Our areas of focus 2025-2026

Building a better Lancashire

Foreword

I am delighted to set out our areas of focus for the year ahead, in line with our priorities.

Lancashire is a remarkable county with a proud history and strong communities. Together, we are full of potential. It is a privilege to be the Leader of this county council, representing all the people of Lancashire. I want to see everyone here live their best life, have a sense of civic pride, and feel supported by the best council in the country.

But we must face our challenges. We must secure the financial stability of the organisation and demonstrate in challenging economic times that every pound of taxpayers’ well-earned money is making a difference. Good roads and a strong economy are vital to our quality of life and we need to see more local jobs and investment across the county.

We also need to confront long-standing challenges head-on, particularly services for children with Special Educational Needs and Disabilities (SEND) and Adult Social Care. Big decisions by central government on further devolution and the structure of local government are on the horizon and should be fully informed by the views of our residents.

We are determined to rise to these challenges and will be guided by the following principles:

We will prioritise our resources towards the things that make the biggest difference to our residents.
We will be more visible, responsive and active in each community, serving every corner of the county and restoring civic pride.
We will be open and accountable, fostering a closer relationship with the communities we serve.
We will be business-like and embrace innovation, making our services more efficient and effective.
We will be financially responsible.
We will act in a respectful and collaborative way and follow due process.
We will build on previous success but also challenge ourselves to drive improvement.
We will take an informed approach, using data, evidence and leading national practice.

We are already moving at pace and making good progress. Not all change will happen overnight and we must prioritise, plan carefully, and be agile in our approach. We will also ensure that we remain on track against our ambitions.

Steering all of this is our commitment to improving the services we see every day. We want to help spur a sense of civic pride by improving trust in public institutions. Making sure these local services are the best they can be is the surest way to start achieving that ambition.

I am optimistic about our future, and I look forward to making our plans a reality as together we build a better Lancashire.

County Councillor Stephen Atkinson Leader of Lancashire County Council

Purpose

This document sets out the biggest areas of focus for the county council in 2025/26 in line with the vision in the Council Plan.

It includes:

Significant challenges to be addressed.
Key programmes and major initiatives.
Commitments from the administration.

This document does not include everything the council does and every service it provides but it does provide a summary of the major changes planned for the year. Additional commitments may be made through the year as policies and circumstances evolve and all commitments will be aligned to the council’s developing financial position and subject to the efficiency review.

It is structured in line with the four ambitions of the Council Plan:

Better lives for all
Economic ambition
Stronger communities
Thinking differently

What success will look like

The delivery of the initiatives in this document will support a vision of the county with:

Higher levels of civic pride and empowered communities.
More efficient, innovative and effective services.
Major steps taken in the journey to being the BEST council in the country.

Major challenges

This document sets out a number of positive initiatives and commitments, but it also recognises major challenges facing the county council that must be tackled and turned into opportunities. These include:

A significant savings programme of over £100m over the next two years, alongside a challenging financial scenario for local government and the need to demonstrate value for money. Following the government’s spending review, it is clear that local government will have to operate in a very tight financial environment over the next four years.
SEND services that must improve to meet the needs of children, young people and their families.
Increasing demand for Adult Social Care and an improvement agenda that must be delivered.
Notwithstanding the commitment of staff, public perceptions of local authorities across the country show room for improvement.
Proposed changes to local government as a result of government policy, which will require careful consideration.

Better lives for all

Improvement in services for children with special educational needs and disabilities (SEND)

Services for children with SEND need to improve. Too many children, parents and families wait too long for help and public bodies need to do more to respond to their needs. Every council in the country faces this pressure, but Lancashire has a long history of poor performance with three consecutive Ofsted inspections highlighting significant weaknesses in provision. The 2024 inspection highlighted three key areas to improve and while these challenges are not exclusive to Lancashire, and do not represent any lack of commitment from staff, the county council is focused on a formal SEND Improvement Plan, and a DFE improvement notice.

