The Strategy and Change Scrutiny Panel met to discuss the progress and future direction of the council's Workforce Strategy. Key areas of discussion included recruitment and retention, learning and development, equality, diversity, inclusion, and community engagement, alongside ongoing workforce challenges such as an aging workforce and the need for new skills. The panel also reviewed its work programme.

Workforce Strategy Update

The panel received an update on Ealing Council's Workforce Strategy, which aims to make the council an employer of choice and ensure its workforce is equipped for future needs. The strategy is built around five key priorities: learning and development, recruitment and retention, attracting early and mid-career professionals, equality, diversity, and inclusion (EDI), and community engagement.

Significant progress has been made in strengthening management capabilities through programmes like People Manager Fundamentals and an updated induction process. The council has also introduced initiatives to improve career progression, including the Rise Up programme for aspiring managers, apprenticeships, and a work experience programme that hosted 330 young people in 2026. To enhance recruitment and retention, the council has introduced family-friendly policies, rental and childcare deposit loans, and a 25-year long service recognition award. The EDI agenda has been advanced through enhanced website content, training modules, and the achievement of White Ribbon Accreditation. Community engagement efforts include updating role profiles to emphasise partnership working and involving residents in recruitment panels.

Despite this progress, the council faces ongoing challenges. These include persistent difficulties in attracting and retaining specialist professionals, a significant proportion of the workforce being over 45 with a low representation of younger employees, and the need to adapt to changing skill requirements, particularly in digital, data, and AI. Workforce wellbeing remains a critical focus amidst financial pressures and evolving public service demands.

During the discussion, Councillor Ben Wesson highlighted the importance of data on workforce representation, particularly in senior roles, and suggested further analysis against public sector averages. Councillor Shaira Karimi emphasised the need for ongoing collaboration between councillors and officers, and the integration of advanced technology to improve service delivery and resident engagement. Councillor Jags Sanghera raised concerns about residents struggling with technology and the importance of maintaining accessible communication channels, such as the Round Ealing magazine. Councillor Ajay Roy pointed out issues with delayed responses from officers to resident queries and the need for better communication channels for councillors. Councillor Sanjai Kohli suggested that staff should receive formal training on new regulations and strategies, rather than relying solely on self-development. Councillor Mohan sought clarification on whether the recommendation for further data included figures on diversity representation.

In response to questions about agency staff, it was noted that the council has reduced its reliance on agency workers from 814 in February 2025 to 423. The council's preferred supplier, ADECO, allows for permanent recruitment after 12 weeks at no additional cost. However, challenges remain in recruiting for specialist roles, such as surveyors and social workers, where agencies can offer more competitive rates.

The panel also discussed the council's approach to hybrid working, with the policy remaining that staff are expected to work 35 hours from a council location. The actual arrangement depends on service delivery needs, with leaders typically expected in the office three or more days a week, and other staff two or three days.

The meeting also touched upon the Urban Hack programme, an initiative that brings teenagers together with academics to solve council-related problems, and the Foundations of Connected Communities programme, which aims to foster a more collaborative and innovative organisational culture.

Panel Work Programme

The panel reviewed its proposed work programme for 2026-2027. Key items for scrutiny include the workforce strategy, strategic commissioning, and the council's Connected Communities agenda. The panel will consider the work programme further at future meetings.

The meeting concluded with thanks to the officers for their contributions and hard work.