The Overview and Scrutiny Committee of Redbridge Council met on Monday 14 September 2026. The committee received reports on the council's budgetary control, school organisation strategy, and council housing landlord policies.

Budgetary Control Report for Quarter 1 2026/27

The committee reviewed the budgetary control report for the first quarter of the 2026/27 financial year. The report indicated a forecast general fund overspend of £8.485 million, an increase of £3.061 million since the previous month's report. The overspend is primarily attributed to pressures within the Place, Communities and Enterprise directorate (£9.719 million), Adult Social Care (£2.380 million), and Children and Education (£4.254 million), partially offset by underspends in corporate budgets (£8.303 million).

Councillor Vanisha Solanki, Deputy Leader and Cabinet Member for Finance and Shared Prosperity, explained that while £16.117 million in mitigating actions were included in the forecast, further savings and cost reductions would be necessary to achieve a balanced budget. The council is aiming to reduce its reliance on exceptional financial support over the next three years.

Concerns were raised by councillors regarding the realism of savings targets and accountability for their delivery. Officers assured the committee that rigorous budget challenge sessions were in place, with executive directors, finance partners, and portfolio holders holding responsibility for savings delivery. The council is also exploring modernisation and technology adoption to improve efficiency.

The report also detailed the capital programme, which forecasts a revised budget of £227.489 million, with an estimated slippage of £30.770 million in the general fund. The Housing Revenue Account (HRA) is forecasting a slight underspend of £0.201 million, while the Dedicated Schools Grant (DSG) is projecting an overspend of £17.352 million, largely due to increased demand and costs associated with Education, Health and Care Plans (EHCPs).

RESOLVED: That the Overview and Scrutiny Committee noted the report.

School Organisation Strategy

Councillor Lloyd Duddridge, Cabinet Member for Children, Young People and Education, presented the School Organisation Strategy, highlighting the ongoing trend of falling school rolls across Redbridge. This demographic shift necessitates a review of school provision, potentially leading to class reductions or school closures. The strategy aims to address this by analysing primary and secondary school rolls, considering early years and post-16 provision, and factoring in the increasing demand for Special Educational Needs and Disabilities (SEND) support.

The committee discussed the methodology for identifying classes or schools for reduction or closure, and the consultation process with headteachers and governors. It was confirmed that headteachers had been consulted on initial documents, and that any decisions regarding school closures would be informed by robust metrics and a completed value for money assessment.

A key concern raised was Redbridge's status as a net exporter of post-16 students. While the council retains approximately 60% of its post-16 cohort, above the London average, there is a desire to further improve local provision. The strategy acknowledges the need to expand specialist and inclusive offers for SEND learners and those with lower prior attainment. Projections for future school rolls are based on the GLA model, and while primary rolls may stabilise in the coming years, secondary rolls are expected to continue declining for some time, potentially leading to school closures. The council is also exploring the repurposing of surplus school estate for SEND provision.

RESOLVED: That the Overview and Scrutiny Committee noted the report.

Council Housing Landlord Policy

Councillor Saima Ahmed, Cabinet Member for Housing and Planning, introduced four new council housing landlord policies: the Anti-Social Behaviour (ASB) Policy, the Domestic Abuse (DA) Policy, the Tenant Engagement Strategy and Policy, and the Asset Management Strategy. These policies aim to formalise and strengthen the council's approach to housing management, tenant engagement, and compliance with the Regulator of Social Housing's Consumer Standards.

The ASB Policy adopts a victim-centered approach with an emphasis on early intervention and partnership working. The DA Policy provides a trauma-informed framework for supporting survivors of domestic abuse, prioritising safety and confidential reporting. The Tenant Engagement Strategy outlines how the council will listen to and act on tenant feedback, promoting inclusivity and co-creation of policies. The Asset Management Strategy details a data-driven approach to maintaining safe, decent, and compliant homes, including plans for repairs, capital works, and health and safety compliance.

Councillors raised questions regarding the anonymity of property agents (clarified as not applicable to council housing stock), the handling of perpetrators who are also vulnerable, and the timeline for resolving ASB cases. Officers confirmed that the policies codify current good practice and do not introduce additional financial or staffing burdens. The ASB policy aims for a 32-day resolution target, though complex cases may take longer. The Asset Management Strategy is funded through existing budgets and ongoing programmes.

The committee noted that the policies were developed with tenant and leaseholder input, aligning with the council's Housing Management Co-Creation Policy. The engagement strategy aims to reach a diverse range of residents through various methods, including estate days, surveys, and co-creation projects, with a commitment to providing feedback on how resident input influences decisions.

RESOLVED: That the Overview and Scrutiny Committee noted the report.

The next meeting of the Overview and Scrutiny Committee was scheduled for 19 October 2026.