvement works, creating further financial challenges for the service. The Committee was informed that managing demand for highway maintenance represented a substantial and ongoing task for officers within the highways function. In terms of future priorities, Chris Whyte advised that continued efforts would be focused on securing investment for planned maintenance programmes, further developing the Highways Asset Management Plan to maximise its effectiveness, and exploring innovative approaches to service delivery. This included the use of AI and digital surveying technologies to improve highways outcomes and inform investment decisions. The importance of enhancing resident communications and performance reporting whilst supporting the Council’s environmental objectives through carbon reduction initiatives and securing the maximum available external funding to support these ambitions was also highlighted.

Having thanked Councillor Knight and Chris Whyte for introducing the report, the Chair then moved on to invite questions and comments from the Committee in relation to the Highways Maintenance report, with the following main comments and issues discussed:

• As an initial query, the Chair sought details regarding the reasons for continued resident dissatisfaction with highway conditions despite the additional investment being made and the volume of repairs undertaken each year. In response, Chris Whyte (Director Public Realm) advised that the primary reason was that, despite the additional investment, funding levels remained insufficient to  ...  view the full minutes text for item 8.

This report provides an update on Brent’s overall financial position by examining the financial outturn position for 2025/26, the Quarter 1 financial forecast for 2026/27 and the medium-term financial outlook, which is part of the committee’s role in undertaking budget scrutiny throughout the year.

Councillor Grahl (Deputy Leader and Cabinet Member for Finance & Resources) was invited to introduce a report providing an update on Brent’s overall financial position by examining the financial outturn position for 2025/26, the Quarter 1 financial forecast for 2026/27 and the medium-term financial outlook.

In presenting the report, members noted that the update included three reports providing a comprehensive view of Brent's financial position by explaining where the Council had come from through the 2025/26 Outturn, where it currently stood through the Quarter 1 2026/27, and where it was heading through the MTFS to enable the assessment of financial performance, the challenge of assumptions, the monitoring of savings delivery, the understanding of emerging risks and the evaluation of the sustainability of the Council's medium-term financial strategy.

Having thanked Councillor Grahl for introducing the report, the Chair then moved on to invite questions and comments from the Committee in relation to the Budget Update report, with the following main comments and issues discussed:

• As an initial point, the Chair requested an update on the delivery of thematic savings across each Directorate, based on the commitment previously made to the Scrutiny Committee in February 2026. In response, Minesh Patel (Corporate Director Finance and Resources) began by advising that Finance and Resources had an overall savings target of just under £1.5m, comprising savings within commissioning, procurement, digital transformation, efficiencies and workforce initiatives. It was reported that the principal challenge related to digital savings, not due to an inability to deliver them, but because of capacity constraints impacting the pace of implementation. It was noted that alternative efficiencies and overachievement in other areas were being utilised to mitigate potential shortfalls. Whilst remaining confident that digital savings would ultimately be delivered, it was further noted that timing represented the key risk. The potential in-year shortfall was currently estimated at approximately £90,000 against the overall target, which was considered manageable within the Directorate.

Secondly, Rachel Crossley (Corporate Director Service Reform and Strategy) reported that Service Reform and Strategy had a savings target of approximately £2.316m. It was advised that savings proposals had initially fallen short by £705. Of the overall target, £500,000 had already been delivered and a further £1.2m remained on track for delivery. Approximately £440,000 of savings were currently rated amber, reflecting uncertainties associated with procurement exercises and digital transformation projects which still required market testing. It was further mentioned that one saving of £100,000 was currently rated red and related to fees and charging for individuals who funded their own care but chose to have their care arrangements managed by the Council. Work remained ongoing with the legal team regarding consultation requirements for the introduction of administration fees in this area. Whilst delivery remained possible, there was uncertainty regarding achievement of the full year saving.

Thirdly, Nigel Chapman (Corporate Director Children, Young People and Community Development) advised that the Directorate's savings requirement for the year was £1.58m. It was reported that £1.16m of savings had been identified and were considered achievable. These included  ...  view the full minutes text for item 9.

This report provides an assessment of the performance, effectiveness, and impact of the Council’s current approach to revitalising high streets and town centres. It seeks to equip the Committee with the evidence and early strategic insight needed to consider and comment on the direction of the emerging High Streets Strategy.

Councillor Kelcher (Cabinet Member for Regeneration & Planning) was invited to introduce a report providing an assessment of the performance, effectiveness, and impact of the Council’s current approach to revitalising high streets and town centres. In presenting, it was noted that the Council intended to develop a comprehensive High Streets Strategy and welcomed the opportunity for the Committee to undertake pre-scrutiny of the emerging strategy prior to its development, with a view to ensuring that it reflected the priorities and areas of focus identified by members.

Having thanked Councillor Kelcher for introducing the report, the Chair then moved on to invite questions and comments from the Committee in relation to Revitalising High Streets report, with the following main comments and issues discussed:

• As an initial query, members questioned how the emerging High Streets Strategy would address anti-social behaviour within town centres and how success would be measured. In response, Councillor Kelcher (Cabinet Member for Regeneration & Planning) advised that the strategy would seek to establish a strong vision for Brent's high streets by promoting their unique identities and encouraging more people to visit them. It was stressed that efforts to celebrate Brent's diverse offer and improve the attractiveness of town centres would have limited value if visitors continued to encounter anti-social behaviour. As a result, the strategy would incorporate measures relating to anti-social behaviour alongside wider considerations including environmental quality, parking and town centre promotion. Gerry Ansell (Director Inclusive Regeneration and Climate Action) added that anti-social behaviour was addressed through a range of Council services, including investment in CCTV and enforcement activity. It was noted that a key ambition of the strategy was to support the creation of attractive and welcoming destinations within Brent that encouraged people to spend time within town centres.

• Members sought reassurance that areas such as Stonebridge, which experienced poorer access to established town centres, would benefit from the proposed strategy. In response, David Glover (Head of Planning and Development Services) advised that significant regeneration activity was already planned across locations including Stonebridge, St Raphael's and Harlesden. It was explained that the High Streets Strategy would provide a borough-wide framework identifying strengths, challenges and opportunities before progressing to more detailed work focused on the specific needs of individual communities. It was emphasised that the Council wished to work collaboratively with residents, businesses and local communities to shape future interventions as opposed to imposing solutions upon them. Councillor Kelcher (Cabinet Member for Regeneration & Planning) added that priorities would need to be established in order to maximise the impact of available resources. The importance of improving connections between communities and high streets to increase footfall and support economic activity was highlighted. Reference was also made to the proposed £13m cycle route linking Harlesden and Wembley through Stonebridge, which was expected to support the objectives of the High Streets Strategy.

• When asked how the strategy would measure success in terms of local employment, business growth and apprenticeships, Councillor Kelcher (Cabinet Member for Regeneration & Planning) advised that the strategy was still in  ...  view the full minutes text for item 10.

The purpose of this report is to present the Scrutiny Recommendations Tracker to the Resources and Public Realm Scrutiny Committee for consideration.

The Committee agreed to note the progress of any previous recommendations, suggestions for improvement, and information requests of the Committee. The Chair further noted that the recommendations tracker would be continuously monitored and reviewed, ensuring any new recommendations were considered then.

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

No items of urgent business were identified.