Annette McPartland
Council: Croydon
Committees:
Activity Timeline
Meetings Attended Note this may include planned future meetings.
36 meetings · Page 1 of 8
Health & Wellbeing Board - Wednesday, 18 March 2026 - 2.00 pm
The Health & Wellbeing Board is scheduled to consider a range of reports focusing on the health and wellbeing of children, young people, and families, as well as broader strategic health initiatives. Key discussions are expected to cover the delivery of the Joint Local Health and Wellbeing Strategy, updates on the Family Hubs Model and Children Centres, and the annual reports from the Director of Public Health and the Health and Wellbeing Board itself.
Scrutiny Health & Social Care Sub-Committee - Tuesday, 17th March, 2026 6.30 pm
The Scrutiny Health & Social Care Sub-Committee is scheduled to meet on Tuesday, 17 March 2026, to review progress on the Executive Mayor's Business Plan concerning health and social care, and to discuss the council's procedures for responding to Prevention of Future Deaths reports. The committee will also receive an update from Healthwatch Croydon and consider its work programme for the upcoming year.
Health & Wellbeing Board - Wednesday, 11 March 2026 - 2.00 pm
Cabinet - Wednesday, 11th February, 2026 6.30 pm
The Croydon Council Cabinet meeting on 11 February 2026 confirmed the Community Safety Strategy for 2026-2029, which aims to reduce crime and anti-social behaviour through a focus on violence against women and girls, youth safety, and targeted neighbourhood interventions. The Cabinet also approved the continuation of the Holiday Activities and Food (HAF) Programme until 2029, backed by nearly £4.84 million in government funding, ensuring continued support for disadvantaged children and young people through enriching activities and meals.
Decisions from Meetings
121 decisions · Page 7 of 25
SCRUTINY STAGE 1: RECOMMENDATIONS ARISING FROM SCRUTINY
From: Cabinet - Wednesday, 19th November, 2025 6.30 pm - November 19, 2025
This report sets out recommendations from Scrutiny for the consideration of Cabinet. These recommendations originate from the meetings of the Streets & Environment Sub-Committee on 16 September 2025, and the Scrutiny & Overview Committee on 23 September 2025. Scrutiny’s recommendations highlight potential opportunities for the Council to enhance monitoring and evaluation of delivered work, and to find more equitable funding solutions. Should these recommendations be taken forward, they could help deliver on the priorities in the Executive Mayor’s Business Plan, including balancing the Council’s 2. books, delivering sustainable services, and promoting good governance (Outcome 1, Priorities 1 and 4).
Recommendations Approved
Principal Social Worker Annual Report 2024 – 2025
From: Cabinet - Wednesday, 19th November, 2025 6.30 pm - November 19, 2025
2024–2025 has been a transformational and energising period for Croydon’s Adult and Children’s Social Care services. Both services are rated as ‘Good’ by their respective national inspectorates, the Care Quality Commission (adults) and Ofsted (children’s). The annual Principal Social Worker (PSW) reports (appendix A for adults, appendix B for children’s) are an opportunity to review, reflect and celebrate the achievements of what the roles have delivered. In particular, how their achievements have supported the inspection outcomes, which at their core reflect the quality of practice delivered for our residents. These reports are focused on the professional practice of Croydon’s social care workforce rather than direct impact on residents. However, by its nature, if social care practice can be demonstrated to be of a high quality, the positive impact on working with and taking decisions with our residents will be the outcome. Key areas of strength include: - The successful delivery ranging from the Assessed and Supported Year in Employment (ASYE) programme, to the expansion of Practice Educators and Social Work Apprenticeships; meaning Croydon has cultivated a resilient, skilled, and future-ready workforce. - The introduction of Practice Leads, robust Continuous Professional Development (CPD) policies, and innovative learning spaces such as the adults Practice Library and systemic practice workshops that have elevated the quality and consistency of social work practice. - The Families First initiative and Social Work Reforms offer a unique opportunity to redesign services and embed trauma-informed, culturally sensitive, and evidence-based practice across the system. - A vibrant culture of recognition has been fostered through events like Social Work Day, the PSW newsletter, and the Recognition and Excellence Awards, reinforcing a positive and proud professional identity. Key areas for continuing oversight include: - The ongoing challenge of delivering high-quality services at lower cost, requiring continued innovation in practice and commissioning. - The need to balance transformation with fiscal responsibility will require careful navigation and strong leadership. - The need for sustained recruitment and retention strategies remains a priority, particularly in the context of national workforce pressures. - External