How Do We Plan to Deliver? content The Dundee City Plan - Partnership in Action The Dundee City Plan 2017-2026 is based on an extensive consultation with partners and a community engagement process. It addresses all the priorities of the Council and provides a partnership structure for delivery. The Plan identifies the following key priorities which will be worked on as a partnership between the Council and other public services, the Third Sector, Universities and Colleges and the Private Sector. Each of the strategic themes is governed by an Executive Board that has overall responsibility for the delivery of improved outcomes. They are expected to fully satisfy the ambitions contained in the Scottish Government guidance with partner agencies making demonstrable commitments to resourcing the delivery of joint improvement priorities; redesigning and integrating services; making a decisive shift to prevention; and articulating and implementing a closer relationship to localities. Executive Boards are co-chaired by the relevant Council Executive Director and an equivalently placed officer from the most appropriate community planning partner. To strengthen the democratic relationship to citizens in Dundee, two elected members have joined each of the Executive Boards - one being a member of the Administration Group and the other a member of the Major Opposition Group. We have also taken steps to involve communities at strategic and local levels. Fairness Action The Council is determined to advance equality and improve the quality of life for all its citizens. That means reducing the barriers placed on a significant proportion of local people by inequality. The Council is committed to working with communities to overcome barriers, whether through being on a very low income for sustained periods, living in an area with multiple deprivation factors (a Community Regeneration Area) and / or discrimination due to disability, race, religion, sex, LGBT or age. The city's determination to tackle poverty and inequality in the city led to the formation of the Dundee Fairness Commission in 2016 to explore how Dundee could be a fairer city. Following extensive community engagement and hearing expert evidence the Commission reported its conclusions to the Dundee Partnership. The Commission's 56 recommendations were endorsed in full by the Dundee Partnership and a Fairness Action Plan was agreed in November 2016, framed around the following themes: Stigma and Social Inclusion Work and Wages Reducing the Education Gap Benefits, Advice and Support Housing and Communities (including fuel and food poverty) Improving Health The Council has already signalled a number of key priorities around closing the educational attainment gap, a welfare reform action plan to help people on low incomes manage changes to the tax and benefits system, reducing costs to people on low incomes (e.g. the cost of the school day) and being a Living Wage employer. A new group is being established to continue the work of the Fairness Commission and to work with people in the city who experience poverty to continue to develop effective policies. The Council is also developing a single Equality Plan 2017 - 2022, working with a range of different groups to address discrimination due to disability, race, religion, sex, LGBT or age, and will address the new legal duty of socio-economic inclusion. The Fairness Action Plan will be routinely reported on to the Council over the five years of this plan. Key Performance Indicators throughout the plan related to Fairness include: Reducing unemployment Increasing the percentage of economically active age groups in employment in Dundee and increasing the earnings of Dundee workers comparable to the Scottish average Increasing the education tariff score of children from SIMD 1 (Community Regeneration Areas) to the same level as the average, effectively doubling the current achievement rate Improving the tariff score of looked after children Increasing digital literacy sessions Building 200 new affordable homes per annum Reducing the % of all tenure households which are fuel poor Reducing the gender pay gap Improving the gender balance in the top 5% salary band The City Council - Changing for the Future - C2022 Changing for the Future has a clear vision to develop an organisation which has: citizens at the heart of services local democracy at its core designed methods of service delivery focussed on prevention of avoidable costs shaped local markets, regional working and collaborative methods of delivering core services The programme will feed into the Tay Cities and Dundee approach to improving outcomes. Additionally, the programme will continue to focus on transformation and be closely linked with the financial strategy, aligned and complementary to the financial aims and targets of the strategy. To deliver on the priorities set out in this Plan and the City Plan we will: Make best use of the financial resources available to us, ensuring best value for the public purse; Have a flexible, skilled and motivated workforce; Listen to, and be responsive to, our customers, shaping our services around their needs and focusing our resources where they are most needed; and Work closely with our partners, including local communities, to deliver a single set of outcomes