Capabilities

The next step in our transformation journey focusses on developing our organisational capability aligned to the Target Operating Model – in seven key areas.

To develop this capability within our organisation we of course need to focus on what we do, and so there are seven programmes of work, one for each capability, with projects within them, all aimed at shifting what we do as an organisation.

These programmes are closely linked and complementary and will deliver a group of related projects, the mix of which may change as we better understand how to build the Council of the Future and work together to deliver it.

 CAPABILITY 1: Managing demand through prevention and early intervention

The purpose is to identify where early action can reduce harm as well as offering customers increased opportunities for self-service when accessing Council services. Digital technology will help connect residents to the support and advice they need, allowing communities to become more independent in the long term.  Projects (1)

CAPABILITY 2: Being flexible and adaptable 

The purpose is to enable staff to work across functions, develop their skills in a range of disciplines and become problem solvers as well as service deliverers. We will use mobile technology to promote agile working, develop a culture to embed the Target Operating  Model, and adopt a reward strategy appropriate for the 21st century. Projects (2)

CAPABILITY 3: Ensuring accountability, transparency and openness

The purpose is to ensure the Council’s decision-making structures allow citizens to play an increasingly proactive role in the city’s future. The leadership and capability framework will provide a basis for the performance management of a flexible, adaptable workforce. Best practice will be demonstrated through the award of accreditation schemes. Projects (3)

CAPABILITY: Becoming intelligence led

The purpose is to harness emerging technology and establish partnership arrangements that will allow us to securely gather and analyse customer information. This will help us forecast demand and direct resource to where it is needed most, as well as offering opportunities to influence behaviour. Reasons for decision-making can also be  evidenced. Projects (4)

CAPABILITY 5: Encouraging inclusiveness, engagement and collaboration

The purpose is to provide the tools and leadership structures that involve customers, stakeholders and staff more closely in decision-making and service delivery. This will   strengthen the understanding of the Council’s purpose, culture and vision, and promote collective ownership of the Local Outcome Improvement Plan.  Projects (5)

CAPABILITY 6: Achieving consolidation and consistency

The purpose is to bring services together to remove duplication of processes and activities, improving efficiency. We will look for opportunities to co-locate with and work alongside partner organisations. Services will be designed around the customer and the asset base will align with their whole-life experience.  Projects (6)

CAPABILITY 7: Focussing on outcomes that make a difference

The purpose is to introduce a commissioning approach across the Council. A Population Needs Assessment will be used to refresh the Local Outcome Improvement Plan. By better understanding customer need and how best to meet it, resource – be that budget or partnership support – can be used more efficiently and effectively in a targeted manner. Projects (7)