The Overview and Scrutiny Committee of Redbridge Council discussed several key strategies and programmes, including the Redbridge People Directorate Strategy 2024-2029, the Empty Property Strategy 2024, and the Building Maintenance Capital Programme. The committee provided feedback and requested further details on these initiatives to ensure they meet the needs of the community.

Redbridge People Directorate Strategy 2024-2029

The committee reviewed the Redbridge People Directorate Strategy 2024-2029, which outlines the strategic priorities and activities aimed at improving the health and wellbeing of Redbridge residents over the next five years. The strategy was informed by a 12-week consultation and an initial Equality Impact Assessment (EQIA).

Key points from the discussion included:

• The strategy's five priorities reflect the impact of COVID-19, new Census data, and changes within the NHS and Integrated Care System.
• Concerns were raised about the low response rate to the consultation, with only 30 responses, mostly from residents aged 55-64. The committee suggested that the EQIA should indicate a positive impact for diverse groups.
• The strategy supports other council strategies and involved engagement with key stakeholders, including the Learning Disability Partnership and Empowering Parents Together.
• The committee requested details on the delivery and action plan for the strategy, which will be monitored by the Corporate Performance Board and the Integrated Care Board.
• The committee recommended wider consultation to reflect the diverse population and suggested notifying ward councillors to raise awareness among residents.

The committee resolved to review the strategy's delivery plan and key performance indicators as soon as possible and requested a report back on the Cabinet's plans to monitor delivery.

Empty Property Strategy 2024

The Empty Property Strategy 2024 aims to address the borough's housing needs by reducing the number of privately owned empty properties. The strategy includes an Equality Impact Screening Assessment and seeks Cabinet approval.

Key points from the discussion included:

• The strategy aims to reduce long-term empty properties to no more than 1% remaining empty for more than six months and to return approximately 100 properties a year into occupation.
• The strategy covers privately owned empty properties, including those owned by residential social landlords, and supports the use of long-term commercial properties for residential purposes, subject to planning permission.
• A 12-week public and stakeholder consultation received 110 responses, including from tenants and landlords.
• The committee requested an update on the turnover of council-owned properties and effective budget monitoring to ensure the policy does not over-achieve its stated aim.

The committee welcomed the initiatives set out within the refreshed strategy.

Building Maintenance Capital Programme

The Building Maintenance Capital Programme was introduced by the Corporate Director of Regeneration and Culture. The programme maintains the council's property portfolio through revenue budgets for routine maintenance and a centralised programme for larger items.

Key points from the discussion included:

• The programme prioritises energy efficiency measures to help the council achieve its net zero carbon emission target.
• The committee welcomed the improvements to school properties and the successful libraries development fund.
• The Corporate Director of Regeneration and Culture agreed to provide responses on repairs claims at the Cycling Centre, the lifespan of roofing construction on school buildings, and the projected cost of replacement windows at the Redbridge Music School.

The committee noted the recommendations in the Cabinet report.

Updates from Chairs of the Policy Development Committees

The committee received updates from the Chairs of the Policy Development Committees (PDC) and Scrutiny Committees (SC). Key updates included:

• Councillor J. Hehir reported on progress regarding waste collections and disposal.
• Councillor S. Ahmed commended the work on the Children and Young People PDC outcome report.
• Councillor S. Brar and Councillor K. Joshi provided updates on the Health and Care PDC and Homes and Neighbourhoods PDC, respectively.
• Councillor J. Garfield reported on the Strategy and Resources PDC's work on social value, small and medium enterprises, and procurement.
• Councillor B. Brewer expressed deep dissatisfaction regarding the delayed redevelopment of Whipps Cross Hospital and recommended referring the matter to the Cabinet Member for Adult Social Care and Health.

The committee resolved to engage with the Integrated Care Board and NHS partners for updates on the Whipps Cross Hospital redevelopment and requested the Cabinet Member for Adult Social Care and Health to investigate the matter and take strong action.

For more details, you can refer to the OSC published minutes 8May2024.