Success will mean that we enhance how we communicate with families, improve access to the neurodevelopmental pathway, increase staff numbers, improve governance and accountability, expand SEND places across the county, improve preparation for adulthood and increase the timeliness and quality of Education, Health and Care Plans (EHCP). This improvement journey will be a joint effort with schools and the NHS, and we will regularly review the joint Improvement Plan (and the investment that comes with it) to make sure we are on schedule to make the difference we need to see. We will also share our views with central government to help make the SEND system sustainable and more responsive to meeting the needs of families earlier and more effectively.

We have improved strategic governance and oversight through a new SEND Improvement Board to ensure accountability and include the voices of parents and children. The board has an independent Chair to provide impartial oversight and challenge. We have improved how we measure performance to ensure we are making sufficient progress and we have established a comprehensive dashboard to allow regular insights into the improvement journey. This is regularly reported at council committees and at leadership team meetings.

In 2025, we will create 277 additional SEND pupil places across Lancashire, to add to the 170 we created in 2024. A new special school will be built by 2027 for over 200 pupils, reducing the need to commission independent special school places. School place planning has been enhanced through the use of our new data system, which allows us to see live “pupil on school roll” data and has also enhanced our children missing education (CME) processes. Plans to support more children with SEND to thrive in mainstream education will also be developed, where it is in the best interests of the child, and improvements to data and reporting will be critical to improving the efficiency of the service. New specifications for schools have been developed that are now being applied to mainstream new school builds, special schools and SEND units.

We have already recruited more than 100 additional staff into the service and will continue to add to our workforce. We are strengthening training for staff through our new SEND Academy that will improve their knowledge, understanding and professional practice so we deliver more high-quality EHCPs. A new capital plan will help ensure sufficiency of suitable educational places. Additional senior leadership team capacity has been added to the SEND service to support our new Head of SEND and Inclusion.

In total we have invested over £7.5 million of additional, recurrent funding into SEND staffing and will invest £37 million into new specialist school places, SEND units and mainstream inclusion over the next three years.

We will launch a new online portal making it easier for parents and families to start the EHCP application process, and increase the number of annual EHCP reviews. The new portal will improve and streamline communication with parents, children, young adults and agencies. It has now been procured, built and tested and will be rolled out from September 2025. Over £3 million a year of additional investment into Educational Psychology services will also mean that we can significantly reduce the backlog of requests for EHCPs and begin to reduce the number of complaints being received by the county council.

Our SEND services will be more attuned to the concerns of families. Plans are already in place to improve both our SEND Helpline and online information about the local services we offer. We will publish an engagement strategy detailing concrete steps so children and young people with SEND and their families are kept better informed about the support they receive, including new “Let’s Talk” sessions around the county, working with the Lancashire Parent Carer Forum. We will also strengthen this vital forum so it includes a broader range of parent and carer voices – and those voices can influence decisions. Our new Designated Social Care Officer (DSCO) will provide a vital connection between the social care and education systems, enhancing the quality of our EHCPs. A new audit system and processes will further improve quality, allowing us to audit up to 10% of EHCPs per year, many hundreds more than we have audited before.

Lastly, we have worked hard to establish how to reset the High Needs Block of the Dedicated Schools Grant (DSG) and have drawn up some innovative solutions to improve our EHCP funding (banding) system, increase Pupil Referral Unit places, further reduce the number of children missing from education and reduce spending on Independent Non-Maintained Special Schools (INMSS) through more effective commissioning and procurement. We will also enhance our short break and respite services.

Transforming adult social care and health: A new era for Lancashire

Adult Social Care is at a critical turning point. Faced with a growing and ageing population, increasing complexity of need, and unsustainable costs, we are undertaking the most ambitious transformation programme in a generation.

Our vision, encapsulated through our transformation programme, Living Better Lives in Lancashire, is to support people to live independently for longer, in good health and in strong communities. This means acting earlier, working smarter, and reshaping how and where we deliver support. We will deliver a new operating model centred on prevention, digital support and working better locally with other agencies like the NHS and district councils. People in Lancashire will know what to expect from social care and will feel more confident that we are working together with the NHS to support them. Through the programme, we will deliver over £23 million of savings in 2025/26 and £46.75m over two years.

