Lewisham Council is set to prioritise resident engagement in its upcoming Corporate Strategy for 2026-2030, aiming for a more agile and outcome-focused approach following a review of its current strategy. The new strategy is expected to be presented to Full Council in 2026, with a specific date to be confirmed following the council's Annual General Meeting that year.

The Overview and Scrutiny Committee met on Thursday, March 19, 2026, to discuss lessons learned from the 2022-2026 Corporate Strategy and inform the development of the next. Key themes emerging from the discussion included the need for greater flexibility, innovation, and a stronger focus on outcomes rather than just outputs.

External Pressures and Internal Challenges

Councillors acknowledged that the council had faced significant external challenges impacting its previous strategy. Beyond the widely recognised pressures of the COVID-19 pandemic, the cost-of-living crisis, and the war in Ukraine, Lewisham Council also contended with sustained financial pressures on local government and unbelievable inflation. This inflation affected both residents and the council's ability to deliver services within expected funding limits. Furthermore, 14 years of conservative austerity was cited as having a deep impact on the structural funding for the local authority, leading to a reduction in staff numbers since 2010. The council also experienced a significant increase in the number of complaints, FOIs and SARs submitted by residents, likely driven by the increase in public use of AI technology.

Internally, the review of the 2022-2026 Corporate Strategy identified systemic challenges with IT infrastructure and data collection. These issues limited our ability to work across services, and learn lessons from other areas. A direct consequence has been the need for residents to repeat the same information over multiple interactions, a known issue across the organisation. Technical problems with IT infrastructure and connectivity, alongside inconsistency in data collection and use, meant that data was not as valuable as it could be, limiting its role in driving service delivery. Challenges in procuring large IT applications, particularly in Adult Social Care, Children's Social Care, and Housing, were also noted. While specific solutions for preventing residents from repeating information are not explicitly detailed, the council's Digital Strategy is referenced as a means to address infrastructure challenges, alongside effective procurement to align systems.

Achievements and Future Focus

Despite these challenges, councillors recognised numerous achievements across the council's seven priority areas during the 2022-2026 strategy period. These included: Cleaner and Greener, A Strong Local Economy, Quality Housing, Children and Young People, Safer Communities, Open Lewisham, and Health and Wellbeing. Specific successes highlighted were 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.

Developing the New Corporate Strategy

For the development of the new Corporate Strategy (2026-2030), recommendations include designing the strategy around clear outcomes and actions, with a focus on strategic objectives and flexible delivery commitments. Separating the high-level corporate strategy from detailed deliverables is intended to allow the strategy to remain stable while delivery evolves.

Crucially, the development process will incorporate early and substantial engagement with residents, partners, and the voluntary, community, and faith (VCF) sector. The principle of co-creation and empowering residents to advocate for their own needs and services is considered vital for improving outcomes. The strategy will also emphasise measuring impact rather than just outputs, reflecting a move towards understanding the tangible difference the council makes. The report notes that we will be measuring impact that's both a government move but also I think that is the way that good councils are going, you know what difference do we make not just what did we do or what against what we're measuring.

A greater emphasis on geographic focus and place-based involvement, engaging ward councillors and local stakeholders, is also suggested to ensure growth is distributed more evenly across the borough. The importance of cross-departmental working and a 'one council' approach was highlighted, with a recognition that many initiatives cut across different service areas. The report suggests that 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.

Councillor Mark Jackson, Chair of the Overview and Scrutiny Committee, noted the significant achievements made despite difficult circumstances. He emphasised the need for the next strategy to be more agile, flexible, and empowering of innovation, resilience, and adaptation. The committee also discussed the distinction between strategy and policy, reinforcing the importance of measuring outcomes over outputs.