Issue - meetings

RESOLVED:

That Cabinet recommended to Council the following:

1.     The noting of the revised business case position; and

2.     The approval of the revised transformation strategy

KEY DECISION:

Report to Cabinet and Council

PORTFOLIO:

Leaders

ALTERNATIVE OPTIONS CONSIDERED/REJECTED:

As set out in the report.

DECLARATIONS OF INTEREST:

None

DISCUSSION:

The Leader reported she was happy to support the direction of the report and the new revised Transformation Strategy.  The council was committed to delivering services to meet the needs of residents and make it as easy as possible for them to engage with the council, in a way that suited their needs.  It was necessary to invest in the right systems to do this.  The Leader reported she was passionate about supporting staff and that it was more important than ever to support staff, ensuring they had the right skills and capability to navigate the next few years and to thrive in any new authority.  The revised strategy would deliver this.

The Leader reported it was also appropriate to reflect on the scope of the transformation programme to ensure it delivered meaningful benefits and to support the key objectives.  Investment in systems and staff was required to improve the delivery of services to customers as well as the ability of the authority to respond to the uncertainty of LGR by positioning itself well in any transition to a new unitary authority.

The Transformation and Improvement Manager reported that LGR had significantly changed the context for the way the council approached transformation, and it was appropriate in this context to revise the transformation objectives and revisit the business case approved in 2024.  The report presented a revised transformation strategy, and it considered the impact on the approved business case.  The revised Transformation Strategy (Appendix 1) evaluated the original drivers for transformation in light of LGR and updated the Strategic Objectives.  It also considered the scope of transformation activities, excluding those no longer feasible or practical in a shorter timeframe, considering the long-term future of the council.  Whilst the original transformation strategy had aimed to deliver financial savings and modernised services, the focus for the revised strategy had a shift in approach to non-financial benefits, including ensuring a smooth transition to a new authority, maintaining service quality and preparing staff and systems for future integration.  Most importantly the new strategy had removed changes to staff roles, responsibilities and staffing structures but sought to continue to deliver improvements in the digital capability and support to customers and staff.

The three main digital projects being undertaken was the implementation of a new Customer Relationship Management system, replacement of the Housing Maintenance system and the replacement of the existing Regulatory Services software.  These were necessary for the continuity and quality of service delivery.

The Portfolio Holder for Finance and Corporate spoke in support of the review in light of LGR, recognising that the responsibility of the council did not end with LGR.  It was important to continue to deliver services in the best way possible  ...  view the full minutes text for item 20