This year, we will launch a redesigned “front door” with improved information, advice and guidance for the public. We’re developing a new Directory of Services to help residents and professionals easily find and access various support services from the county council and other organisations, such as the voluntary sector. We will provide more face-to-face assessment clinics in the community alongside the NHS.

We will regularly review the support we offer so it’s right for the person – and the taxpayer – and we will signpost people to the right help if social care is not needed. Assessments of people’s care will be more timely and we will address over 7,000 overdue reviews. And we will improve financial assessments so people are clear from the outset what they might need to pay for, and the council maximises income and reduces debt.

We will continue to adopt a “home first” approach with focused and integrated local support to help people avoid a stay in hospital, reducing short-term admissions by 14.5%. Ensuring these and other services are right for people means reshaping the care market so that support is based on need, not simply because that’s the way things were done in the past. We also need to reduce high-cost placements and make sure we can always demonstrate value for money. This means incentivising the market to deliver better results for people through more efficient services and supporting providers to deliver more nursing care.

Internally, we will think differently about our workforce, with a new leadership structure and strategy that seeks to boost capability, retains our valued workers and reduces spending on agency staff. We will introduce new AI tools to help identify people’s needs earlier and optimise how we plan and deliver services.

We will work differently with the NHS, introducing neighbourhood models that join up health, care and community support and safely sharing more data. Joint funding with the NHS will be improved so we can support this shift and we will enhance our “trusted assessor” model so that more care professionals – not just from the council or NHS - can help to support people.

This entire programme will deliver a number of tangible benefits. Our residents can expect a better experience with faster access to quality care and more choice. The impact of care will improve too, with increased independence, fewer hospital admissions and better wellbeing. These reforms, along with better shaping of Lancashire’s care market and the way we commission services, will achieve savings. More support will be delivered locally, where people live, through neighbourhood assets and working with trusted partners. Our workforce will be empowered with better tools and clearer goals, based on a reinvigorated culture of providing the right care, at the right time, and in the right place.

First class children’s social care

The county council’s focus on families is helping to reduce the number of children needing to enter our care – Lancashire is consistently below regional and national averages. We will keep our emphasis on “family first” and help families stay together whenever possible, focusing on prevention and early intervention. We will continue to implement our Where Our Children Live programme, ensuring children who need to be in our care live as close to family, friends, and schools as possible by recruiting and supporting more Foster Carers, investing in more children’s homes and avoiding more expensive placement options.

This year we are committed to providing 10 more local mainstream fostering homes and five more “enhanced” foster homes, as well as opening eight more children’s homes. Lancashire has strong children’s social care services, with innovative practices such as family safeguarding, and we will continue to strengthen our overall approach throughout 2025 to achieve outstanding services.

Investment in education

We will develop and implement an investment plan to ensure sufficient schools and school places are available across the county. There will be difficult decisions due to scarce resources but, through careful data modelling and a strong understanding of local needs, we will decide on the site for a new secondary school in north west Preston and additional SEND provision, as well as the required funding. Plans are in place to reduce expenditure on Independent Special School places, while expanding capacity in maintained special schools and mainstream settings.

Building a family-friendly Lancashire

Being a truly family-friendly county means going beyond traditional service delivery – it means reshaping how the council works so that children, families and carers are central to everything we do.

Families across Lancashire want to feel confident that their council listens, understands and responds to their needs. This year, we will take a refreshed approach to working with families to embed family-first principles in council services and decision making, guided by national standards and co-designed with local families. We will strengthen integration between health, education, early years support, employment and social care.

This year we are committed to expanding our network of Family Hubs, which bring together local services such as health visiting, parenting advice, and mental health and skills support in one place. Our Children and Wellbeing service, which joins up early years support and builds up the resilience of families in need, is another priority. Another focus is strengthening our Corporate Parenting Programme, ensuring children in our care and care leavers can access a range of opportunities and support (like help to find work) from us and our partners. We will continue to deliver our nationally recognised family safeguarding approach, building on the strengths of families and working with them to find their own solutions. These efforts are also part of our wider goal to strengthen our data and insight to ensure services target the right needs at the right time, helping us track progress and deliver better results.

