Minutes:
The Leader of the Council, Cllr Stephen Carr, addressed the Committee and responded to Member questions.
The Leader highlighted that some difficult decisions had been taken given the financial constraints faced by the Council. In-year savings were being delivered with the budget position closely monitored. A significant amount of oversight and work had been undertaken within the Finance Steering Group. A balanced budget would be set for 2017/18 and 2018/19 with little or no impact on the Council’s frontline services. But it was necessary to work now to ensure a balanced budget in 2019/20 and 2020/2. Additional resources were also included for Children’s Services and some savings were not being taken for Adult Care Services. L B Bromley would benefit from Government policy permitting Councils to levy an Adult Social Care Precept over the next three years.
Improvements had been made to the Youth Offending Service (YOS) and for Children’s Services Ofsted had made two further inspection visits since last year’s original inspection. A new Executive Director of Education, Care and Health Services (and Deputy Chief Executive) started with the Council last December. Improvements have been made with encouraging feedback received from the latest inspection visit on 22nd/ 23rd February 2017. These included comments on governance and leadership and financial resourcing. Ofsted no longer saw children in L B Bromley at risk. The Leader was looking to see sustainable progress with social workers performing to a high standard.
The Leader also referred to the new Contracts Register being fully operational in the coming summer. The commissioning agenda would continue and the contracts register and database would enable further improvements to commissioning and procurement of services. The outsourcing of strategic property to Cushman and Wakefield had been positive and there was now capacity for movement on a number of projects previously worked on prior to commissioning. A review of the Council’s investment strategy would be undertaken at the end of April 2017; a review of the Council’s Asset Management Strategy would also be undertaken.
On future challenges, the Leader referred to a high level of expenditure to deal with homelessness. Ongoing work to address the problem included extra housing supply and other means to reduce temporary accommodation costs. Initiatives such as modular homes could also be considered. On the Mears scheme 46 properties were currently purchased for the scheme (of which 25 are tenanted) with a further 47 properties under offer or going through the purchase stage. The scheme was on track for 400 properties within two years.
A progress report and presentation was expected to the May Executive meeting. Indications suggested that more investment funding could be provided for the scheme. As such, consideration could be given over the summer to its expansion - it was first necessary to achieve close to 200 units and then 400 units. There had been a significant amount of learning in the first four to five months of the scheme and some pace was now being seen. Consideration of further investment might be appropriate on reaching 150 units.
Sufficient business rate income and achieving good investment returns also presented future challenges. Additionally, it was necessary to increase income from the Council’s Asset Management Strategy.
On other matters, a question was asked about the 03 flightpath to Biggin Hill airport. The Leader explained that he would be meeting with airport representatives and referred to the level of noise reduction from aircraft using the flightpath; he understood there would be a second round of consultations. An advert had also been placed for a post to assist on planning enforcement and in response to a question on a possible new rail link to Bromley North, the Leader highlighted a potential option to extend London Overground from New Cross to Bromley North.
The Chairman thanked the Leader for his comments and responses to questions.