In 2024 to 2025 we also delivered Year 1 of our ambitious Transformation Programme to implement the council’s operating model and lead to improved financial stability and high performing services. We are now eighteen months into delivery of the programme and this will continue to be a big part of what we do as a council over the next two years and beyond as well. Some of this activity will be reflected in some of the work identified below in this Delivery Plan; however, the full Transformation Programme is closely managed and monitored through our Transformation Boards and Senior Leadership. The Programme is focused around 3 key themes:
People and culture, including the following projects: delivery of our future Cumberland programme, service redesign, focus on removing duplication and review of vacancies.
Technology and innovation, including the following projects: enterprise architecture, pre-front door (self-serve), remove duplication, enterprise resource planning and customer relationship management, digitisation and the use of AI.
Implementing the operating model, including the following projects: delivery of operating model, waste service review, review of Cumberland Care, robust project gatekeeping, governance, policy, training and contract review.
Our achievements over the past 2 years and our progress on transforming services provide a good foundation for this, our second Delivery Plan, which sets out our ambitions for the next 2 years.
About the Delivery Plan
Progress against the Delivery Plan will be monitored through a blend of key activities and performance indicators that we will report on quarterly and annually. Some actions may relate to more than one Council Plan priority but are listed against the most relevant one. Performance indicators fall into two types:
Key performance indicators - These represents priority service indicators tied to our Council Plan themes. They tend to be measures with direct data available to measure progress throughout the year. These are metrics the council has more direct responsibility over and reflect the organisation’s capability and capacity to deliver services to Cumberland’s residents.
Outcome measures - These are annual indicators centred on the Council Plan themes. They are primarily outcome focused measures that are longer term in nature and slower moving, reporting annually (often in arrears). These tend to be measures over which the council does not have direct control, but comprise a collective responsibility encompassing one or more key partners. As such they have been selected to demonstrate the impact of the Council’s contribution to work in delivering the ambitions articulated in the Council Plan. They do not have specific targets set against them.