Together these actions will support families to thrive—not just survive—and reduce the need for more costly, crisis-based interventions later on.

Strengthening prevention and early intervention

The pressures on public services cited throughout this document – rising demand in adult social care, increasing complexity in SEND, and escalating costs in children’s placements—highlight the need to act earlier, with greater coordination and purpose. By intervening sooner, we can improve support for children, adults and families, reduce long-term reliance on formal care, and ensure better value for public money. This year, we will embed a shared prevention ambition across Children’s Services, Adult Social Care, Public Health and Education, and work in partnership with the NHS and district councils to drive a fundamental shift in approach.

Our shared Prevention Plan will set out practical actions. We will promote good mental and physical health through consistent, joined-up advice and guidance. Prevention also means stopping people’s needs from getting worse by targeting support earlier in people’s lives and improving their first point of contact with us.

We will also help to build resilience in families and communities through better access to local help, with closer coordination across services to avoid duplication and delays. We will also build the evidence base for what works, ensuring that investment in prevention is proportionate, and measurable.

This year, children and families will benefit from expanded Family Hubs and a stronger early help offer. Adults will see better access to reablement, Shared Lives, and community-based support that avoids hospital or residential care. People with SEND will get earlier support to remain in mainstream education where possible.

Through these changes, we will reduce the overall demand on high-cost services, increase community confidence, and ensure more people receive timelier, more appropriate help from the county council.

Economic ambition

Improving our roads

Well-maintained infrastructure is clearly a priority for the people of Lancashire. Good roads are vital for every resident, worker and business in the county. This is particularly important in a rural county.

A thorough review of the highway service is now underway and already producing results. The ambition is that Lancashire County Council demonstrates national best practice in this field. New streamlined agreements incentivise our Lancashire-based suppliers to permanently fix repairs “right first time,” backed by a warranty. We’re working on making the service more responsive to each community and we will improve road signage to make a visible difference to our communities. We are working to fully automate the entire highways management system, from first detection to verified repair, into one seamless digital workflow. And we’re making it easier for residents to report potholes online – and track progress in repairing them. The review also means our highways maintenance procedures will match the best in the country and offer better value for money. These improvements will not only deliver savings but also impact public perception so residents can see the difference we’re making every day.

We are deploying and testing AI defect detection technology across our road network to proactively identify and fix potholes and other defects. By the end of 2025, safety inspections will be supported by AI-driven data collection and analysis, providing a live profile of the network condition and allow better planning for future maintenance activities. A new control hub will monitor live data on road defects and track progress on repairs in real time.

Another ambition this year is to regularly clean all the council’s 294,000 road gullies on a priority basis. Expanding and improving the service will offer a more cost-effective service to residents and road users, reduce flood risks, and give us valuable data insights to further improve gully cleaning in the future.

This entire programme marks a substantial shift in how we manage and maintain Lancashire’s highway infrastructure. It delivers financial savings, better results for customers, more public accountability, and a technology-enabled future. We will also consider the overall level of investment in road improvements through the annual budget setting process, subject to the wider review of the council’s finances.

Better public transport

We know that travel by car is for many the most viable transport option. That said, many people also rely on public transport. Our Bus Service Improvement Plan combines government and council funding to introduce new and enhanced bus services, ensuring a more comprehensive and reliable network, as well as supporting services at potential threat of withdrawal. It will also support longer-term planning of the network to create a more efficient and user-friendly bus system.

We are making bus travel more affordable by the continuation of the evening and Sunday fare offer, as well as expanding the Anybus multi-operator ticket to more areas of the county. We’re also trialling an innovative new traffic management tool to improve the reliability of buses in Lancashire. This AI-powered technology uses historical and real time data to forecast network conditions, giving operators the information to override traffic signals and pre-empt congestion before it happens.

Improving safety and security on buses is another top priority. We are introducing new bus shelters and replacing older ones. We are improving accessibility at stops to ensure level access and introducing more Real Time Passenger information for bus users. We are maintaining our team of Public Transport Safety Officers, who provide a visible presence on the public transport network and at bus stations and interchanges to help reduce instances of anti-social behaviour and support initiatives to address violence against women and girls (VAWG).

