The Place and Resources Overview and Scrutiny Committee met on Thursday 15 October 2026 to discuss highways winter preparedness, the progress of the Planning Services Transformation Programme, revenue monitoring and the medium-term financial strategy, capital funding for children's care homes, and the governance of capital projects. The committee noted the significant financial challenges facing the council, particularly concerning the Children's Trust and the Dedicated Schools Grant (DSG), and discussed the ongoing efforts to improve planning services and capital project management.

Highways Winter Preparedness

Sam Simons, Highways Maintenance Manager, and Alan Rigby from Kier, presented an update on the council's preparedness for winter. The council manages the fourth largest unitary highway network in the country, comprising 2,500 kilometres of carriageway, a similar length of footways, over 1,000 structures, and nearly 100,000 gullies.

Recent winters have presented challenges, with the 2024-25 winter being wet and warm, leading to approximately 1,000 repairs per month. The 2025-26 winter was described as wet and cold, resulting in a 20% increase in defects and up to 5,000 reports per month, significantly exceeding the council's capacity of 2,000-2,500.

The council has implemented a no defect left behind policy, aiming to repair all visible defects when on site, within safety parameters. This policy, coupled with a focus on preparing the network during the summer, has reportedly improved the network's resilience for winter. Key performance indicators (KPIs) are managed monthly, quarterly, and annually, with some failures in December due to the high volume of customer reports. Corrective action plans were put in place, and the council has recovered to normal service levels. Strategic performance indicators (SPIs), which assess social value, climate resilience, and delivery, are reviewed biannually.

The council has invested in various repair methods, including the Pothole Pro, Road Amender Material, Thermal Road Repairer, Jet Patcher, and Conventional Repair. The Road Mender, made from 97% recycled tyres, is flexible and waterproof but can be vulnerable in very hot weather. The council aims to perform preventative patching, with 18,500 square metres completed as part of a larger target. Winter readiness includes gritting training, inspection of priority footways and cycleways, and routine sweeping and vegetation clearance. The council's approach now considers adverse weather more broadly, including floods, not just cold and snow.

Funding for highways maintenance has seen a slight increase and stabilisation, allowing the service to be maintained at current levels for the next three years. The council is also working on its asset management plan and has won two national awards for its RAI system and smart scheduling.

Councillor Jonathan Harris raised concerns about the perception of inefficiency due to multiple vehicles and personnel at repair sites, and the need for clearer communication. Alan Rigby acknowledged these concerns, explaining that detailed legislation and safety standards govern operations. He suggested that a communications piece could help educate the public on why certain procedures are followed. Regarding flooding, Rigby noted the complexity of managing water flow in a transient rural network and confirmed ongoing work with the local flood authority.

Councillor Sally Keeble inquired about the decision-making process for preventative work. Sam Simons explained that roads are scored using the Holistic Evaluation and Assessment Tool (HEAT), which considers condition, socio-economic factors, and usage. The estimated cost to address roads scoring amber or red is £230 million, against a total backlog of £400 million.

Councillor David Gaskell asked about the frequency of AI-driven road assessments and how this is communicated to the public. Simons stated that 56% of reports currently come from the public, but the council conducts yearly road inspections and is working towards passive data collection using fleet vehicles and dashcam footage. He hopes to fill potholes before they are reported. The Root Reports system, an AI-based camera system, is now in all inspection vehicles, measuring defects in real-time. Discussions are ongoing about potentially equipping bin lorries and other vehicles with this technology, though cost and legal ramifications are being considered.

Councillor Ronald Firman commended the work done and asked if Mapwise (West Interactive Street Explorer) allows the public to distinguish between reported, assessed, and resolved defects. Simons confirmed that Mapwise is a live dashboard linked to the work management system, showing scheduled, completed, and repaired defects since January 2022, including gritting routes and salt usage.

Councillor Rowan asked how the winter service programme reduces road deterioration and how weather forecasts inform deployment decisions. Nick Woods explained the gritting criteria (below 0.5 degrees Celsius) and the environmental considerations of salt usage. The council is exploring route-based forecasting for more targeted gritting. Regarding repairs, the council has pivoted to a consistent monthly material allowance, with increased summer activity to prepare the network for winter, rather than solely repairing winter damage.

Councillor Farzana Aldridge raised concerns about the council's national road condition score of 47.13%, placing it near the bottom nationally. Simons clarified that the Department for Transport (DFT) scoring methodology is often misinterpreted, and that West Northamptonshire ranks eighth among large authorities for its percentage of red A-roads. He estimated that an additional £10 million investment per year would be needed to maintain the current trajectory, and £5-10 million extra annually to improve it.

