Think efficiency programme 2008-11

1. Think efficiency programme 2008-11

2. Background • The council embarked on a programme of measures in 2008 principally based on the initial findings and recommendations from the KPMG study during Q3 2007/8and approved in December 2007. The work built on many council inspired efficiency initiatives over the years as part of a long standing commitment and successful track record of continuous improvement in front line service delivery and organisational efficiency. • Many initiatives have been introduced over recent years involving new service models, new service channels, underpinned by strong leadership, collaborative working, a skilled and motivated workforce, innovative change management capabilities and deployment of information technologies • Local citizen and business needs and expectations continue to rise. Local and regional social and economic conditions on skills and employment, public health, community engagement, personal safety and the environment present unique challenges and opportunities. • Such challenges must be seen against a backcloth of diminishing resources and severe budget constraints • The ongoing drive then, for ever more efficiency and effectiveness are central to delivering up cashable and non-cashable savings to meeting target savings or redirecting resources to the front line

3. Programme vision

4. Benefits and beneficiaries The programme benefits and beneficiaries provide a simple overview of what we can expect from the programme and who it is directed at. These are the simple headlines for the programme; more explicit and measurable outcomes are explained later in the programme document

5. Benefits and beneficiaries … continued

6. Customer Services Mgt. Structures Admin- istration Common Functions Workforce Mgt. 3rd Party Relations Enablers: ICT, HR, Property& Agile working Emerging design features

7. Customer services: Proposed operating model

8. Administration: Preferred Design Structure

9. Common functions: Democratic process to be • Consistent, consolidated support to lead members • Alignment of Scrutiny function • Reduction in size of all reports • Reduction in paper usedin officer meetings • Reduction in paper usedin committee meetings

10. Common functions: Marketing and communications to be • A re-centralisation of thisfunction • Consistency of council branding and all outputs • Redesign of the tourist information centreand align with customer services principles • Realign service provision to allocate dedicated resource to internal communications • Centralised Marketing and • Communications Team • Services include: • Corporate Marketing • Internal Communications • Web Design • Creative Services • Events Marketing • PR

11. Common functions: Programme & project management to be • Consolidated corporateresources • A scaleable model • All major pieces of work carried out usingconsistent tools andtechniques • Consistent support to outstationed officers from a corporate team • A gateway process in place to regulate the numbers of programmes and projects undertaken by the corporate team

12. Common functions: Transactional HR to be • Consolidation of transactional officers into a broader support model • Special consideration given to the service needs of our schools • HR helpdesk to handle the majority of routine transactional enquiries • Opportunity to amalgamate withpayroll helpdesk • ICT enablement across a wide range of areas • E-recruitment • Employee self service • Manager self service

13. Common functions :Transactional finance to be • Consolidated billing with an increased number of suppliers • Introduction of a wide number of self-service electronic transactions • Reduction in needfor and use of of timesheets

14. Common functions: Strategy, Policy & Performance Support To Be • In the To Be model there will be a matrix type of relationship between the consolidated team and Directorates / services. • The centralised team will need to align resources and expertise to specific directorates / services to ensure that any specialised knowledge meets service specific requirements. • Consolidated team is still a flexible pool of resources and whilst a member of the team may have a primary focus in terms of supporting and working with specific Directorates / Services, they will also work across other corporate and service areas to maximise the benefits of this new way of working and to achieve the efficiencies required. • Directorates will still have specific responsibility for aspects of strategy, policy and performance work. SR Directorates retain Accountability and capacity for service specific policy An equivalent of 121.3fte do this across Directorates. This represents posts where less than 30% of time is spent on this and/ or reflects senior manager posts. There are 22.75 ftes in terms of posts where more than 30% of time is spent on service specific policy. Such resources should be pooled within Directorates to maximise flexibility and efficiency within Directorates Env CE CHSC CYP CSS 1 fte Head of Function plus 0.25 fte senior mgt Strategy 11.5 fte Policy 12 fte Performance 33.5 fte Total resource – 58.25 fte Annual Cost of To Be is £2,556,787

15. Management structures – target reduction Current running totals 73 posts • Principles: • 5 overall layers • reporting lines:1,5,7,15