The council is implementing a comprehensive plan to modernise Home to School Transport and ensure it is more cost-effective. Focusing on Special Education Needs and Disabilities transport, we’re working with schools to understand their pupils’ travel patterns and needs, and how we can better plan our transport provision and optimise the money we spend. Involving the council’s own vehicle fleet is also part of the plan, as well as independent travel training where appropriate. We are communicating more with families to encourage greater use of Personal Transport Grants and we are re-negotiating contracts with taxi firms. Greater coordination with the wider SEND system is also vital to ensure that transport needs are considered as early as possible so safe and cost-effective travel is available well before term starts.

We will formally consider an analysis of the benefits of the plan this winter.

Investing in our economy

The administration is committed to key regeneration programmes across the county subject to strong business cases, available resources, and long-term impact.

One of the most significant developments this year will be the arrival of the UK Government’s National Cyber Force (NCF) in Samlesbury. A partnership between national security and defence organisations, the NCF will begin to establish a permanent base in 2025. Its presence is expected to attract new businesses, particularly in the tech and defence sectors, and create opportunities for local talent and supply chains.

Work will continue at Samlesbury Enterprise Zone to deliver the new Innovation Hub. At the same time, we will support both the Eden Project Morecambe and the wider Morecambe Regeneration Programme. Planning will also move forward for the Lancashire Central employment site near Cuerden, which is key to unlocking long-term economic growth in the area. In East Lancashire, a £55 million investment in transport, walking and cycling infrastructure—backed by the Levelling Up Fund—will improve connectivity and support town centre regeneration.

The Lancashire County Cricket Facility at Farington will open for the 2026 season. It will be Lancashire Cricket’s second home and a Centre of Excellence for the women’s game. As a trailblazer project, it is setting a new benchmark for regional cricket and is already attracting international attention. The facility will also support grassroots and community sport across Lancashire.

We will also support the future regeneration of Skelmersdale Town Centre using publicly owned land to help unlock up to £150m in combined public and private investment.

Local jobs supported by world class businesses

Lancashire has nationally recognised strengths in advanced engineering, manufacturing and nuclear energy. Other emerging strengths include cybersecurity, AI and sustainable industries. Working with the Combined County Authority and Lancashire Business Board, we will adopt a 15 new growth plan for the county – developed with input from business – focused on attracting investment into these high-value sectors and supporting good-quality jobs. The Growth Plan has been shaped through extensive engagement with a diverse range of stakeholders including sector groups, business organisations, individual enterprises, local authorities, universities, colleges, and Members of Parliament. This collaborative approach has fostered constructive dialogue and a shared vision for Lancashire’s economic future.

Too many people in Lancashire are not reaching their full employment potential, whether due to poor health, caring responsibilities, low skill levels, or a lack of access to good quality jobs. This year the Lancashire Combined County Authority will develop our Get Lancashire Working Plan bringing together the Integrated Care Board (ICB), Department of Work and Pensions, local authorities, skills and employment providers, and the voluntary sector to create a more integrated approach to employment, health and skills. The plan will focus on tackling economic inactivity and health-related worklessness, identifying best practice, and addressing gaps in support. We will also lead the rollout of the Supported Employment Programme: Connect to Work, through the Lancashire Skills and Employment Hub, from July 2025, aiming to help 11,000 residents into sustained employment by 2030. Together, these efforts will support more Lancashire residents into sustainable and rewarding work and help employers meet their workforce needs.

Business growth and innovation

The council also prioritises support to support the start-up, growth and scaling of local businesses, through direct support services, the delivery and co-ordination of the local business finance offer, and helping businesses to access the supply chains of big employers. Helping businesses innovate – finding new products, markets or ways of working – is also key to the productivity of local businesses. This increasingly involves the adoption of digital technologies and AI. A dedicated team within LCC is looking at innovation opportunities, working closely with the business community.

Stronger communities

Empowering communities

A council-wide review of how we engage, consult and empower communities will take place. The review will consider national best practice and insights from local communities, including Lancashire’s 206 parish and town councils, elected members, and community organisations. The aim is to strengthen the “ties that bind” our communities together, support local people to solve local problems, and ensure that decisions and services are shaped by the views and aspirations of residents who know their communities best.

