Transformation Programme
Key pillars of activity
The aims are to:
- Empower the workforce, by allowing officers to have autonomy about how they do their jobs. This requires an organisational culture that fosters trust, open communication and a shared commitment to the council’s vision and corporate plan.
- Modernise the council: from how we support the work we do through improving our digital infrastructure to the way we operationally do our jobs,there is a huge opportunity to learn from what others are doing well (or not so well).
- Improve the way weengage with officers and Members, residents, partners and stakeholders to ensure we better hear feedback about how we are doing and what we could do to continuously improve the way we operate.
- Become an agile workforce, where we can respond quickly to challenges or opportunities without destabilising our day-to-day delivery of services.
- Make sure we are efficient in all that we do, ensuringwe deliver best value for our residents alongside ongoing financial sustainability for the council.
- Deliver, whether it’s getting spades in the ground forour capital projects or delivering a project supporting our most vulnerable residents, we have a good track record of delivery but there are opportunities to accelerate what we already do for the benefit of our residents.
Cross-cutting themes
- Financial sustainability: without ongoing financial stability the council will not be ableto deliver its strategic priorities. Each programme of work will need to consider the impact of any activity within that programme in line with the council’s Medium-Term Financial Strategy.
- Communication and engagement: it is essential we continue to build on how we communicate both internally and externally by actively engaging, listening, and responding to feedback from staff, stakeholders, and partners.
- Governance: in delivering this Transformation Programme, effective governance will enable clear and concise accountability and responsibility for the delivery of the programme, giving assurance to Members and the Executive Team.
- Diversity, equalities and inclusion: we are fully committed to equality, diversity, and inclusion in all that we do and therefore, the impact of any activity within our Transformation Programme must be considered.
- Climate action: ensure climate and sustainability are considered in every aspect of transformation, making the programme both responsible and resilient.
Organisational Development
Organisational Development, focus on how to move forward with developing our workforce strategy, organisational behaviours, and values. Develop how we use data to enable more informed decision making, also ensure that our procedures and processes are streamlined and enable the organisation to focus on delivery.
| 2025-2027 Actions | Key dates | Outcomes | Senior Responsible Officer | Corporate priority |
|---|---|---|---|---|
| Develop a People Strategy roadmap that reflects a modern and flexible workforce and aligns with our aim to deliver efficient and effective public services. | October 2025 | People Strategy is likely to be developed as a road map over the coming period to achieve long term goals and align with the challenges of LGR/Devolution. | Assistant Director Corporate Services Assistant Director Environment and Planning |
Efficient and effective delivery of our services. |
| Develop an agreed set of core values and behaviours that become embedded in the organisations culture and shape the way employees work. | December 2025 | Plan to develop values and behaviours through Summer and Autumn 2025, working with representatives of all staff. | Assistant Director Corporate Services Assistant Director Environment and Planning |
Efficient and effective delivery of our services. |
| Support a culture of high performance in line with corporate priorities, to ensure we deliver our services in the best way possible. | March 2026 | A programme of people management development is being delivered from May 2025 through until October with a focus on management skills and managing high performing teams. Review of performance management system. |
Assistant Director Corporate Services Assistant Director Environment and Planning |
Efficient and effective delivery of our services. |
| Support the development of an organisational structure, which enables effective and efficlient delivery of services and projects. | March 2026 | Implement a programme of CLT development including team coaching via solace to aid corporate leadership and service delivery. Continue to review service structures and roles tosupport service and projects. |
Assistant Director Corporate Services Assistant Director Environment and Planning |
Efficient and effective delivery of our services. |
Service Innovation and Digital Transformation
Service Innovation and Digital Transformation, focus on how we use technology to deliver efficient and effective services for our residents, e.g. Artificial Intelligence (AI), digital technology and business process re-engineering. Consider the outcomes from our Marmot Place work and how we can innovate better to improve the life chances of our disadvantaged communities.