for all the citizens of Dundee as set out in the City Plan. Our aim is to be the best we can be - whether in terms of cost, efficiency or the achievement of the Key outcomes set out in this Plan. Dundee is already a well performing Council, but we want our services to be great and among the top performing in Key priority areas. We are digitally skilled but on a journey to being a smart and connected digital city. We are recognised as sound but want to be known as ambitious and innovative. To develop the Council's transformation programme, projects will be developed under each of the following four themes in the diagram below to provide a consistent way for managing them over the next five years. The diagram represents a strategy to apply to all services over the next four years to achieve the level of transformation the Council needs to meet the priorities in this plan and within the resources available. SERVICE DESIGN - as a UNESCO City of Design, we will apply Design Thinking to new and existing services to meet the needs of the Council and citizens PARTNERSHIP AND COMMISSIONING - we will review services to identify where developing a partnership or commissioning approach will deliver new options for a better service DIGITAL - we will implement the digital strategy to deliver new tools to deliver efficiencies and improved outcomes PEOPLE, RESOURCES AND ASSETS - we will deliver greater flexibility with our people, finance, buildings, information, vehicles and land The next phase of the Changing for the Future Programme will be developed by the end of 2017/2018. Joint Resourcing Collaborative working with our neighbouring authorities is not a new concept for Dundee, with several very successful partnerships running currently e.g. Roads & Street Lighting Partnerships, Tayside Procurement Consortium and Tayside Scientific Services. Tayside Contracts is our most established model of collaboration, having been in existence for 20 years. This is a commercially based shared arrangement that operates under a Joint Committee of elected members from each of the constituent councils, for the provision of catering, cleaning, roads maintenance, vehicle maintenance, winter maintenance and other potential services. A single Tay Cities Joint Committee has been established to manage the principal levers of economic growth across local government boundaries. It is proposed that the Tay Cities Joint Committee will be responsible for: Regional Economic Development Cross-boundary Strategic Planning Regional Transport Planning and Delivery (including Public Transport) in Angus, Dundee and Perth & Kinross The Tayside Plan for Children, Young People and Families 2017-2020 is the first joint plan to be produced in Angus, Dundee and Perth and Kinross. It reflects shared leadership towards multi-agency cross-border collaboration in the planning, management, commissioning, delivery and evaluation of services to children, young people and families. The Plan has been developed by the three Councils, NHS Tayside, Police Scotland, Health and Social Care Partnerships and other organisations to ensure a consistent approach towards agreed priorities and an absolute focus on improving outcomes for all children, young people and families. The Council can point to a number of jointly resourced partnerships which will be vital to its future success such the Employability Partnership and the Alcohol and Drugs Partnership. These are the building blocks of the future. Community Empowerment Local Community Planning Local Community Planning Partnerships (LCPPs) have been established across the eight multi-member wards for over ten years and these continue to flourish. They are the means by which the national and city outcomes are combined with priorities from local areas to shape city-wide and local action. They bring together elected members, community and third sector representatives and partner agencies. Following the extensive collaboration with communities captured in the Engage Dundee process, the development of local community plans is underway. The next phase of local plans will focus on priorities which have been agreed as the most important for local people. Community Asset Transfer Dundee has had an agreed Community Asset Transfer policy since 2014, and this is being updated to reflect the Community Empowerment (Scotland) Act 2015 that came into effect in January 2017. This process for asset transfer will form the basis for arrangements to consider participation requests which can be a positive way to further develop working relationships with representatives of communities, the third sector and other partners. Community Budgeting Dundee’s Community Regeneration Forums have been recognised as best practice by the Scottish Government for many years. They are a strong democratic means of identifying and responding to local need and promoting community empowerment and capacity building. They work well in representing a community regeneration perspective within Local Community Planning Partnerships. The significant level of financial resources available to them will enable Forums and LCPPs to fund further action to reduce inequalities in their areas and support the implementation of the recommendations of the Fairness Commission. They will also be able to respond to issues identified