The Overview and Scrutiny Committee was scheduled to convene to discuss contract performance, infrastructure funding, and improvements to the Thames Path. The committee was also scheduled to review the Forward Plan, which outlines upcoming executive decisions.

Rethinking the Riverside – A Review of the Thames Path

The Overview and Scrutiny Committee was scheduled to consider the findings and recommendations of the Rethinking the Riverside - A Review of the Thames Path Cover Report. The review, led by Councillor Maisie Richards Cottell, was commissioned by the Overview and Scrutiny Committee to investigate the Thames Path's connectivity and potential upgrades.

The review group reportedly adopted a systems-thinking approach, collaborating with academic institutions such as the University of Greenwich and University College London, council officers, community organisations, and external stakeholders. Their methodology included:

• A public survey
• Site visits
• Focus groups
• A business audit
• Academic workshops
• A stakeholder systems-thinking workshop
• Detailed mapping of land ownership along the Thames Path
• Internal surveys with council departments

The review was structured around five themes: experience, enhancement, engagement, economy, and strategic delivery. The Rethinking the Riverside - A Review of the Thames Path Cover Report identifies challenges such as inconsistent surfacing, poor lighting and fragmented ownership, but also highlights the Thames Path's potential. The report recommends a borough-wide Thames Path Strategy, improved design standards, enhanced community engagement, and stronger integration with planning and regeneration frameworks.

The recommendations included:

• Adopting minimum width standards for new and upgraded sections of the path.
• Prioritising tree canopy cover.
• Requiring new developments along the river to positively engage with the Thames Path.
• Separating cycle and pedestrian routes where space allows.
• Reviewing signage along the path.
• Introducing lighting along the whole path.
• Developing and enforcing a borough-wide Thames Path Design Vision.
• Considering including a biodiversity action plan for the Thames Path and riverside in The Thames Path Design Vision.
• Requiring new developments to provide public access, with clear, well-lit, and signposted entries.
• Mapping all riverside land ownership and delivering upgrades regardless of fragmented tenure.
• Designing each path section to celebrate local distinctiveness.
• Creating new structures for local community involvement in design, maintenance, art, and storytelling.
• Funding and promoting community events, walking/cycling festivals, interpretive panels, and creative installations to build identity and raise awareness.
• Building on emerging partnerships to mobilise volunteers and long-term stewardship.
• Celebrating the 30th anniversary of the Thames Path's designation as a national trail in 2026.
• Requiring at least one animated feature (café, play area, art installation, or event space) in every section.
• Providing incentives for business start-ups, pop-ups, cultural events, and Sunday markets along new and upgraded stretches.
• Developing more active frontages, seating, gathering areas, and information points, especially in less commercialised zones.
• Establishing a riverside business network within the borough to engage leisure, industrial and creative businesses, who operate along the river, in Thames Path planning and promotion.
• Connecting the Thames Path with jetties and piers along the river.
• The Cabinet proposing resourcing and policy for a cross-departmental, multi-year Thames Path Strategy, linked to both local and London-wide plans.
• The Cabinet seeking to lead and convene a Greenwich riverside working group, involving public sector, businesses, landscape architects, and active travel user groups, for ongoing delivery and stewardship.
• The Thames Path being clearly highlighted in the Local Plan¹ and other relevant Council planning strategies.
• Exploring adopting the Thames Path in new developments to ensure consistent maintenance and public access.
• Earmarking developer contributions from riverside and nearby developments for Thames Path upgrades and improvements.
• Developing a borough-wide programme to support other strategic trails such as the Capital Ring and Creekside Walk, ensuring joined-up planning and investment.

The Overview and Scrutiny Committee was asked to endorse the report and submit it to the Chief Executive for a decision on submission to the Executive for consideration.

Infrastructure Funding Statement 2024–2025

The Overview and Scrutiny Committee was scheduled to receive an update on income and expenditure for the previous financial year relating to the Community Infrastructure Levy (CIL) and Section 106 (S106) agreements.

Developer contributions help to mitigate the impact of development and support the provision of local infrastructure. There are two mechanisms by which the Council can secure contributions from development: planning obligations secured through a Section 106 agreement; and the Community Infrastructure Levy (CIL).

CIL is a tariff-based charge that applies to development that creates a new dwelling or 100 square metres or more of new floor space. Section 106 agreements are used to mitigate the impact of development and help to ensure that Royal Greenwich's planning policy requirements are met. Obligations are secured through a legal agreement between the applicant and planning authority, which focusses on site-specific mitigation and generally applies to schemes of 10 or more residential units and/or 1,000sqm of other use floorspace.

In FY2024/25, the Royal Borough issued 47 Demand Notices totalling just over £6.5m - £5m of which was for Borough CIL (BCIL) and £1.5 was for Mayoral CIL (MCIL). For the same period £1.1m of CIL relief was granted. Just over £5.1m was collected in FY2024/25. In 2024/25 S106 financial obligations totalling £9,461,367 were secured and £11,288,195 was collected in S106 contributions. In FY2024/25 S106 spend totalled £14,726,582.

The committee was scheduled to consider how funding decisions align with strategic priorities and whether processes for monitoring and reporting could be improved.

Annual Contract Performance Report - Resources Directorate

The Overview and Scrutiny Committee was scheduled to consider a report on contract management and performance, including social value, as outlined in the council's Contract Standing Orders. Stefanie Seff, Head of Procurement, reportedly authored the report.

Following a review of procurement and contract management practices, Contract Standing Orders were revised and agreed by Council in July 2024. These changes included the establishment of a Corporate Procurement Board. A contract management framework has been agreed and is due to be rolled out from December/January 2026. In addition, a new Procurement Strategy and Social Value Framework are due to be released shortly.

The report contained performance details of the nine contracts in the Resources Directorate that meet the value criteria of a whole life cost above £2M. These included:

• ATEC - Technology Enabled Care Services with Alcove
• Stores Supply Contract with Wolseley Group Ltd
• Managed Network Services with MLL Telecom
• SPS 2736 - Leasehold (RTB) Properties Insurance with Protector Forsikring ASA
• Corporate Insurance Lots 1- 3 (Property, Combined Liability, Group Personal Accident and Travel) with Risk Management Partners Ltd
• Microsoft Enterprise License Agreement with Softcat PLC
• Managed Training Services with Reed Specialist Recruitment
• Financial Management System with Civica UK Limited
• Housing Management System with NEC Software Solutions UK Limited

Overall, performance on these contracts has reportedly been good with a few exceptions. The areas highlighted included:

• Housing Management System performance and risks
• Social Value across the majority of contracts
• Financial risk for two contracts

The committee was asked to agree that the report and any recommendations be submitted to the Chief Executive.

Forward Plan

The Overview and Scrutiny Committee was scheduled to note the upcoming executive decisions set out in the Forward Plan for the period November 2025 – February 2026. The Forward Plan is published to ensure that 28 days' notice of upcoming key decisions is given. Key decisions are executive decisions which are likely to:

• Result in the Council incurring or making significant expenditure or savings.
• Have a significant effect on communities living or working in more than one ward.

If the Committee considered that any item listed on the Forward Plan should be subject to scrutiny, then a request must be made to the Chief Executive.