| 2025-2027 Actions | Key dates | Outcomes | Senior Responsible Officer | Corporate priority |
|---|---|---|---|---|
| Review and modernise the various technologies used by colleagues at all levels to ensure that they are fit for purpose. | March 2026 | Desktop refresh. Sharepoint intranet. Upgrade of meeting rooms and town hall. |
Assistant Director Corporate Services Assistant Director Health, Wellbeing and Public Protection |
Efficient and effective delivery of our services. |
| Discovery and baselining of ICT to shape requirements to support ICT transformation and enablement across the council whilst minimising business risk. | March 2027 | Deliver a series of “quick wins” to gain momentum and confidence across the Council Improved digital capability and customer experience for end user. Tackling ICT areas of significant impact to staff and member user experience. Business systems improvements aligned to LGR planning. |
Assistant Director Corporate Services Assistant Director Health, Wellbeing and Public Protection |
Efficient and effective delivery of our services. |
| Empower and enable the workforce (and members) by developing training, access to online learning and in-person to fully utilise our range of IT systems and infrastructure. | March 2027 | Identify the full capability of the systems available. Availability of training and clear accessible guidance. Ensure users can optimise use of systems and software with confidence and ease. |
Assistant Director Corporate Services Assistant Director Health, Wellbeing and Public Protection |
Efficient and effective delivery of our services. |
| Unlock and enable assisting technologies (AI) to remove unnecessary administrative burdens. | March 2027 | Enhance customer experience. Resource focus on more complex issues. Improved productivity. |
Assistant Director Corporate Services Assistant Director Health, Wellbeing and Public Protection |
Efficient and effective delivery of our services. |
| Improve health equity for all residents of the borough, through the implementation of the eight Marmot principles. | October 2026 | Key areas of work will be examining the effects of rural inequalities, housing energy efficiency, educational inequalities and other challenges facing young people and advancing housing initiatives and promoting economic development through skills building and employment opportunities. Future practical application of this work is to be developed. |
Assistant Director Corporate Services Assistant Director Health, Wellbeing and Public Protection |
Support our Communities. |
Enterprise our Assets
Enterprise our Assets, focus on delivering against our emerging asset management strategy, consider future investment in our leisure facilities and maximise the utilisation of our asset base with the aim of financially supporting the Council and its residents into the future.
| 2025-2027 Actions | Key dates | Outcomes | Senior Responsible Officer | Corporate priority |
|---|---|---|---|---|
| Improve the place of work by reviewing office accommodation with an initial focus on King’s Court trialling some modern workspace arrangements. Look at environmental improvements and having a general tidy-up in all council workspaces. |
November 2025 | More productive time spent in the office with spaces suitable for modern ways of hybrid and flexible working. Improvements to recruitment and retention. |
Assistant Director Regeneration, Housing and Place Assistant Director Leisure and Culture |
Efficient and effective delivery of our services. |
| Review our leisure and culture assets to ensure we are maximising their potential, both financially and for our communities. | April 2026 | Develop strategy to understand and tackle keygaps, opportunities and drivers to success financially, culturally, and environmentally. Create Marketing & Comms Strategy to improve awareness, perception, and participation. Creation and introduction of Culture Working Group. Achieve quality accreditations at all sites. |
Assistant Director Regeneration, Housing and Place Assistant Director Leisure and Culture |
Support our Communities. |
| Prepare a housing delivery strategy. | March 2026 | Stakeholders clear about an approach to delivery that can inform business planning and investment decisions. Support sustainable ways of living and working through housing delivery. Promotes well-being and prevent homelessness and improve life chances of children. |
Assistant Director Regeneration, Housing and Place Assistant Director Leisure and Culture |
Promote growth and prosperity to benefit West Norfolk. |
| Develop an Asset Management Strategy to determine how best to manage the property assets that will remain in the council’s control. | August 2025 | Improve return on investment. Improved and modern fit-for purpose council assets to attract existing and new businesses. Improve council’s income and reduce risk associated with existing stock condition. |
Assistant Director Regeneration, Housing and Place Assistant Director Leisure and Culture |
Efficient and effective delivery of our services. |