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Greenwich Council Agrees New Corporate Plan

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A new vision for Greenwich

A vision for a fairer, healthier and greener Greenwich has been approved as the Council agrees its new corporate plan.

Called Our Greenwich, this new blueprint covers everything from addressing the climate emergency, to tackling child food poverty and reducing bureaucracy over the next four years, and much more.
Based around a series of missions that we will work towards, Our Greenwich was developed following a month-long engagement project that featured hundreds of conversations with residents, an online survey, and meetings with key partners.

ClIr Anthony Okereke, Leader of the Royal Borough of Greenwich, said:

“Our Greenwich is about building the future we all want to see, because Greenwich belongs to us all. That’s why we opened this conversation up and spoke with everybody we could – we wanted to know what people cared about, what they thought we did well and what they thought we needed to work on.

“This plan has been written following some of the most turbulent times in modern history. It will now shape our decision making during a cost of living crisis; where everyone, including us, is concerned about their budgets.

“Our Greenwich is the framework, but the hard work starts now. We know where we want to be by the end of this plan’s cycle, and by listening and working with and for residents, we’ll make this Our Greenwich.”

Our Greenwich sets the Council’s corporate priorities and is a key document for all decisions to be based around.

Final Thought

Our Greenwich is quite a rarity in local government, a serious policy programme that centres around health and wellbeing, but with a keen awareness of the interconnection this has with other areas of public service design and delivery.

The connections between the missions of improved health, education, financial help and public safety are clear, but are all too often ignored in policy. This is not due to disagreement on their interconnection (at least not between serious people operating in good faith), but because integrated policy is hard to deliver in practice. Segmented approaches at both the local and the national level are preserved rarely for their merit, but for their operational simplicity.

However, that it is hard should not and does not mean we should not do it, and as ever, the real mark of success will be how this strategy translates into practice.

The challenges of turning worthwhile policy into practice will be addressed in Curia’s Levelling Up Commission, which will consider how the aims of the levelling up agenda can be achieved from the perspective of public services including:

  • Health and Social Care
  • Housing and Homelessness
  • Education, Skills and Training
  • Crime, Justice and Rehabilitation

For more information on the Levelling Up Commission, or if you want to get involved, contact our policy lead at hal.arnoldforster@chamberuk.com.

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