An overview of the Enabling Communities Workstream was given by Senior Responsible Owner, Kenny Gillespie, Head of Housing Services.

Key points made include:

  • A one size fits all approach to enabling and empowering communities will not work.
  • We need to listen more and not dictate to communities as communities have different needs for a variety of reasons including geography, socio-economic etc.
  • What we are trying to achieve is better outcomes not a tick box exercise.
  • This means we have to work closely with communities to identify the support they actually want and need and work with them to support and enable them to ensure best outcomes.
  • We also have to work collaboratively, not just with communities but with each other and with the voluntary sector.
  • Linkages between current projects in the workstream are now clearly visible.
  • These linkages would not have been as easily identified if the workstream had not been established.
  • For the workstream to succeed , we need to see a shift in our culture and approach to how we work with communities.
  • To do this we need to have honest conversations across the board.
  • To help drive that forward, a workshop that will be attended by key players from within the Council and from the voluntary sector is being arranged.
  • This will provide us with an overview of the services and support currently provided by the Council and will help us identify duplication of work and allow us to challenge current support as well as identify new avenues we may want to take.
  • This workshop is scheduled to take place in September.

Top ten priority projects

  • A dashboard has been created that lists the current status of each of the top ten priority Council of the Future projects.
  • These projects have been identified as critical to our transformation.
  • If progress slips on any of the projects it will impact on our ability to realise our ambitions set out in our five-year business plan.
  • The dashboard follows a traffic light system to provide a high level indication of progress made:
    • Red highlights significant issues with the project that needs corrective action to meet business objectives.
    • Amber indicates one or more aspect of project viability — time, cost, scope — is at risk. Tolerance levels are agreed by Programme Management Office and Project Manager.
    • Green means the project is performing to plan.
  • The dashboard is updated on a monthly basis on the back of information provided by Project Managers.
  • The dashboard will be presented to the Board every time it meets.
  • This will keep members up-to-date with progress and pinch points.
  • It will also provide an opportunity to discuss in more detail any action that may be required to speed up the pace of change.

Change Fund

  • c£70k has been awarded to assist the Transformation of Roads & Grounds.
  • The funds will be used to work with an external organisation skilled in helping local authorities improve their frontline services.
  • The work will help transform the service into a modern and commercial operation.

The next meeting of the Board is scheduled to take place on October 3rd.