Joining up local services

We will launch a review to identify how services can be better joined up in local communities. As well as county council services, the review will consider how we can connect more with partners such as district, parish and town councils, to improve the public realm. Maximising the best use of the council’s physical assets in communities across Lancashire – our libraries, museums, Family Hubs and other locations – will be central to establishing a greater sense of civic pride.

Environmental resilience and reducing energy costs

Improving energy efficiency and protecting Lancashire’s environment are essential to delivering better value for money, supporting residents, and maintaining the county’s infrastructure. Rising energy costs, adverse weather, localised flooding, and air quality concerns all have real impacts on people’s lives and public services.

In response, we are supporting delivery of practical schemes that help residents reduce their energy bills, improve the quality of their homes, and ensure we have greater levels of climate resilience.

This year we will continue to deliver a range of practical initiatives. Across the council estate, we’re considering cost-saving energy measures such as LED lighting and improved building controls. Through the Cosy Homes in Lancashire programme, backed by a significant £30 million secured by the county council from the government’s Warm Homes Local Grant Scheme, we’re helping residents improve home energy efficiency. We continue to invest in transport infrastructure and promote sustainable travel to ease congestion and improve air quality, while the Local Electric Vehicle Infrastructure programme will support residents as vehicle technology evolves. On climate resilience, we will look at what measures we can take to protect communities, utilising the latest technology and leading practice. We are also progressing the Lancashire Flood Risk Management Strategy with partners and maintaining our statutory role in planning, drainage, and flood investigations.

Serving rural communities

Lancashire is proudly rural — with 80% of its land classified as rural and one in five residents living in a rural community. From its thriving farming sector to its stunning landscapes, Lancashire’s rural areas are central to the county’s identity, economy and environment. Many of the council’s services — from public transport to business support — play a role in delivering for rural areas, and we are working to ensure this is recognised and embedded across the organisation.Rural communities face distinct challenges, like dispersed populations, limited public transport, poorer digital connectivity, and higher service costs. We want to do more to support these communities and ensure their voices are reflected in what we do. We are committed to considering rural issues when developing our policies, procedures and services — making sure the unique needs and circumstances of rural and farming communities are considered.

This year, we will continue to factor rural communities into our work on business support, improving public transport, and broadband connectivity. We will continue to support farmers in securing grant funding through DEFRA’s Farming in Protected Landscapes scheme, helping them manage land sustainably, strengthen rural economies, and protect Lancashire’s natural heritage. Our team of ecologists will continue to provide expert advice on planning and land management. We will continue to support rural business by managing delivery of the Rural England Prosperity Fund on behalf of district councils. We are also leading on the development of Lancashire’s statutory Local Nature Recovery Strategy (LNRS), which will guide where and how we restore and connect rural areas to support biodiversity and open up funding opportunities for farmers.

Community cohesion

British values of tolerance, respect and fair play will be supported with an aim of promoting more cohesive and integrated communities. Issues around immigration will be considered sensitively in line with the law and the views of residents. We would like to work with district councils to understand the impacts of Homes of Multiple Occupation and what steps can ensure our approach is proportionate and in line with planning regulations and the views of the wider community.

Supporting the armed forces community

We will strengthen our offer to Lancashire’s armed forces community and support serving personnel, veterans and their families by working closely with district councils, charities and other service organisations under the Armed Forces Covenant. We will continue to meet our Covenant duties in health and education, and prepare for any legislative changes that may embed the Covenant in law.

Community safety

Our work to improve safety in Lancashire is mainly done in partnership with key public agencies and we will continue to work with police, community organisations and residents to tackle crime and anti-social behaviour through the Lancashire Community Safety Partnership. We also support residents affected by violence, exploitation and domestic abuse. Promoting road safety and reducing the number of people killed or seriously injured on our roads is another major priority.

Maintaining public spaces, improving street lighting, and designing safer roads to reduce opportunities for crime and accidents are other ways we can contribute to better communities.

