Agenda item

Briefing Note of the Director of Planning and Performance

The Scrutiny Co-ordination Committee received a report of the Director Transformation and Planning that updated Members on the One Council Change Plan for 2025/26, summarising progress since the last Transformation Programme report to the Scrutiny Co-ordination Committee in November 2024 (minute 45/24 referred). Appendices to the report provided the Transformation Plan 2024/25 Update, and the 2025/26 Change Plan Key Deliverables. Councillor R Brown, Cabinet Member for Strategic Finance and Resources, had been invited to the meeting for this item but was unable to attend.

The 2024/25 Transformation Plan comprised seven programmes and 23 projects. Eleven projects had been completed or transitioned to business as usual, while twelve continued under the 2025/26 Change Plan. The 2024/25 plan delivered £4.65 million in savings and resulted in: faster service response times through automation in Council Tax billing; improved customer satisfaction, with a 28% reduction in formal complaints following the creation of a centralised service in January 2024; and increased community engagement, such as higher attendance at Rhymetime sessions after relocating Holbrooks Library to the Dementia Partnership Hub.

The 2025/26 Change Plan was developed with input from the Leadership Team and Senior Leadership Network, emphasising organisational resilience, staff engagement, and a strong, inclusive culture. The plan identified eleven priority areas, grouped into four categories:

•  Service Redesign: Customer-focused improvements across teams and departments.

•  Transformational Change: Fundamental changes to systems, services, and processes.

•  Continuous Improvement: Ongoing enhancements to ways of working and organisational structure.

•  Enablers: Core tools and systems supporting change.

Programme leadership was distributed, with Directors leading specific programmes to foster shared ownership. Details of the programmes, aims, and officer point of contacts were set out in the briefing note. The Council was focusing on the key areas where it was believed there was the greatest opportunity for impactful change or where change was necessary through reform.

Overseeing and supporting delivery of change - a streamlined Change Board, chaired by the Chief Executive, met weekly to oversee progress, strengthen accountability, and address issues. The Board monitored financial savings and overall delivery, supporting Council-wide savings targets. Regular updates were provided to the Leadership Board, and an internal communications plan ensured staff and residents were informed of changes and impacts.

In considering the briefing note, the Committee asked questions and received responses on matters in the following areas:

·  Members recognised the impact on the delivery of services resulting from the budget cuts over a number of years which included the reduction in staffing levels to deliver services, and the difficulty finding further ways to make savings

·  Enabling AI was an essential tool for the future to assist with service delivery where appropriate and would result in efficiency and also identified savings

·  Discussions with an AI service provider would shortly be concluded and the outcomes would be reported to the Cabinet Member for Strategic Finance and Resources

·  The Change Plan was an internal programme that would provide an opportunity for impactful change or where change was necessary through reform.

·  The outcomes from the Task and Finish Group for Special Educational Needs Transport were an example of how improvements could be made and savings achieved, without impacting service users

·  Despite the budget cuts that the Council had encountered, savings had been made and a balanced budget provided whilst full support had been maintained for vulnerable citizens who were the priority for services.

·  The regeneration project identified as not being on track, continued to progress and was being monitored by the Business, Economy and Enterprise Scrutiny Board (3) who had included it in their Work Programme for 2026.

The Committee affirmed its view that, as per the organisational procurement processes established to support the constitution, that no technology purchases should be made or installed prior to them being taken through rigorous testing and established governance processes to ensure their effectiveness and value for money. They also agreed that a further progress report be submitted to the Committee in the Municipal Year 2026-27.

RESOLVED that the Scrutiny Co-ordination Committee:

1)  Notes the content of the Briefing Note and presentation providing an overview of the One Council Change Plan 2025/26, including expected benefits, programme details, key priorities, and progress to date.

2)  Affirms its view that, as per the organisational procurement processes established to support the constitution, no technology purchases should be made or installed prior to them being taken through rigorous testing and established governance processes to ensure their effectiveness and value for money.  Should they fail to aid or work in a cross-departmental way, they should not be installed.

3)  Requests that a further progress report be submitted to the Committee in the Municipal Year 2026-27 and this be added to the Work Programme accordingly.