Delivering excellent public services
Delivering excellent public servicesEfficient, inclusive and sustainable public services
We want Cumberland to be a high performing council. We want our residents to benefit from excellent, efficient, and enterprising public services. In the first months of the Council we have focused on integrating four councils into one, ensuring that our services continue to be delivered effectively for all of our communities and partners. This has given us strong foundations to begin our transformation journey and build a prioritised programme to help us move towards our goal of achieving long-term financial sustainability, and delivering high-performing services. Our operating model is crucial here, shifting to prevention and early intervention and utilising new technologies and approaches to help us. We will ensure that:
- we have open communication and collaboration with residents and partners on future service delivery
- we have improved service quality and efficiency for in house and commissioned services
- our services are financially and environmentally sustainable and decisions on the use of resources are evidenced based, monitored and evaluated regularly
- we are early adopters of new technologies and innovative approaches to make services more accessible and focused on prevention
- we work with a wide range of organisations to ensure that we are continually learning from the best
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Key activity |
Target timescales |
Lead roles |
|---|---|---|
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Implement a revised approach to community and third sector infrastructure support and grants for 2024/25 |
March 2024 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
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Develop a plan to improve overall value for money and effectiveness of care services |
June 2025 |
Director of Adult Social Care and Housing Portfolio Holder for Adults and Community Health |
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Undertake a full review of waste collection services and provision options |
March 2024 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Sustainable, Resilient and Connected Places |
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Develop and bring forward integrated approach to grounds maintenance and street cleansing including pilots to develop and test models, and partnership approaches to support community wealth building |
March 2024 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Sustainable, Resilient and Connected Places |
|
Review On and Off-street Parking arrangements |
December 2024 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Financial Planning and Assets |
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Develop the Medium-Term Financial Strategy to set a sustainable financial path for the Council |
March 2024 |
Director of Resources Portfolio Holder for Financial Planning and Assets |
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Deliver the Transition Plan to ensure effective disaggregation, aggregation and integration of services in line with timescales agreed in the Inter-Authority Agreement |
March 2025 |
Director of Business, Transformation and Change Portfolio Holder for Governance and Thriving Communities |
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Deliver Year 1 of the agreed Transformation Programme to implement the council’s operating model and lead to improved financial stability and high performing services |
March 2025 |
Director of Business, Transformation and Change Portfolio Holder for Governance and Thriving Communities |
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Develop an Asset Management Strategy and Plan looking at rationalising our property, co-locating services and developing our commercial approach to property |
March 2024 |
Director of Resources Portfolio Holder for Financial Planning and Assets |
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Develop a Workforce Strategy that addresses the needs to of the organisation with specific plans to address workforce capacity issues in areas such as social care and building control |
March 2024 |
Director of Business, Transformation and Change Portfolio Holder for Digital Connectivity and Customer Focus |
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Deliver apprenticeship and work experience programmes across the Council |
March 2025 |
Director of Business, Transformation and Change Portfolio Holder for Digital Connectivity and Customer Focus |
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Develop a Customer and Digital Strategy (including Intelligent Automation) |
March 2024 |
Director of Resources Portfolio Holder for Digital Connectivity and Customer Focus |
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Deliver a strategic plan for community hubs, including an implementation timeline, and establish the first community hubs |
September 2024 |
Director of Resources Portfolio Holder for Governance and Thriving Communities |
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Review technology-enabled care identifying opportunities for digital monitoring and exploring alternative models with health |
September 2024 |
Director of Adult Social Care and Housing Portfolio Holder for Adults and Community Health |
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Develop an ICT Strategy, as part of the Transformation Programme, to support a council-wide approach to technology-enabled approach. |
June 2024 |
Director of Business and Transformation Portfolio Holder for Digital Connectivity and Customer Focus
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Prepare for Care Quality Commission assurance |
March 2024 |
Director of Adult Social Care and Housing Portfolio Holder for Adults and Community Health |