through the Engage Dundee consultation process and the new local community plans. Dundee’s new Community Infrastructure Fund will build further on these foundations. As a ‘test of change’ additional funding of £509,000 is to be directed towards locally agreed priorities for roads, parking, footways and other local infrastructure. Together with further capital funding of £691,000, this will result in a total Community Infrastructure Fund of £1.2m and will allow a mix of revenue and capital works to be undertaken. This is further evidence of the Council’s continued commitment to participatory budgeting, and will complement and augment the £1m funding for community regeneration. For a number of years Dundee City Council has operated a Youth Investment Fund. From 2017/18 this will increase from £8,000 to £25,000 and will change from a grant giving model to a participatory budgeting approach. Young people in Dundee will have more say than ever, promoting inclusion and participation by young people. Download the Dundee Pilot Participatory Budgeting Programme 2017-18 Report (1.17MB PDF) Digital Strategy The Council's Digital Strategy has a transformative role in changing for the future. It combines redesigning services to make the best use of technology in education, health and care and online services with the city's reputation of being at the forefront of digital entrepreneurship and new creative industries. The strategy has a vision to: Over the next five years the internet, smart technologies and smart mobile devices will continue to develop and become the norm for communication in real time and making transactions. Services will be capable of increasing automation, speed and enhancing the experience for service users and provide more ways for citizens to participate in local democracy. The strategy covers channel shift, mobile working, smart health and care and Smart City and connecting the city with the best available networks. Our People Strategy Our People Strategy aims to engage the Council employees in developing flexibility, innovation and new skills to meet the challenges we face. There are four priority themes Equality, Diversity and Fairness Enhancing our Leadership Managing our People Developing our People The strategy will include engaging with employees on designing the skills required for the future workforce the Council and the city needs. The implementation plans aim to ensure that our workforce supports the key priorities of the City Plan and the Council Plan thus delivering positive outcomes for the citizens of Dundee. The underlying principles are: ensuring that our workforce is engaged, valued and developed to deliver outcome-focussed approaches and services; enabling cultural change building confidence in leadership at all levels enhancing capacity and resilience continuing to develop a sustainable and innovative workforce Work has already begun. The Employee Survey undertaken in 2016 has resulted in action plans being developed across service areas which will result in more opportunities for employee engagement and involvement in service redesign. Linking with the Digital Strategy and Channel Shift initiatives, our employees will be involved in improving services utilizing technology, while seeking to develop more commissioning and commercial approaches. Our workforce profile presents a clear challenge. Out of approximately, 7000 employees, 41% are over 50 years of age and only 330 are under the age of 25. This is good for experience but not for ensuring that we have a sustainable workforce for the future. A younger workforce brings new ideas and digital native thinking, vital for our progress. The Council is committed to Developing the Young Workforce and developing a greater capacity to employ more apprentices and provide other opportunities for young people, including our looked after young people and care leavers, to develop their work experience with the Council and see the Council as an employer of choice. All of this is underpinned with ensuring we continue to enhance and support our leaders at all levels, we have a terms and conditions package that is fair and equitable, the health and wellbeing of our workforce is prioritised thus improving attendance levels and we continue to develop and support our workforce to be the best they can be. Customer Focus Every day the Council delivers vital services to its customers. We do the things which make sure the city ‘just works’ and we provide the environmental stewardship, planning and regulatory services which help to keep people safe e.g. through food hygiene, building standards and licensing. We will continue to maintain high standards of service delivery in these areas of work. Customer service will always be a high priority for the Council and this Plan re-affirms our commitment to deliver the pledges made in our Customer Charter. We will be open and honest and explain our decisions deal with enquiries promptly and explain reasons for any delay provide choices around how customers access our services give service users the information they need about our services listen to what people have to say treat everyone with respect and courtesy aim to get things right first time apologise when we get things wrong and then put things right Go to 'Strategic Service Area Scorecards'