The Hammersmith and Fulham (H&F) Policy and Oversight Board convened to discuss the council's transformation programmes, its achievement as a Disability Confident Leader, and updates from various Policy and Accountability Committees (PACs). The board reviewed the progress and objectives of several transformation initiatives aimed at improving services and securing financial stability, and they also noted the updates from the PACs and scheduled upcoming agenda items.

Disability Confident Leader Status

H&F Council has been recognised as a Disability Confident Leader, the highest accreditation within the UK Government's Disability Confident scheme. Councillor Lisa Homan, Chair of the Policy and Oversight Board, noted that this was a positive achievement for the council.

Mary Lamont, Assistant Director for People and Talent, explained that this status reflects the council's commitment to an inclusive, accessible, and supportive environment for colleagues, customers, and community members. The council has demonstrated best practices in recruiting, retaining, and developing disabled people, and is actively championing disability inclusion across its networks.

Key initiatives contributing to this recognition include:

• Inclusive Recruitment: Guaranteed interviews for disabled candidates meeting essential criteria and pre-interview adjustments.
• Workplace Adjustments: Support delivered through Microlink, including assessments, equipment, and ergonomic aids.
• Manager Training: Mandatory training on disability, equity, and co-production.
• Accessibility & Digital Inclusion: Use of digital tools like Read&Write, and a Wellbeing Passport to support neurodiverse and disabled employees.
• Co-Production & Community Engagement: Resident-led commissioning and co-production groups.

Councillor Rory Vaughan, Chair of The Economy, Arts, Sports, and Public Realm PAC, noted that the council had taken the opportunity to embed co-production by having teams that are promoting it across the council, which has led to this result.

Councillor Nicole Trehy, Chair of the Climate Change and Ecology PAC, commented on the positivity and reduction of bias, and the benefits of attracting a huge variety of people into the workforce.

Transformation Programmes Overview

The board received an overview of the council's corporate and service transformation programmes, which are part of the council's strategy to ensure strong medium-term financial governance. Councillor Rowan Ree, Cabinet Member for Finance and Reform, explained that the council had its grant cut by 54% in real terms over the last 14 years, and that councils across the country are struggling with their financial situations. He stated that the administration has already found £138 million of wasteful spending that has been cut from the budget without affecting frontline services.

The five key programmes are:

Corporate Property Transformation Programme

This programme aims to maximise the operational effectiveness and commercial return of the council's non-domestic property portfolio. Joanne Woodward, Director of Planning and Property, explained that the council has a relatively small corporate property portfolio, as much of the marketable stock was disposed of in previous years. There are 748 non-domestic assets remaining, around 45% of which are general fund assets. The programme will explore the benefits of a corporate landlord model, centralising the management of properties to drive efficiency and align with council priorities.

Key objectives include:

• Reducing operating costs.
• Aligning assets with operational needs.
• Achieving corporate savings through property review and transformation.

The programme is governed by the Corporate Property Board, which includes the Chief Executive and Executive Directors.

Digitalisation Transformation Programme

This programme focuses on improving council services through digitalisation, automation, and new technologies like artificial intelligence (AI). Jo McCormick, who covers procurement, commercial and digital, explained that the programme is focused on improving services across the council through the use of digitalisation approaches, including automation and new technologies, including generative and artificial intelligence.

Key workstreams include:

• Smart & Connected City Development: Exploring the economic, social, and environmental benefits of investing in connectivity technologies and the Internet of Things (IoT).
• In-Depth Service Digitalisation: Working with services to deliver in-depth service transformation and redesign.
• BI Savings Opportunities: Identifying opportunities for savings through the work of the Business Intelligence (BI) team.
• Digital Services Savings Opportunities: Reviewing existing contracts and licensing to reduce duplication and ensure contracts are fit for purpose.

The programme is governed by the Digitalisation Working Group.

REAP Accelerate Transformation Programme

Mia Peters, Assistant Director of the Resident Experience and Access Program, explained that the Resident Experience and Access Programme (REAP) aims to create a single digital pathway for all resident contact, ensuring consistency in customer service across all channels. The programme seeks to enhance digital services, making them straightforward and convenient, while also providing alternative interaction methods for those who cannot or do not want to use digital channels.

Key activities include:

• Implementing a Customer Relationship Management (CRM) system and My Account portal.
• Utilising AI voice and chatbots.
• Business process re-engineering.
• Consolidating contact centres.

