The Finance Overview and Scrutiny Committee of Wandsworth Council was scheduled to discuss improving the financial resilience of residents, the council's transformation programme, and its work programme. The meeting's agenda also included the confirmation of previous minutes and declarations of interest.

Improving the Financial Resilience of Residents

A significant portion of the meeting was dedicated to a report by the Executive Director of Finance concerning efforts to enhance the financial resilience of Wandsworth residents. The report highlighted the impact of recent financial shocks, such as the COVID-19 pandemic and rising energy costs, on households in the borough. It detailed the council's response through a £15 million Cost of Living Fund and Programme, noting a shift from immediate crisis support to longer-term initiatives aimed at building resilience.

The report was structured around key lines of enquiry identified by the committee members. These included how the council is transitioning from crisis support to long-term resilience, how success is measured, the incorporation of feedback from residents, staff, and stakeholders, the mapping of anti-poverty activities, progress on the recommendations of the Cost of Living Commission, and how financial resilience work supports the Transformation Programme's demand management portfolio.

Analysis presented indicated that while Wandsworth residents are generally better positioned than many nationally, a considerable number are experiencing financial hardship, particularly pensioners and disabled individuals. The report noted rising inflation, particularly in housing and household services, and the disproportionate impact of increased food prices on lower-income families. It also referenced the Renters' Rights Act, which aims to provide greater protection for renters, and the potential implications for landlords.

The report detailed various initiatives undertaken by the council, including the Low Income Family Tracker (LIFT) platform, which has helped residents secure over £21 million in lifetime income. It also outlined the work of the Benefits team in supporting residents transitioning to Universal Credit and the proactive approach taken to assist vulnerable claimants. The Financial Inclusion Team (FIT) was highlighted for its work with council tenants, providing advice on benefits, budgeting, and debt management. Furthermore, the report detailed the appointment of additional Financial Resilience Officers to support residents in maximising income and reducing reliance on discretionary awards.

In Children's Services, efforts were focused on preventing families from falling into or remaining in poverty, with initiatives like the Baby Box scheme and support for free school meals. The Lifelong Learning team and the Workmatch service were also mentioned for their roles in improving adult skills and supporting residents into employment. The report also acknowledged the crucial role of community organisations in supporting residents and detailed the council's grant funding for these groups.

The report also addressed how success is measured for projects funded through the Cost of Living Programme, noting the challenge of using consistent metrics across diverse projects. It outlined the criteria used for assessing bids, which include building individual and community capacity, targeting those most in need, and addressing key areas of struggle such as food, energy, skills, and income. The Financial Resilience Navigators project was presented as an example of a pilot project with intensive advice and advocacy, with robust monitoring and evaluation planned.

Feedback mechanisms for residents, staff, and stakeholders were also described, including surveys for Community Spaces and feedback gathered during Money Advice Roadshows. The report detailed the council's collaboration with local stakeholders such as Wandsworth Foodbank and Citizens Advice Wandsworth, including quarterly meetings to discuss local pressures and identify opportunities for joint working.

The report also provided an update on the council's progress in delivering against the 35 recommendations of the independent Cost of Living Commission, which focused on housing, energy, food, and transport. Specific actions mentioned included reducing transport costs for low-income households, improving home energy efficiency, expanding access to healthy and affordable food, increasing the supply of affordable housing, and improving conditions for private renters.

Finally, the report explained how work to improve resident financial resilience supports the demand management portfolio of the council's Transformation Programme, emphasizing the link between financial wellbeing and broader health, social care, and housing needs.

The Council's Transformation Programme

A report by the Deputy Chief Executive provided an overview of the progress made in establishing a council-wide Transformation Programme. The programme aims to address challenges such as increasing service demand and national funding changes by reshaping how the council operates. It is organised across eight portfolios: Digital Council, Enabling Corporate Core, Resident Services, Adult Social Care & Public Health, Children's Services, Demand Management, Growth & Place, and Assets.

The report outlined a business case approach for developing initiatives, focusing on efficiencies, productivity, prevention, demand reduction, growth, income generation, and exploring alternative service delivery models. The programme aims to deliver balanced Medium Term Financial Strategies (MTFS), promote greener and sustainable practices, foster an engaged council, and develop its workforce. The initial ambition is to reduce the council's costs by £45 million per year ongoing within three years.

The report detailed the programme's governance structure, including Portfolio Boards chaired by Executive Directors and a Transformation Board chaired by the Deputy Chief Executive. It also mentioned the engagement of an external strategic partner to provide additional expertise and support. The programme timeline was presented, showing its overlay with the council's MTFS.

Work Programme

The Director of Law and Governance presented a report on the Finance Overview and Scrutiny Committee's Work Programme. The report outlined guidance for developing the work programme, emphasizing the importance of accessing relevant information, applying clear inclusion criteria, and setting focused objectives. It suggested various sources of information, including performance data, financial reports, corporate complaints, and the Forward Plan of Key Decisions.

The objectives for the committee's work programming were identified as improving services, policy endorsement, pre-decision scrutiny of Cabinet decisions, gaining insights, and horizon scanning. Criteria for including items in the work programme were detailed, focusing on the benefits of scrutiny, the method of scrutiny, desired outcomes, and engagement with decision-makers. The report also noted that limited resources mean Task and Finish Group activities need careful timetabling.

The report included an appendix detailing the proposed Finance OSC Work Programme for January and February 2026, with specific agenda items such as Improving the Financial Resilience of Residents, The Council's Transformation Programme, and Budget and Council Tax Setting 2026/27. It also listed briefing topics and Cabinet responses to previously submitted recommendations. The Forward Plan of Key Decisions, published on 23 December 2025, was also provided, outlining decisions likely to have significant expenditure or savings, or considerable effects on local areas.