The Scrutiny Streets & Environment Sub-Committee met on Tuesday 27 January 2026 to discuss the Period 7 Financial Performance Report, the Budget Scrutiny Challenge, and the draft Electric Vehicle Charging Point Strategy. The committee noted an improved financial forecast underspend of £600,000 and welcomed proposals for increased parking income and digital transformation within planning and building control services. They also reviewed the draft Electric Vehicle Charging Point Strategy, raising concerns about practicalities and accessibility.

Period 7 Financial Performance Report

The committee reviewed the Period 7 Financial Performance Report for the Sustainable Communities, Regeneration & Economic Recovery (SCRER) budget. They noted a forecasted underspend of £600,000, an improvement from the previous period, attributed to increased income in community safety and a slight overspend in planning and regeneration due to facilities management costs. A significant portion of the overall council underspend was due to overachievement in parking income as part of the stabilisation plan.

Concerns were raised about vacancies within the planning department, with five planner roles and two and a half technical support posts being kept vacant as a cost-saving measure due to a downturn in planning applications and subsequent reduction in fee income. Eight vacancies were also noted in the building control team. Officers explained that these vacancies were a conscious decision to manage the budget and that the workforce was right-sized to meet current demand. Performance indicators for planning application processing were reported as being good and above target, although planning enforcement was identified as an area of pressure. The committee commended the positive movement in the budget and the updated forecasted underspend.

Budget Scrutiny Challenge

The sub-committee considered budget proposals for 2025/26, focusing on two key areas: increased parking income and digital transformation of planning, building control, and regulatory services.

Increased Parking Income: Proposals included generating £1 million through London Councils' uplift of penalty charge notice (PCN) fees and a £150,000 savings target linked to modernising outdated parking IT systems. A new integrated PCN processing system is being procured to replace a legacy platform from 2010, aiming to improve efficiencies, customer experience, and recovery rates. While the new system is expected to generate around £600,000 in benefits annually, it carries running costs of £300,000 and implementation costs of £150,000 in the first year. The committee heard that the current PCN collection rate was 54%, compared to a London average of 70%, and the new system aims to improve this. Concerns were raised about the quantification of costs and savings before procurement, but officers assured the committee that significant preparatory work had been completed. The new system is expected to integrate with existing council services, including RingGo, and residents should not experience significant changes to their interaction with parking services. The committee welcomed the proposed improved case management experience for PCN appeals and noted the assurance provided by officers regarding the transition and data migration.

Digital Transformation of Planning, Building Control, and Regulatory Services: This proposal involves the re-procurement of the Uniform case management system. While initially intended to deliver administrative savings, the focus has shifted towards generating additional income through increased fee levels, higher service volumes, and stronger commercial engagement with developers, supported by government changes to planning fee setting. An upgrade of the Uniform system is planned, with further appraisal of future options to ensure best value. The committee noted that the saving of £250,000 from this initiative has been moved to 2028/29 to allow for thorough planning and testing. Concerns were raised about how increased fee income would be generated given the downturn in the construction market, but officers highlighted a 6% rise in the council's market share for building control services and the recruitment of a commercial manager to grow this area. The committee was assured that the upgrade to Uniform would improve workflows and free up officer time for better customer advice. They positively noted that savings were not being included for the next year without substantiation and that there was clarity on how additional building control fee income would be generated.

Electric Vehicle Charging Point (EVCP) Strategy

The sub-committee received an update on the development of Croydon's draft Electric Vehicle Charging Point (EVCP) Strategy. The strategy aims to deliver a borough-wide, accessible, and equitable EV charging network, supporting the transition to low-emission vehicles and aligning with the council's climate commitments. The report outlined principles including appropriate coverage across all wards, solutions for residents without off-street parking, and partnership working.

A key area of discussion was Cross Pavement Solutions (CPS), which allow residents without driveways to charge EVs using their home electricity supply. While the council has secured £193,000 in grant funding for CPS, concerns were raised about potential safety issues, maintenance liabilities, and the impact on street scenes. A pilot of approximately 10 CPS installations for disabled drivers is planned. The committee expressed concerns that this pilot might not be sufficient to assess the impact on the wider resident population. They recommended that officers review the pilot to ensure it generates enough data and that widespread consultation with disability and accessibility groups, as well as EV owner associations, takes place. The committee also recommended considering community charging hubs and the wider impact on kerbside usage as part of the strategy.

The strategy aims to deliver approximately 4,200 EVCPs by 2035, using a blended model of chargepoint rollout. The council will work with chargepoint operators (CPOs) to identify sites and deliver the necessary infrastructure. Key performance indicators for CPOs will cover operational, financial, and customer experience metrics. The committee noted that current commercial arrangements with CPOs are not regularised, and the council receives no income from them. Future arrangements will aim to balance CPO investment returns with income for the council. The strategy will be reviewed annually due to the rapidly evolving nature of EV technology. The committee was assured that there is sufficient capacity in the electrical grid to support the planned expansion.

The committee made several recommendations, including reviewing the sufficiency of data from the CPS pilot, encouraging widespread consultation with expert groups, considering community charging hubs, and assessing the overall impact on kerbside usage. They also recommended formalising CPS into a policy if deemed viable after the pilot.

Cabinet Response to Scrutiny Recommendations

The sub-committee noted the positive responses from the Cabinet to their previous recommendations, with all three being either partially accepted or accepted.

Scrutiny Work Programme 2025-2026

The sub-committee noted the draft work programme for the upcoming municipal year.