policy shifts and inspection frameworks may introduce new demands, requiring agility and sustained investment in quality assurance and workforce resilience. It is, however, also critical to note that children’s and adults’ social care duties are not solely the responsibility of the dedicated care teams. They are a collective duty shared across all council services. From legal and housing to education, finance, and community safety. Every service plays a vital role in safeguarding and promoting wellbeing. Effective social care relies on integrated working, where services collaborate to address complex needs, uphold statutory responsibilities, and deliver person-centered outcomes. Embedding this shared accountability ensures that vulnerable individuals receive holistic support, and that the Council as a whole meets its obligations to protect and empower its residents. This collective duty will be achieved through substantial programmes of change, including our financial model, market management and social care practice; as well as delivering statutory duties. They are underpinned by the Executive Mayor’s Business Plan, the Future Croydon Transformation Plan, and the Medium-Term Financial Strategy, It means that over the next few years, the Directorates will: - Maintain statutory services and safeguard Croydon’s most vulnerable residents. - Deliver a good service at a lower cost. - Ensure that social work practice continues to align with the key aims of both Helping Families Thrive and the Adults Living Independently transformation programmes. The aim is to put adult and children’s social care in Croydon on a sustainable footing whilst ensuring that people who need services receive them.
Recommendations Approved
Croydon Companies Supervision and Monitoring Panel - Update Report
From: Cabinet - Wednesday, 15th October, 2025 6.30 pm - October 15, 2025
1.1 The report provides an update to Cabinet from the Croydon Companies Supervision and Monitoring Panel (CCSMP), established by Cabinet on 26 July 2021, as a response to the governance failings identified in Grant Thornton’s Report in the Public Interest, issued in October 2020. The Council had created a series of complicated company structures but did not have the right control or oversight in place to ensure the effective management of them. This had led to a situation where relationships were not understood, and regulatory failings resulted in the strike-off of one of the Council’s subsidiaries. 1.2 Amongst the recommendations accepted by Cabinet on 26 July 2021 was a requirement that the Council review arrangements to govern its interest in subsidiaries and ultimately ensure the Council’s and taxpayers’ interests are safeguarded. The work of the panel ensures that the Council’s strategic objectives are met, the financial impact of Council companies is understood, and regulatory failings such as strike offs are avoided. 1.3 The report provides an update on the status of Council companies that exist but excludes Brick by Brick (Croydon) Limited. 1.3 This is monitored in accordance with the powers delegated by the Cabinet to the Corporate Director of Resources, in consultation with the Executive Mayor, at the meeting held on 14 February 2024.
Recommendations Approved
2025-26 Period 3 Financial Performance Report
From: Cabinet - Wednesday, 15th October, 2025 6.30 pm - October 15, 2025
...to note the Period 3 financial performance for 2025-26, including a forecast £21.8m underspend in the General Fund, a breakeven position for the Housing Revenue Account, and approval of changes to the capital programme resulting in a net budget decrease of £6.035m, as well as the removal of two financial performance reports from the Cabinet reporting cycle.
Recommendations Approved
ANNUAL TREASURY MANAGEMENT REVIEW 2024/25
From: Cabinet - Wednesday, 15th October, 2025 6.30 pm - October 15, 2025
The report reviews the Council’s Treasury Management activities for the year 2024/25. It is prepared in accordance with the requirements of the Chartered Institute of Public Finance and Accountancy (CIPFA) codes of practice in respect of capital finance and treasury management. The codes recommend that Members are advised of the treasury management activities for the whole of each financial year and of compliance with the various strategies and policies agreed by the Council. The report: • Reviews compliance with the Treasury Management Strategy Statement, Capital Strategy and Annual Investment Strategy as agreed by full Council (Budget Council) on 6 March 2024 (Minute 106/24 applies) and updated on 11 December 2024 (Minute 164/24 applies); • Reviews treasury borrowing and investment activity for the period 1 April 2024 to 31 March 2025; • Demonstrates compliance with the CIPFA Code on Treasury Management and Treasury Management in the Public Services Guidance notes for Local authorities to which the Council must have regard in exercising these functions; and • Demonstrates compliance with agreed Treasury and Prudential Indicators and the CIPFA 2021 Prudential Code for Capital Finance.
Recommendations Approved
Summary
Meetings Attended: 36
Average per Month: 1.7
Decisions Recorded: 121