Councillor Charlie Hastie questioned the daily winter preparedness emails, even on days when gritting is not required. Nick Woods explained that these emails are to inform that the forecast is being monitored and staff are on standby. He agreed to review the necessity of sending emails on days with no action.

The committee discussed the communication of repair times, with the average repair time for a six-month defect being 43 days, though statutory timescales allow for six months. Simons explained the difficulty in communicating this effectively without causing public frustration.

Planning Services Transformation Programme

Stephanie Gibrat, Service Director for Planning, presented an update on the Planning Services Transformation Programme. The programme, initiated after the Local Government Review in 2021, aims to address weaknesses in processes, IT, resources, and organisational culture across the former authorities. A peer review by the Planning Advisory Service (PAS) in 2022 identified areas for improvement, leading to an Action Plan.

The programme has seen significant progress between 2023 and 2025, including the implementation of a single IT system (DEF), a service restructure, recruitment campaigns, and the integration of Building Control and the Sustainability Team. Performance in determining planning applications within statutory timescales has improved significantly, with 95% of Major applications and 92% of non-major applications determined within agreed times in 2025. The service also generates substantial income from planning fees, S106 contributions, and CIL.

The current Action Plan for 2026-2030 focuses on three pillars: Communication, Investing in our People, and Performance (including Quality and Collaboration). Key workstreams underway include the Building Safety Levy, Section 106 reconciliation, and digital transformation initiatives.

Digital transformation efforts include exploring mobile working options for staff, piloting AI software (Valon) for application validation and report compilation, and enhancing the customer chatbot. The council is also reviewing its capital programme governance to improve project delivery and reduce slippage.

Councillor Daniel Lister, Leader of the Conservative Group, raised concerns about the lack of measurable targets and concrete evidence of progress in the presented report, despite the programme being halfway complete. He questioned the validity of a Councillor Call for Action (CCfA) submitted by his group, which the Monitoring Officer deemed did not meet constitutional tests but acknowledged the relevance of the concerns raised. Lister argued that the current report does not adequately address the issues raised in the CCfA, particularly regarding measurable targets and a full scrutiny review.

The Monitoring Officer, Sarah Hall, explained that the CCfA was not on the agenda and that her decision not to validate it as a formal CCfA was based on the issues being systemic rather than ward-specific. She confirmed that the Planning Transformation Programme is addressing many of the concerns raised.

Councillor Jonathan Harris, Leader of the Liberal Democrat Group, highlighted the critical issue of determination timelines for planning applications and questioned the support and resources available to the planning team. Councillor Manning, Portfolio Holder for Planning, assured the committee that the planning service has his full support and that efforts are being made to improve processes and timelines, with no additional resources being sought at this stage.

The committee discussed the Valon AI pilot, with the potential for significant time savings in application validation. The current validation time averages 12 days, with a target of 10 days for 80% of applications. The council is also exploring the possibility of using AI for kinship care arrangements and home extensions to support foster families.

Revenue Monitoring and Medium Term Financial Strategy Update

James Edmunds, Corporate Director of Finance and Procurement, provided a verbal update on the revenue monitoring and medium-term financial strategy. The council faces a concerning financial position, with a projected £14.1 million overspend for the current financial year, an increase from £13.1 million at Period 4. This is largely due to a £2 million worsening in the forecast for children's social care, driven by increased demand for residential placements from the Children's Trust. The council's share of the Children's Trust overspend is £20.7 million.

Despite these pressures, there have been positive movements, including stabilisation in social care costs and underspends in other areas such as IT spend and holding vacancies. However, the demand for services for vulnerable children continues to exceed forecasts.

Savings delivery is also a concern, with £5.5 million of the £29 million required savings deemed undeliverable. The council is working to identify further efficiencies, but budgets are tight.

Councillor Jonathan Harris questioned the accuracy of the figures provided by the Children's Trust and the long-term sustainability of relying on private sector placements. He also raised concerns about the potential for developing in-house services.

The Dedicated Schools Grant (DSG) deficit remains a significant issue. The council has a £55 million carry-forward deficit from last year, and while the government has pledged to fund 90% of deficits linked to successful SEND reform plans, the remaining 10% and future deficits are unclear. The council is projecting a £65 million deficit for the current year, potentially rising to £70 million by the end of the financial year, and exponentially increasing to around £300 million in the medium term without further government support. The government has indicated it will take on SEND funding from 2028-29, but details are scarce.