16. 3rd Party relationships to be

17. Work force management • Overtime – management & reduction • Training & development • Reduce external venue hire • Reduce external providers • Streamline internal service* • Salary sacrifice * see later slide on to be designs

18. Training FTEs: 42.1 Cost: £1,392, 754 incl on-costs Business Support Team (5) 2 x SBSA 3 x BSA Managed by Team Leader for Admin on Civic Campus = managers = specialists = ‘doers’

19. High level delivery plan

20. Financial Savings and HR Implications Total post reduction and staffing saving by 2010-11 380 £10,949k Procurement saving by 2010-11 £ 5,013k Overtime and venue hire reduction £ 1,183k Total saving by 2010-11 £17,145k

21. Enablers: HR, Organisational development and training This section outlines the overarching HR and OD policies, practices and tools critical to the successful achievement of the programme. The specific organisational changes are included within the individual plans covered in the programme products section

22. Enablers: ICT The ICT enablers work-stream is very substantial indeed and lies at the heart of the efficiency improvements. The following graph outlines the work involved. Detailed ICT enabler form part of the individual project delivery plans and a detailed PDD and product catalogue is available from ICT Services Work-stream Outcomes ICTenablers Bring ‘common’ operational business functions and personnel together to create ‘Economies of Scale’ • Information & Knowledge Management: • Document and Records Management • Web Content • Workflow and Business Process Mapping • Case Management • Document Collaboration • Business Intelligence/Knowledge Observatory Customer Services Implement a number of ‘Tactical’ solutions based on existing processes, policies and systems Management Structures Develop ‘self service’ automated solutions for a range of ‘stakeholder’, to relieve the engagement with admin, support staff and back office professionals. Administration • Employee & Asset Management • Management/ Employee Self Service • Room Bookings • Training / Events management • Recruitment / Appraisals • Online Remittance / Invoicing • Asset Management Common Functions Provide solutions for the implementation of key strategic principals that ensure the Council Creates an Intelligence-led customer service operation Workforce Management • Customer Services: • Transactional Channel review • Citizen Self Service portals • CRM & Single Customer Accounts • Web architecture & middleware integration Provide an environment for an operation shift In customer access in the areas of – Avoidable contact, Channel shift, and Consolidation to corporate centres 3rd Party Relations Provide solutions to enable an Intelligence led, proactive, responsive and efficient organisation via the utilisation of an corporate Information repository • Technical Infrastructure: • Project Serve – Virtualisation • Wireless WAN / LAN / Mobile • MFD • XP – Core Modules phase 2 • Shared Service delivery Procurement Q-wins Provide facilities and solutions for professionals to be more efficient in the way they work and engage with customers directly Agile Working

23. Enablers: Property and agile working • The property impacts and agile working opportunities of the programme are key considerations as • the individual efficiency measures are rolled out • An accommodation strategy has already been devised and agreed with OCMT in 2008 to provide • the overarching approach to property design and utilisation which will guide specific solutions as • the programme evolves. • Similarly, a future overall agile model was agreed in 2008 and pilot initiatives launched as the • basis for testing organisational approaches and technology solutions • Phase 1 of Agile Working will conclude March 2009 and a conclusions report will be presented to • the delivery team. As part of this phase, the team will deliver a combined implementation & • benefits model that covers Agile Working and Accommodation factors. • As part of planning for Phase 2 covering the delivery programme, each Think Efficiency work- • stream will be evaluated via this model, including identifying yield, by the end of March 2009 for • reporting in April

24. Staff development (key training focus for 2009) The following summary sets out the key training focus for 2009 at programme level to support delivery. Detailed training plans will form part of the individual project delivery plans • Management development… reflecting new model • Team working (including agile management)… reflecting new structures • Communication… to support change agenda • Service / business planning… to implement new approach • Change Management … to support change programmes • Programme, Project management, Risk management… to support change programmes • Policy and strategy development … to implement new approach / team • Commissioning, procurement and contract management… to implement new approach • ICT: use and application of enabling technology solutions… part of rollout of enablers A consolidated programme training plan will be devised for consideration in Quarter 1 09 which will bring the whole training effort, priorities and timings together

25. Any Questions