The Overview and Scrutiny Committee of Haringey Council met on Monday 20 October 2025 to review the council's performance in handling resident feedback and to approve the terms of reference for two new scrutiny reviews. The committee also discussed the customer experience of residents contacting the council and updated its work programme.

Annual Feedback and Resolution Report 2024/25

Councillor Seema Chandwani, Cabinet Member for Resident Services and Tackling Inequality, introduced the Annual Feedback and Resolution Report 2024/25. While acknowledging the high number of complaints, she highlighted that direct comparisons with other councils could be misleading due to differing service structures and housing stock. Kirsten Webb, Feedback and Resolutions Manager, presented the report, detailing how resident feedback had driven service improvements. The report indicated a high compliance rate of 99% for Housing Ombudsman orders, but also a significant 44% increase in Stage 2 complaint escalations across the council, placing greater pressure on resources. The Housing Ombudsman noted a higher rate of maladministration attributed to Haringey Council compared to the national average. In response, the council is investing in additional staffing, a new case management system, and strengthening internal monitoring.

Councillor Matt White, Chair of the Committee, expressed concern about the decline in timely responses to complaints over the past five years and questioned the resources available to the Complaints team. Councillor Chandwani highlighted the new case management system and the emphasis on using complaints for improvement rather than adopting a defensive stance. Claire McCarthy, Director of Strategy, Communications and Collaboration, agreed that the new system would improve efficiency and allow more time to work with services on driving improvements.

Councillor Pippa Connor raised concerns about the Local Government and Social Care Ombudsman's report noting poor timely compliance with recommendations. Councillor Chandwani accepted these concerns and outlined plans for a refreshed improvement plan, involving targeted work with specific services to address root causes. Jo Baty, Director of Adult Social Services, emphasised the need for cultural change, including a more compassionate tone in responses and reducing over-reliance on emails.

Councillor Makbule Gunes noted that housing-related concerns consistently formed the majority of complaints and casework, highlighting the need for drastic improvements. Councillor White noted the absence of Housing Department representatives. Councillor Chandwani acknowledged the significant investment needed for the borough's housing stock. Kirsten Webb explained that complex housing issues, such as tracing leaks, impacted multiple residents and required follow-up work. The team is working on defining these types of complaints at the triage stage to ensure clearer responses.

Councillor Connor proposed a recommendation for the Housing team to explore the wider implementation of regular 'repair surgeries' on housing estates. Councillor Chandwani acknowledged that while the 'repair surgery' model had been attempted on Broadwater Farm, she was unaware of any weekly implementations elsewhere.

Councillor Adam Small cautioned against becoming tolerant of maladministration while acknowledging the need for a less defensive culture. He also sought clarification on the division of responsibility for delayed responses between the complaints team and service departments. Claire McCarthy offered to provide additional written information on different complaint processes and suggested that Scrutiny Panels could undertake more detailed scrutiny of specific service complaint procedures.

Customer Services - Experience of Residents in Contacting the Council

Councillor Seema Chandwani introduced the report on customer services, acknowledging the dedication of frontline staff facing high demand. Elaine Prado, Head of Customer Experience and Operations, presented data showing a decline in performance, with only 58% of calls answered in September against a target of 90%. This was attributed to the removal of call capping from the telephony system and successive budget reductions leading to reduced staffing.

Nathan Pierce, Chief Digital and Innovation Officer, outlined the digital transformation programme aimed at reducing demand on the customer contact centre through automation and new digital channels, including AI chatbots. The Service Modernisation Portfolio Board, chaired by Councillor Dana Carlin, Cabinet Member for Finance and Corporate Services, prioritises projects based on savings, with a significant focus on Adults, Housing and Health, and Children's Services.

Councillor White expressed concern about staff reductions preceding actual savings and requested information on previous savings proposals. Councillor Chandwani noted that multi-year savings might be implemented later and highlighted the investment in the new digital team. Councillor Carlin emphasised that savings were built into the current and future years, with a process established for agreement between Digital and relevant services.

Councillor Small commented that some residents might prefer long waiting times to no access at all, while Councillor Chandwani acknowledged that both scenarios were frustrating. She stressed the need to understand why a quarter of a million phone calls were made annually and how this could be reduced. Councillor Small also raised concerns about budget cuts and staffing reductions putting pressure on customer services staff. Councillor Chandwani responded that savings must be made in the right way to avoid being counter-productive and that modernisation was necessary regardless of funding levels.

Councillor Gunes asked how digitally excluded individuals would access the new system. Councillor Chandwani stated that a balance would be struck, with many residents able to use technology, while others could still use the phone. Councillor Connor inquired about interim measures to relieve pressure on staff before new digital channels were operational. Councillor Chandwani mentioned ongoing recruitment and the potential impact of managing 'net call'.

Councillor Connor also questioned how the impact of new digital channels on reducing demand would be measured. Barry Francis, Corporate Director of Environment and Resident Experience, explained that the Service Modernisation Board and Resident Experience Board would track this. Nathan Pierce added that the new telephony system would provide richer data on customer interactions across various channels.

Scoping Documents - Scrutiny Reviews

The committee approved the terms of reference for two new scrutiny reviews. The first, led by the Children & Young People's Scrutiny Panel, will examine the Provision of Services for Under 1's and Delivery of Outcomes, focusing on early intervention and equitable access to services. The second, led by the Culture, Community Safety & Environment Scrutiny Panel, will investigate Cycling Safety and the Walking & Cycling Action Plan, including the impact of electric bikes and the safety of cyclists and pedestrians.

Work Programme Update

Councillor White reported that the next meeting on 27 November 2025 would focus on the 2026/27 Budget and Medium Term Financial Strategy. The meeting on 10 December 2025 would include the Quarter 2 Finance update. The Corporate Delivery Plan update, originally scheduled for December, would now be in March, allowing for scrutiny of any emerging issues from the Quarter 1 update. Members were asked to submit any specific areas for scrutiny in advance.