Dorset Council Transformation Plan 2025 to 2029

We are committed to improving how we deliver services, despite financial pressures from rising costs and increasing demand. Our whole-council review of our operating model will:

• enhance engagement with residents and communities, building trust and promoting independence
• improve customer experience by making it easier to interact with the council and ensuring we respond efficiently to residents' needs
• reduce operating costs by modernising technology, streamlining processes, and eliminating inefficiencies.

Our 2023-24 residents’ survey found that while 85% of residents are satisfied with their local area, only 34% believe the council provides value for money, and 54% trust the council. 

Currently, the council does not fully maximise the benefits of unitarisation. Some functions are duplicated across departments, leading to inefficiencies and delays in service delivery. 

Local authorities face growing challenges due to political, economic, and financial pressures. Increased demand, rising costs, and reduced funding require us to fundamentally review our operating model to ensure efficient, customer-focused, and financially sustainable services. 

Since 2019, Dorset Council has made significant progress, implementing service-specific and council-wide changes, including:

• establishing family hubs as part of a place-based model
• expanding residential placements for care-experienced children
• opening a new school for children with special educational needs and disabilities
• establishing Care Dorset
• strengthening our relationship with the homecare market
• increasing the number of homes built or acquired
• consolidating planning services
• developing a new library strategy and improving online services
• launching a joint venture recruitment agency to reduce temporary staffing costs.

These changes have contributed to £123m in savings and cost avoidance, helping to offset inflationary pressures and reductions in central government funding.

Our Target Operating Model (TOM) will translate the council’s strategic objectives into a consistent way of working across the organisation. It will:

• redesign services to prioritise customer experience
• align transformation initiatives across departments to create a unified approach
• enhance financial sustainability through technology, process consolidation, and economies of scale.

This model will be embedded through the delivery of this transformation plan.

Our transformation plan focuses on five key priorities:

• automation and technology enablement – modernising systems to improve efficiency
• consolidation and standardisation – streamlining services and reducing duplication
• demand management – ensuring sustainable service delivery
• ways of working – improving flexibility and effectiveness
• spend reduction and income generation – enhancing financial resilience.

To achieve this, we will focus on five key areas:

• customer experience – ensuring accessible, responsive services
• commissioning and procurement – strategic service planning and procurement
• business management – optimising internal processes
• strategic and enabling services – providing support for decision-making and operations
• community partnerships – working with local councils and voluntary organisations to improve service delivery

The transformation plan centres on a 3-year programme to deliver our new operating model and improve outcomes for our residents, families, customers and partners. The activities of each year will be focused on making sure we deliver the right work, in the right way and meet our financial targets. 

The plan is structured around five strategic programmes and four enabling workstreams:

Strategic programmes

• strategic and enabling services – defining the structure, processes, and resources needed for future financial sustainability
• commissioning and procurement – ensuring best value and robust service planning
• customer experience – improving service consistency, cost-effectiveness, and responsiveness
• business support and ways of working – making the council an attractive employer and improving responsiveness
• community partnership – embedding new service models at a local level.

Enabling workstreams

• building transformation capability
• communications
• finance
• people and change

Dorset Council faces financial challenges, including real-term funding reductions, growing service demand, and a challenging economic environment.

Through the delivery of the target operating model (TOM), the council aims to achieve £16.6m to £33.8m in savings. These savings will be tracked as part of the Medium-Term Financial Plan.

Strong governance is essential for successful transformation. The plan is overseen by:

• a members’ transformation steering group – providing political oversight.
• an officer transformation board – led by the senior leadership team.
• dedicated delivery teams – responsible for implementation.

Progress will be monitored at least annually through Audit and Governance and Place and Resources Scrutiny Committees.

People are at the heart of our transformation. Our people and change workstream ensures we have the resources, culture, and skills to support change effectively.

Decisions will align with our organisational values:

• respect
• openness
• together
• curiosity
• accountability

By fostering a culture that embraces change and innovation, we will deliver better outcomes for our communities and ensure Dorset Council remains fit for the future.