Emily, a finance officer, provided further detail on the DSG deficit, stating that by the end of the current financial year, the cumulative DSG deficit is expected to be around £70 million. Without further high needs stability grant funding, this could reach approximately £300 million by the end of the medium term.

Capital Funding for Children's Care Homes

Melanie, the Senior Reporting Officer for the children's care homes programme, provided an update on the £20 million capital funding allocated for children's care homes. She acknowledged that progress has been slower than needed, with only £2 million spent to date on approved schemes, plus £2.6 million on mixed-use schemes. The programme has delivered nine beds for children and 11 homes prior to the £20 million funding, resulting in a total of 20 additional beds.

The current focus is on ensuring the right homes are built in the right places, considering the needs of the children and the availability of other providers in the area. The council is also investigating unregistered provisions and working with Ofsted to address these. Melanie noted that converting existing council assets has proven less financially viable than purchasing properties on the open market.

The high cost of independent sector placements, ranging from £2,500 to £30,000 per week, was highlighted, with one instance of a child costing £80,000 per week. This underscores the need for the council to develop its own provision to manage costs and ensure better outcomes for children.

Councillor Jonathan Harris suggested that the £20 million funding could potentially be used to support foster carers in extending their homes, which might offer a quicker and more cost-effective solution than building new homes. The committee agreed to recommend that Cabinet review the terms of the capital funding to allow for greater flexibility.

Governance of Capital Projects

Emily, a Senior Finance Business Partner, and Kevin, a Programme Manager, presented an update on the governance of capital projects. The council manages capital projects through three distinct areas: Regeneration, Assets, and Highways. A review of processes, paperwork, and governance across these areas has been undertaken to improve estimating, forecasting, and monitoring.

Key improvements include the development of a single set of project management templates, new gateway procedures, and a revised capital appraisal form. The review has involved workshops with representatives from Regeneration, Assets, Highways, Capital Finance, and the Transformation Team.

Progress to date includes the review of service processes, detailed management of projects, and the creation of new detailed processes with gateways and governance procedures. Next steps involve rolling out templates, finalising the construction manual, and aligning gateways and guidance. The aim is to improve performance and reduce slippage, with early indications of better performance in Period 6 reporting.

Councillor Phil Bignall raised concerns about the mortuary project, specifically regarding the CT scanner and its associated software and forensic contracts. Kevin confirmed that the CT scanner was always intended to be a phased approach and that a radiographer is now in place, with IT procurement concluded. He clarified the distinct roles of the radiographer and radiologist.

Councillor Jonathan Harris inquired about the profit element for third parties involved in the temporary accommodation project and requested an update on the Northwest Relief Road. Emily stated that profit is built into the contractual relationship and offered to share what information can be provided. She also confirmed that the Northwest Relief Road project involved Boulton Parish Council and that Four Waterside is a separate project from council-owned assets.

Councillor David Gaskell questioned the lack of member oversight in the new governance process, despite members being held accountable for project overspends. The officers agreed to explore suggestions for member involvement in future reporting.

The committee discussed the definition of on budget, with the understanding that approved budgets include contingency, and that using contingency is considered part of managing the budget effectively. The officers agreed to report on projects that came in under budget.

Councillor Silas Hays inquired about how the new gateway process will identify risks earlier to prevent slippage. Kevin explained that regular monitoring, challenge sessions, and closer collaboration between project teams are intended to identify and address blockages proactively.

Councillor Sally Keeble asked about the process for learning from completed projects. Kevin confirmed that lessons learned reports are produced for each project, and the new governance structure aims to embed this learning more consistently across all capital projects.

Councillor Charlie Hastie raised concerns about the implementation of internal audit recommendations, particularly regarding the mortuary project, and whether lessons learned are being effectively applied. The officers acknowledged that while lessons are learned within individual projects, the new cross-project governance aims to ensure consistency across all capital schemes.

The committee also discussed the definition of on budget in relation to contingency funds, with the understanding that approved budgets include contingency, and its use is considered part of managing project risks.

Review of Committee Work Programme

The committee reviewed its work programme. Items scheduled for future meetings include budget monitoring, performance monitoring, highways winter preparedness, capital funding for children's care homes, governance of capital projects, and an update on the Planning Department Improvement Plan. The committee also noted upcoming briefing sessions on the Children's Trust contract negotiations, adult social care, and the new financial sustainability strategy.

The committee agreed to note the report on the Planning Services Transformation Programme and to request further updates on specific metrics and KPIs. They also agreed to revisit the capital funding for children's care homes in the new year, following the budget process.

The meeting concluded at 21:31.