Our Trading Standards service does essential work protecting consumers from fraud, scams and illegal sales, especially those targeting young people. We will also work with the police and other agencies, so we are prepared for – and resilient to – threats to our lives and livelihoods, such as health emergencies, terrorism and major environmental incidents.

Thinking differently

Reviewing the council’s finances

A forensic review of the budget will take place to ensure that savings will be delivered and opportunities for further efficiencies are identified. Staff closest to frontline services will be asked for their views on efficiencies, supporting a culture of innovation. We will focus on benchmarking costs against other organisations, understanding the impact each line of the council budget has on residents, streamlining processes, and embracing digital.

We will examine how the council can be more business-like in its approach. We will use technology to improve productivity, aided by an overall digital-first philosophy, and will ensure we make the best use of council property to join up services and reduce costs, subject to the wider review of the council’s finances.

We will also review our procurement practices to understand how we can achieve greater value for money, how contracts can be more effectively managed and how local suppliers can access more contract opportunities. Finally, we will improve our approach to communicating what the council is doing to improve efficiency and deliver value for money.

Productivity

In a large, complex organisation like the county council, there are always opportunities to streamline how we do things and reduce unnecessary bureaucracy. We want to ensure the council is well managed and meets its obligations, but equally we want to work with staff to understand the things that sometimes take them away from delivering quality services for residents.

By streamlining processes, we can free up valuable resources. Encouraging a culture where employees are motivated to identify inefficiencies and propose solutions creates a sense of ownership and accountability. This approach not only simplifies working practices but also boosts morale, as staff feel their contributions are valued and impactful. Ultimately, focusing on these areas enables the county council to operate more effectively, allowing employees to perform their roles with greater autonomy and satisfaction, which in turn delivers better outcomes for residents. We are already working on this and have built tools, resources and ways for staff to suggest improvements that can immediately improve ways of working.

Enhancing the use of digital and data

A comprehensive portfolio of digital improvements will be implemented to improve the resident experience and support the council to become more efficient.

This will include the use of Artificial Intelligence, where appropriate, supported by an innovative partnership with Microsoft. A programme will be introduced to modernise how the council uses its data to produce better insight to inform effective services and improve contract analysis and management.

This year we will continue to deliver the key priorities in the council’s Digital Strategy, enabling residents to engage, transact and communicate with the council through leading digital channels. Other priorities for the year ahead include efforts to further improve productivity, like more automated digital and AI support for social workers so they can focus on care instead of paperwork. We will also continue to rationalise tech procurement by simplifying the range of products we buy.

Devolution

The principle of devolved powers and funding from central government is supported, although there is a range of views about the required governance arrangements. The Combined County Authority has been established to discharge these powers across the county. Lancashire’s devolution deal aims to address years of historically low investment with an initial £20m capital funding to support growth, along with further powers and funding for adult education, transport, employment and skills.

Central government is seeking to deepen devolution across the country and their current policy is that this will require a Mayoral Strategic Authority. The council will seek to better understand the opportunities and challenges of further devolution, and strive for the most extensive public engagement feasible, within legal frameworks, to ensure any changes to local governance are informed by the views of residents.

Local government reorganisation

Moving from a county council, district councils and smaller unitaries towards larger unitary local government models is a priority for this government. It is acknowledged there is a range of views towards this policy from support through to a position of unease with the changes to current arrangements. The council will respond in a considered and collaborative way, ensuring that any proposals best reflect the interest of Lancashire and its communities. As with devolution, the council will look to work with central government to determine the fullest possible degree of legally compliant public engagement, to ensure any reorganisations are informed by residents’ views.

Overseeing progress

Progress on the areas of focus within this document will be considered through the council’s governance processes including Cabinet and Overview and Scrutiny.

In addition, a suite of key performance indicators and financial reporting will be considered by Cabinet on a quarterly basis to understand the impact of these programmes and the performance of council services.

At officer level, dedicated programme governance and programme management will be established where required to drive delivery.

Accessible versions

Accessible versions of this document, including translations, Braille versions, and other formats, are available upon request. Please contact councilplan@lancashire.gov.uk to make your request.