The Strategy and Change Scrutiny Panel met to discuss the directorate's overview, focusing on its role in driving organisational change and improving resident engagement. Key discussions included the implementation of the Connected Communities agenda, strategies for innovation and research, and the council's approach to resident access and communication. The panel also reviewed its terms of reference and work programme for the upcoming year.

Strategy and Change Directorate Overview

The Strategy and Change Directorate was highlighted as the driving force behind organisational transformation within Ealing Council. Marie Snelling, Interim Strategic Director of Strategy and Change, explained that the directorate works across the council to support strategy, innovation, and development, fostering cross-council collaboration. The directorate's work is structured around four key strands: corporate responsibilities such as Human Resources, Organisational Development, Health and Safety, and Equality, Diversity, and Inclusion; leading on strategy, policy, research, change, and strategic commissioning; and spearheading the council's Connected Communities agenda. This agenda aims to empower residents to influence choices, investment, and decision-making within their local areas, with initiatives like Your Voice Your Town and community engagement being central to its delivery. The communications team also plays a vital role in celebrating the borough's diverse communities and the council's work.

Councillor Munir Abbasi raised questions about how the council implements change effectively, particularly in light of potential resident resistance, and how data from the community is used to inform strategies. He also inquired about processes for updating outdated policies and developing new ones, such as those for digital exclusion, digital transformation, and the circular economy.

Officers responded by emphasising the importance of gathering insights from residents, both through formal surveys and informal interactions by council officers. They acknowledged that while the council is actively working to improve in this area, no local authority is perfect. The distinct needs and experiences of Ealing's seven towns were recognised, and the council is committed to actively listening and gathering intelligence on an ongoing basis. Regarding change and innovation, it was noted that local government has been undergoing significant change for decades, driven by austerity and evolving societal needs. The council's Connected Communities approach aims to fundamentally shift the relationship with residents from a doing to model to one of partnership and enablement, recognising that many residents prefer to engage digitally at their convenience, while others require more joined-up and thoughtful support. Internally, there is a significant appetite for change among staff, with many bringing forward new ideas. However, it was acknowledged that not all staff will be equally receptive to change, and the council's leadership has been clear about its vision for the organisation.

Carol Sam, Assistant Director of Equalities and Engagement, provided further examples of how the council responds to data and resident feedback. The Your Voice, Your Town initiative was cited as a prime example of how resident feedback, even when critical, has informed the council's approach. The Health Determinants Research Collaboration (HDRC) was also mentioned as a way the organisation is upskilling staff to better utilise data and insights, working with peer researchers and the voluntary sector. The commitment to becoming an evidence-led, data-led organisation was reiterated.

Councillor Mark Sanders highlighted the issue of engagement fatigue among residents, stressing the need for tangible delivery of services and outcomes. He also pointed out the value of Ealing's employees who are also residents, seeing things from both internal and external perspectives, and encouraged the council to learn from best practices in other boroughs. Susie Rundle, an officer, acknowledged the importance of joining up engagement efforts to avoid overwhelming residents and committed to ensuring that engagement leads to action and prioritisation. She also noted the significance of the council's workforce, with a substantial proportion being female, and the existence of a thriving internal women's network.

Councillor Ajay Roy, a new councillor, raised concerns about residents feeling disconnected, citing difficulties in contacting the council by phone and receiving replies to emails. Marie Snelling confirmed that improving resident access across all channels is a key priority within the council's change portfolio, acknowledging that the current experience is not always consistent and that improvements are needed. KPIs for response times are in place and reported through performance reporting to Cabinet, though the nuance of different service needs, such as safeguarding inquiries versus bin collections, was highlighted.

Councillor Shaira Karimi inquired about the Race Equality Commission (REC) and any similar initiatives for gender equality. Carol Sam explained that the REC was established following the murder of George Floyd and the inequalities highlighted by COVID-19. It has produced a report identifying disparities in areas such as housing, health, and education, and the council is working to address these through citizen tribunal members and engagement with portfolio holders. Regarding gender equality, it was noted that over two-thirds of the council's workforce is female, and there is an active women's network within the organisation. Broader efforts are underway to hear from a range of resident groups, including vulnerable communities, with close collaboration with the voluntary sector.

Panel Terms of Reference and Work Programme 2026-2027

The panel reviewed its draft terms of reference and work programme for the 2026-2027 municipal year. Councillor Gary Busuttil, Chair of the panel, outlined the aim for a streamlined scrutiny committee with a clear theme and actionable recommendations. The proposed theme for the year is how this council, the workforce can be more responsive, more responsible to its residents, reflecting feedback received during the election campaign about resident dissatisfaction.

Councillor Ben Wesson suggested expanding the focus of the third meeting to include more in-depth evaluation of transformation programmes within the change portfolio, examining how interventions are impacting outcomes. Marie Snelling provided an explanation of strategic commissioning, describing it as the process of assessing community needs, designing interventions, and procuring services. She highlighted that a significant portion of the council's spending is on commissioning, and the Strategy and Change directorate leads on a more strategic and joined-up approach to this work, including the council's voluntary sector grants programme.

Councillor Mark Sanders raised the issue of Special Educational Needs and Disabilities (SEND) reforms, suggesting it as a potential topic for the panel, given its significance for schools and parents. However, it was clarified that SEND falls under the remit of the Children's Services Scrutiny Panel, although the Strategy and Change panel would ensure relevant issues are directed to the appropriate committee.

The panel agreed to the terms of reference and the co-option and external engagement arrangements. The work programme will be a rolling plan, with specific topics to be confirmed for future meetings. The panel will aim to focus on two to three substantive items per meeting, ensuring they are specific, achievable, timely, relevant, and of public interest.

The panel agreed to the terms of reference as set out in Appendix 1 and the co-option and external engagement arrangements in Appendix 3. The outline work programme for the 2026/27 year was also discussed, with a commitment to populate it with further topics suggested by panel members.