The Policy and Oversight Board met on Monday 24 November 2025. The Board received updates on the council's progress in Artificial Intelligence governance and the embedding of co-production with residents, as well as the work programmes of various Policy and Accountability Committees.

Update on AI Governance and Adoption

The Board received an update on the council's governance and adoption of Artificial Intelligence (AI) solutions. The report highlighted that Hammersmith & Fulham (H&F) is moving from isolated AI pilots to a more strategic approach, focusing on efficiency, service delivery, and resident insight. The council has established a comprehensive governance framework, including AI policies, an enhanced AI Risk Assessment, a Generative AI Working Group, and a new Ethics Board. This framework aims to ensure that AI initiatives deliver measurable value while maintaining high standards of safety, transparency, and ethical oversight.

Key developments include the pilot of Microsoft Copilot, a generative AI assistant integrated into Microsoft 365 applications, which aims to enhance productivity and innovation. The council is also promoting the use of Microsoft Copilot Chat, a free version available to all staff, which has seen significant adoption and is improving productivity. The report also detailed explorations into Copilot Studio Agents for autonomous task completion and the piloting of AI-powered transcription and note-taking tools.

Beyond productivity tools, AI capabilities are being embedded into line-of-business applications. This includes an AI-enhanced contact centre for the Resident Experience and Access Programme (REAP Accelerate), the Fraud, Error and Recovery Data hub (FRED), and AI-driven analytics for managing tenant rent payments. The council is also investing in a CCTV network upgrade with AI capabilities for improved public safety and enforcement, and exploring AI for legal services, road condition monitoring, and smart city initiatives.

The report acknowledged challenges such as data readiness, siloed adoption, and the need for workforce upskilling. Mitigations include aligning AI adoption with the AI governance framework, robust supplier verification, comprehensive training programmes, and ensuring all AI solutions have strong business cases and benefits realisation monitoring. The council's AI Governance Framework has been enhanced, with an AI Risk Assessment now mandatory for all AI functionalities. The Generative AI Working Group has been expanded to ensure broader representation, and a new senior officer-led Ethics Board provides independent oversight for AI adoption, particularly where there is resident impact. The council aims to become a data-driven, digitally confident organisation, harnessing technology to shape the future of public service delivery.

Update Report on Embedding the LBHF Commitment to Co-production with Residents

The Board received an update on the council's progress in embedding its commitment to co-production with residents, with a particular focus on Disabled residents. The report detailed the council's aspiration to create a more inclusive, accessible, and equitable borough by working collaboratively with residents to transform local decision-making. The definition of co-production has evolved from its origins with the Disabled People's Commission to encompass all H&F residents, meaning people and decision-makers working together to plan, design and review policies and services that affect our residents' lives.

The report highlighted the current delivery structure, led by a dedicated co-production team and supported by Councillor Alex Sanderson as the Cabinet lead. The Hammersmith & Fulham Co-production Implementation Group, now renamed Co-production Matters H&F, plays a crucial role in overseeing and guiding the implementation of co-production principles. This group is co-chaired by Councillor Sanderson and a Disabled resident, Donna Fenner.

Significant progress has been made in embedding co-production through a corporate disability equity and co-production training programme for council officers, with over 250 senior managers having completed the training. A Resident Co-production Reimbursement policy has also been developed to recognise residents' time and expertise. The council's intranet provides practical resources for officers, and a Disabled staff-led Disability Equity Network is modelling co-production within the council. Community-led training for Disabled residents has also been delivered, with over 100 residents trained and actively participating in co-production activities.

Key successes include the co-production of the Civic Campus development, Family Hubs, a Youth Voice strategy, a Dementia Strategy, a Disabled People's Housing strategy, a Digital Inclusion strategy, and a Vision for Independent Living. The report also detailed case studies on the Disabled People's Housing Strategy, the Inclusive Design Review Panel, the co-production of Family Hubs, the Youth Council's work, and digital inclusion initiatives. These examples demonstrate genuine co-production through resident co-chairs, real decision-making power, multi-year partnerships, budget influence, and partner evaluation reports.

The report identified challenges such as the pace of work, ensuring accessibility of information and meetings, and statutory duties. However, it concluded that the council is developing strong co-production infrastructure and commitment, with a shift in culture and practice underway. The report encouraged departments to further embed co-production, emphasising the need for clarity on what co-production means, accessible training, and stronger engagement with community organisations.

Policy and Accountability Committees' Work Programmes

The Board received an update on the work programmes of the council's six Policy and Accountability Committees (PACs). The report provided details of upcoming meetings and key items to be discussed by each committee, including the Children and Education PAC, Climate Change and Ecology PAC, Health and Adult Social Care PAC, Housing and Homelessness PAC, Social Inclusion and Community Safety PAC, and The Economy, Arts, Sports, and Public Realm PAC. The Board noted the work programmes and discussed areas for future review or collaboration.

The Board noted the dates of future meetings, with the next scheduled for 29 April 2026.