Transformation and Innovation

To address the councils financial position and meet new demands and pressures the council needs to shift its operating model and develop a new system for the future. 

Principles

1. Our resource is targeted at those who need it most, following the 8 Marmot Principles
2. The work we do improves our customers’ experience, guided by our Customer Charter
3. Our work ensures the council is financially sustainable and provides good value for money
4. We make our decisions based on high quality data and insight
5. We aim to resolve issues early, to prevent them becoming bigger or more complicated
6. We work with partners to get the best outcomes for our residents using our Partnership Framework
7. We embody the councils values and demonstrate the councils behaviours every day

This transformative approach is used as a framework to help set the council’s budget, prioritising and facilitating conversations on how we can work more efficiently whilst ensuring that we achieve better outcomes for both our residents and the organisation as a whole.

How we will deliver

Partnerships and working together with our communities

Many of our services are not delivered by us alone, but in partnership with other organisations and our communities. More so than ever, we will need to work together to deliver for our borough. While this is our Council Plan, the delivery of many of our priorities will be through partnerships. This plan represents a step change in how we work alongside our communities, enabling them to help us to take care of the borough, and providing support for the borough to thrive. We will strengthen and evolve alongside our communities and our partners to deliver for Wokingham, together.

Supporting our workforce

• Our workforce is essential to effectively delivering our Council Plan. We are continually engaging with staff to identify how we can best support them and enable them to fully utilise their potential. We enrich our workforce by attracting new staff who share our values and have the ability and motivation to achieve our vision, opening up opportunities for residents of our borough. 
• Our focus is on creating a positive work culture through our People Strategy pillars of We Care, We Share, We Learn and We Belong

Delivery and monitoring

• Our annual Delivery Plan, containing both in-year and longer term commitments, will set out how we will deliver our priorities.  
• Progress and performance indicators will be reported annually at the council’s strategic Overview and Scrutiny Management Committee and published on our website.

Borough Indicators*

Help provide the borough picture. The work of the council and partners contributes towards these but they are subject to wider influences. They are often externally sourced (e.g. ONS, Nomis, Public Health). Targets are not set for borough indicators, but we are interested in the direction of travel and change over time.

Key requirements:

• Must be measured and available
• Ideally (but not always) measured on at least an annual basis

Service Performance Indicators*

Focus on the service and those using it; how much we did, how well did we do it and ideally the outcomes we want for our residents. These will be reported with a supporting narrative which provides context for the indicator.

Key requirements:

• Measurable and regularly collectable (where there are new performance indicators, details of when we first expect to be able to collect this are included), targets
• Available for reporting on a quarterly basis

*Borough and Service Performance Indicators will be reviewed annually to take into account any changes in activities, local and national developments that may affect the work of the council and its partners. This also allows for any changes in methodology and collection.