As we emerge out of the summer holiday period, there are some important dates looming on the horizon and it feels like an ideal opportunity to provide an update on where the focus will be in the weeks and months ahead.
Welcome back to those who have had leave and thank you to all those who have worked throughout the summer to maintain services and continue to provide care and support for all those we serve. I know that for many, the traditional holiday times are actually the busiest of the working year.
Across the Council there will be a sense of momentum and pace as we look forward to the next steps on our transformation journey, balancing that with the demands of daily business.
The budget process transcends transformation and business as usual and there is an important change as we plan for 2020/21.
When the City Growth and Resources Committee met at the end of last month to sign-off on the accounts for the first quarter, an instruction was made by members for a report to be taken back to the 26 November meeting outlining the indicative budget options for 20/21.
Usually those options would be presented in time for the March budget meeting of full Council, but in recognition of the complexity and scale of the challenges we have faced in recent years there’s a push to have a longer period to consider the important decisions that each budget brings.
That instruction will have an impact on every area of the Council as each function and cluster feeds into the overarching budget preparation. By bringing the process forward there will be an onus on everyone to work diligently and efficiently to ensure the committee has the detail they have requested for the November agenda. That report will help shape the approach and final budget report to be tabled in time for decisions in March.
A great deal of valuable work has already been done in relation to a very deliberate change in approach when it comes to budgeting, which will be at the heart of the 20/21 plans. The focus is on understanding and managing demand and that will be crucial to our future success.
It’s a simple principle, but sitting behind it is a complex workstream which delves deep into the data we are building in relation to demand and the way in which we meet the needs of our customers now and in the future.
As we move through the second quarter of 2019/20 that work will continue, feeding into the budget process as we plan for 20/21 and beyond. It’s important that demand management is embraced in every corner of the Council and it’s vital that employees have the chance to shape the ongoing review of the services we provide, the way we deliver them and the opportunities to evolve and improve.
That engagement will take different forms in different areas – for example building services have led the way in embracing a new approach through a series of successful workshops – but there will be a common thread.
The process of service design should be an iterative one and didn’t stop with the implementation of the adoption of the Target Operating Model (TOM) and move to the interim structure.
Our ongoing service designs will help ensure that we are organised effectively to support our customers, guided by the experiences of our teams since the new functions and clusters were introduced.
The challenge is for all areas of the council to reflect on what has worked well, improve on aspects that may not have met expectations and to ensure we are embedding the collaborative approach that is such a huge part of the guiding principles – one team, one council, one city.
I look forward to sharing updates as we move forward and continue to build the Council of the future.