Revenue Raising Transformation Programme

This programme aims to increase income generation and explore new opportunities across the council. Jo McCormick explained that the programme focuses on ruthless financial efficiency and supporting delivery of frontline services through maximisation of income.

Key areas of focus include:

• Increasing income from existing commercial activities.
• Exploring new income generation opportunities.
• Providing training and development in commercial decision-making.

The programme is led by the Commercial Board, which reviews commercial activities and considers business cases for new ventures.

Workforce Transformation Programme

This programme focuses on reshaping the workforce to better meet changes in the operating environment, with improved efficiency and enhanced operations across recruitment, workforce planning, and learning and development. Mary Lamont explained that the Workforce Transformation Programme for People and Talent is about reshaping the workforce to better meet changes in our operating environment with improved efficiency and enhanced operations across recruitment, workforce planning and learning and development.

Key components include:

• Establishing a Joint Venture (JV) for agency and interim staffing services.
• Redesigning the People and Talent Operating Model.
• Transitioning to an establishment control model to strengthen financial oversight.
• Centralising Learning and Development (L&D) to support workforce planning and succession.

The programme is overseen by the Resource Management Board (RMB).

Adult Social Care Transformation Programme

Sarah Bright, Director of Commissioning, Transformation and Partnerships for the People's Department, discussed the Adult Social Care (ASC) Transformation Programme, which aims to take a new strategic approach to ASC services to help residents be independent and in control of their lives. The programme follows an assessment of ASC and engagement with partners and stakeholders.

Key workstreams include:

• Strategy and Finance: Reforming the strategic approach to focus on prevention.
• Workforce: Developing a stable and skilled workforce.
• Practice: Ensuring high-quality, performance-driven practice.
• Performance and Improvement: Driving significant improvements in performance across statutory services.

The programme is overseen by a Transformation and Assurance Board.

Questions and Discussion

Following the presentations, board members raised questions and provided feedback on the transformation programmes.

Councillor Trehy asked about how the council was changing its approach to managing its property portfolio. Woodward responded that the council was making sure it was focusing on the right priorities in terms of optimising the estate efficiencies, and that there was a changing mindset and culture change needed across all services involved with property and assets.

Councillor Perez asked about the systems in place to ensure quality of service throughout the transformation process. Each programme has its own governance framework to monitor quality and performance.

Councillor Helen Rowbottom, Chair of the Children and Education PAC and H&F Industrial Strategy Ambassador, asked about the alignment of the property book with the industrial strategy and the demand for specific types of property. Woodward confirmed that the council works closely with the industrial strategy teams to provide affordable workspace and deliver industrial strategy objectives through the property portfolio.

Councillor Afonso asked about key performance indicators (KPIs) with regards to the retransformation and redisposal of corporate assets. Woodward responded that the KPIs are ensuring commercial efficiency, having the right rent and lease arrangements, and maximising commercial opportunities.

Councillor Vaughan asked about the overarching narrative across all of the projects. James Newman, Assistant Director – Finance and Deputy Section 151 Officer, responded that the commonalities are modernising, future-proofing, a corporate approach, more corporate oversight, efficiency, and money saving.

Policy and Accountability Committees' Update Report

The board received an update on the meetings of the council's six PACs in June and July 2025, and their draft work programmes for September and November 2025.

Key discussion points included:

• Children and Education PAC: Discussed Summer in the City 2025, co-production in children's services, and preparation for adulthood in H&F.
• Climate Change and Ecology PAC: Received an update on tackling air pollution in Hammersmith & Fulham.
• Health and Adult Social Care PAC: Discussed an adult social care update, adult social care co-production, and the Hammersmith and Fulham Food Plan 2025-30.
• Housing and Homelessness PAC: Reviewed a housing repairs service update, housing provision for people over 55, and a homelessness update.
• Social Inclusion and Community Safety PAC: Received the annual performance report for the Law Enforcement Team (LET).
• The Economy, Arts, Sports and Public Realm PAC: Discussed the Black History Project update, highway roadworks management and co-ordination, waste and recycling service developments, and the draft Markets and Street Trading Licensing Policy 2025-2030.

Work Programme

The board discussed and noted its draft work programme for the upcoming months.

Upcoming agenda items include:

• AI Adoption and Governance Update
• Co-production across the Council
• Strategy monitoring
• PAC updates and work programmes

The next meeting is scheduled for 24 November 2025.