The Overview and Scrutiny Committee met to review the delivery of the Corporate Strategy 2022-2026 and discuss lessons learned for the development of the next strategy. Key themes emerging from the discussion included the need for greater agility, innovation, and a stronger focus on outcomes rather than just outputs, particularly in light of significant external challenges faced by the council.

Review of the Corporate Strategy 2022-2026

The committee reviewed the delivery of the Corporate Strategy 2022-2026, acknowledging significant achievements despite facing considerable external headwinds. These challenges included the ongoing recovery from the COVID-19 pandemic, a severe cost-of-living crisis, and sustained financial pressures on local government. Officers and Cabinet members highlighted numerous successes across the council's seven priority areas: Cleaner and Greener, A Strong Local Economy, Quality Housing, Children and Young People, Safer Communities, Open Lewisham, and Health and Wellbeing.

Notable achievements included the establishment of 55 permanent School Streets, the retrofitting of 1,409 homes with energy efficiency improvements, and the creation of 235 apprenticeships with a 90% retention rate. The council also supported 1,833 residents into employment through Lewisham Works and launched the Discover Lewisham campaign to promote independent businesses. In housing, 15,050 selective licence applications were received, and the council adopted a new Local Plan with robust affordable housing policies. For Children and Young People, eight Family Hubs are now operating, and over £6 million has been invested in extending Free School Meals into school holidays. The Safer Communities agenda saw significant upgrades to CCTV infrastructure and the promotion of the Have a Word campaign to address violence against women and girls. Under Open Lewisham, over 120 refugee households have been resettled, and the Safe Surgeries programme has been maintained. The Health and Wellbeing strategy for 2025-2030 was approved, with ten Be Well Mental Health Hubs now active.

However, the review also identified challenges in the design and delivery of the strategy. Officers noted that the strategy's focus on specific we will statements had limited flexibility and the ability to adapt to new ways of working that achieved the same core outcomes. Systemic challenges with IT infrastructure and data collection were also highlighted, leading to residents having to repeat information across different interactions. Procurement of large IT applications, particularly in Adult Social Care, Children's Social Care, and Housing, proved difficult. Resourcing has been an ongoing challenge, with increased service demand and a reduction in budgets limiting time for innovative thinking. The rise in resident-submitted enquiries, likely due to AI technology, has also added to the pressure on officer time.

Lessons Learned and Future Strategy Development

The committee discussed lessons learned from the 2022-2026 strategy to inform the development of the next Corporate Strategy for 2026-2030. A key theme was the need for a more agile and flexible strategy that empowers innovation, resilience, and adaptation. The distinction between strategy and policy, and the importance of measuring outcomes rather than just outputs, were emphasized.

Several recommendations were put forward for the development of the new Corporate Strategy:

• Outcome-Focused Design: The strategy should be designed around clear outcomes and actions, with a focus on strategic objectives and flexible delivery commitments. Separating the high-level corporate strategy from detailed deliverables would allow the strategy to remain stable while delivery evolves.
• Meaningful Engagement: The development process should include early and substantial engagement with residents, partners, and the voluntary, community, and faith (VCF) sector.
• Enabling Conditions: Systems, data quality, resourcing, and partnerships should be treated as core enabling conditions for strategy delivery. The strategy should reflect how these will be addressed.
• Geographic Focus: A greater emphasis on geographic focus and place-based involvement, engaging ward councillors and local stakeholders, was suggested to ensure growth is distributed more evenly across the borough.
• Cross-Departmental Collaboration: The importance of cross-departmental working and a one council approach was highlighted, with a recognition that many initiatives cut across different service areas.
• Co-creation and Co-production: The principle of co-creation and empowering residents to advocate for their own needs and services was seen as crucial for improving outcomes.

The committee also noted the ongoing work on the No Wrong Front Door programme, aiming to make the council more accessible, and the Proud to Care campaign, which has significantly improved conditions for adult social care workers. The importance of culture, arts, and sports in community cohesion and well-being was also raised, with a call for greater focus on these areas in future strategies. The committee concluded by noting the report and the proposed recommendations for the development of the next Corporate Strategy.