The Finance Overview and Scrutiny Committee of Wandsworth Council met on Thursday, 22 January 2026, to discuss improving residents' financial resilience, the council's transformation programme, and the committee's work programme. Key decisions included noting the report on financial resilience and the transformation programme, and agreeing to note the work programme.

Improving the Financial Resilience of Residents

The committee received an update on the council's efforts to support residents facing financial hardship, a situation exacerbated by events such as the COVID-19 pandemic and the Russian invasion of Ukraine. The council has shifted its focus from immediate crisis support to long-term financial resilience initiatives.

Bethany Pepper, Cost of Living Programme Manager, highlighted the council's £15 million Cost of Living Programme, which has evolved to support residents in building long-term resilience. The Low Income Family Tracker (LIFT) platform has been instrumental, helping over 7,500 residents secure an estimated £21 million in lifetime income through targeted campaigns and auto-enrolment for benefits like Pension Credit and social water tariffs. Partnerships with Thames Water and Policy and Practice have seen over 1,000 households automatically enrolled onto social water tariffs. The council has also expanded its Financial Inclusion Team to offer specialist advice on welfare benefits and debt management.

Sarah Chapman, Advocacy and Communications Manager from Wandsworth Food Bank, shared insights into the significant challenges faced by residents, with many households having only £104 per week after housing costs to cover all essentials. She noted that two-thirds of food bank referrals are for individuals with disabilities or long-term health conditions, and many are reliant on inadequate social security payments. Chapman praised the council's recent adoption of three key recommendations from the food bank: ceasing the use of bailiffs for council tax recovery from residents receiving council tax reduction, proactively contacting residents to help them apply for council tax reduction, and ensuring all council communications are clear, compassionate, and helpful. The council's implementation of these recommendations, including using the LIFT platform to identify eligible households for council tax reduction, was highly commended.

Councillor Belton inquired about the council's collaboration on the new Crisis and Resilience Fund and the proportion of people in work who receive assistance from the food bank. Chapman indicated a willingness to collaborate on the fund and stated she would provide exact figures on income sources in a couple of weeks, noting that those seeking food bank assistance are typically on minimum wage, in insecure work, or facing other significant challenges.

Councillor Corner asked about the demand at different food bank sites, and Chapman explained that demand correlates with areas of multiple deprivation, with the busiest sites located in Battersea, Roehampton, and Tooting.

Councillor Fraser explored the concept of co-production, and Chapman detailed how the food bank's design and services are shaped by the input of service users, including offering fresh produce and providing advice services. She also highlighted the positive impact of the Access for All scheme in providing affordable access to leisure activities.

Councillor Apps inquired about areas for focus in mapping poverty, and Chapman identified unpaid carers, disabled individuals, social housing tenants, larger families, and Black residents as groups disproportionately represented at the food bank, pointing to wider social and economic injustices.

Councillor Critchard thanked the volunteers and asked officers about describing poverty in a more understandable way. Chapman suggested including individuals experiencing domestic abuse and those facing sudden financial hardship due to relocation.

Councillor Critchard also raised the issue of avoided costs through early intervention, suggesting the committee consider recommending a review of how these savings can be measured. Officers acknowledged the difficulty but confirmed that reducing demand on services and voluntary sector offerings is a key aim.

Councillor Critchard also suggested increasing the rollout of every contact counts training to partner agencies like GPs and schools, and exploring further work with council tenants to prevent them from falling into council tax arrears. Ms. Wilson, Director of Revenue Services, confirmed that referrals to enforcement agents are a last resort and that the housing rents financial inclusion team works proactively with tenants.

Councillor Hedges asked about the correlation between recent inflation and increased demand for council tax debt support. Chapman stated that while winter months are always difficult, the situation has remained relatively consistent, with low-income families spending a larger proportion of their income on food.

Councillor Belton questioned the justification for using bailiffs and evictions, suggesting that the human and societal costs outweigh the financial recovery. Ms. Wilson explained that the council uses data to segment debt and that the approach to recovery differs based on ability to pay. She proposed that this could be explored in more detail post-election.

Ms. Wilson also provided details on the work of the Financial Resilience Officers, explaining that they can build ongoing relationships with residents and that their impact is measured through various metrics, with a case study highlighting significant income maximisation for one officer.

Councillor Graham raised concerns about the members' allowances scheme, questioning the process by which certain schemes were approved and the interpretation of inflationary uplifts. Mr. Choudhury, Director of Law and Governance, responded to these points, explaining the council's approach to the scheme and its adherence to regulations.

The Council's Transformation Programme

Mr. Wills Fleming, Transformation Director, presented an update on the council's comprehensive transformation programme, aimed at creating a more resident-centric, digitally enabled, and financially sustainable organisation. The programme is structured around eight portfolios, each led by an Executive Director, and is in its early scoping stage. The initial ambition is to reduce the council's costs by £45 million per year ongoing within three years.

Councillor Graham questioned the £45 million savings target in relation to the projected budget deficit, and Mrs. Murray, Executive Director of Finance, confirmed that the figures are being reviewed following the provisional finance settlement and the impact of the fair funding review. She noted that the £45 million is a starting point and that other levers, including reserves and council tax, will be considered.

Councillor Fraser inquired about the meaningful involvement of residents in the transformation process. Mr. Fleming emphasised that residents and service users will be engaged throughout the design and co-production phases.

Councillor Lee asked about engaging frontline staff in the co-production of the programme. Mr. Fleming stated that the chosen external partner has a strong track record of working with frontline staff and that their involvement is crucial to understanding the local context.

Councillor Richards-Jones raised further questions about the financial projections, highlighting the significant deficit and the reliance on council tax increases. Mrs. Murray reiterated that decisions on council tax will be made with full information and that the transformation programme's diagnostic phase will provide a clearer picture.

Councillor Apps asked about member involvement in the programme and the opportunity for members to engage with the external consultants. Mr. Fleming confirmed that Newton Europe has been appointed as the preferred external partner and that opportunities for member engagement will be explored.

Councillor Hedges asked about the key delivery risks for the transformation programme and contingency plans. Mr. Fleming stated that detailed business cases are still being developed, making it premature to define specific risks and contingencies. He highlighted the risk of not leaving staff and members behind in the process and the importance of robust risk management frameworks.

Councillor Critchard raised concerns about the pace of transformation fitting with the development of business cases and the need for agility. Mr. Fleming assured that while a six-month timeline is set for the overall programme update, there will be opportunities for quicker implementation of certain initiatives.

Councillor Belton questioned the basis for the £45 million savings target and the prioritization of digitally excluded residents. Mr. Fleming explained that the £45 million is a sensible starting point based on discussions with directors and external support, and that the programme will consider the needs of all residents, including those less digitally skilled.

Councillor Graham raised further questions about the members' allowances scheme, focusing on the interpretation of inflationary uplifts and the process of scheme approval. Mr. Choudhury provided responses, explaining the council's approach and adherence to regulations.

Work Programme

The committee noted the proposed work programme for the Finance Overview and Scrutiny Committee, which includes pre-decision scrutiny of the budget and capital programme, and a paper on economic development. The committee also noted the Cabinet's responses to previously submitted recommendations.

The meeting concluded with Councillor Stock thanking members and officers for their contributions.