RichardS

I had an interesting conversation with a colleague last week about how the council can connect those who do not feel especially close to the outcomes we are trying to achieve with our strategic vision. The conversation brought to mind a song from WW2 that my grandmother used to sing when I was young. It a Gracie Fields I think. The lyrics are as follows - can't sing the tune on ReadmyDay you will be pleased to hear! In local government speak it's engagement and clarity in one - so how do we achieve that for our staff? Happy New Year.

I chaired the council's Digital Development Group this morning. It's a small group of awake people commissioned by the Council Management Team to keep the council moving forward with its efforts to capitalise on the potential of technology. We have spent a lot of time on the development of the council website to date, but today had a really interesting session with the Head of IT talking about a range of issues related to telcoms, open source software, social networking software, community engagement and mobile working. We then decided we need to think about digital TV and supporting the community in their access to things digital, from the self service lane at Asda on upwards. The group has become a think tank for the council on a number of fronts. Maybe we need more groups like this where those in the middle, not so bound by history and status can help us do it differently? Are there enough opportunities for members of the council's incredibly talented team to make a contribution outside their box? If not how can we make them available?

PS - we had mince pies, and cream, from the Pittwood canteen - my first this year so I am being good.

This week started with an away day event for the council management team. It was part of a series of activities and events we are involved in to scope the transformation (ooops! - see previous entries) of North Lincolnshire Council. The team spent the day at a cold but dry Waters Edge at Barton on Humber with a facilitator from CPCR. The outcomes include confirmation of both the need for change  and the appetite for change as described by the Chief Executive at the recent Managers Briefings, as well as an agreed list of priority actions for the first month, three months and six months of the new year. Paramount in the list to my mind is the need for communication. A lot of people are talking about the change plan, and drawing conclusions, but the change plan has yet to be agreed and set out. The culture and COmmunications Group (a brilliant group to be part of by the way) last week highlighted the rumour mill, and the need to provide hard info as soon as we can. 

If you haven't been to Waters Edge - visit. It's a brilliant transformation (arrgghhh) of a former industrial site into a haven for wild life. There are interesting displays, opportunities to observe wildlife, and the great outdoors by the banks of the Humber. And it's all set in and around a stunning and environmentally sound modern building, complete with coffee shop. Go there. You will not be disappointed.

http://www.watersedgecountrypark.org/business/facilities/facilities.html