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Members Roadshows October 2013

Members Roadshows October 2013. Corporate Strategy Planning. Extent of the financial challenge We estimate that we will need to save between £20 - £25million per annum each year from now through to 2017.

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Members Roadshows October 2013

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  1. Members RoadshowsOctober 2013

  2. Corporate Strategy Planning • Extent of the financial challenge • We estimate that we will need to save between £20 - £25million per annum each year from now through to 2017. • Next year is particularly challenging, as we have to find about £30m savings from our current spending. Times are tough and this extent of savings doesn’t come without hard decisions being made. • Key points • We have less money to do the things that are important to you. • We are reforming not standing still - we have a plan of how to rise to the challenge of saving £30m 14/15 and then approx. £25m p.a. after that. • This will mean doing things differently and maybe others doing things we have done historically as they are now better placed to do so. • Spending decisions will be based on evidence of what works, and payment by results • Determined Worcestershire will be a stronger version of its prior self.

  3. Our vision for 2017

  4. Where we spend our money

  5. BEC ProgrammesHelping us address the financial challenge through savings and investment • Open for Business - Reputation and National Profiling; Investing in the Fundamentals; Service Design and Transformation, whilst removing barriers to growth and enabling business to flourish. • Social and Community Transport - Reducing the council's subsidy for public transport, whilst continuing to re-focus community transport providers on the provision of socially viable services. • The Open Road – Optimising the condition of the highways asset; making the most efficient use of the network, whilst also achieving significant reductions through commissioning and reducing energy costs of street lighting. • Act Local – Supporting communities to come together and do things for themselves and actively take part in delivering and re-designing those services which are important to them and take control of improving the quality of life in the places where they live. • Moving Towards Self-Financing Discretionary Services – To secure a significantly reduced cost to the County Council for the provision of discretionary services e.g. Countryside services and Arts & Heritage.

  6. DASH ProgrammesHelping us address the financial challenge through savings and investment • Future Lives – Supporting people to live independently for as long as possible and reduce demand for health and adult social care, to maximise the quality and productivity of adult social care services. The four work streams for Future Lives are: Assistive Technology; Ageing Well; Recovery; New Models of Care. • Assistive Technology - includes Telecare and Telehealth to support people to live independently in their own homes and includes medication reminders, falls detectors and technology to monitor vital health signs of a patient. • Ageing Well- looking at promoting health and independence by providing better information and advice and focussing on services that can evidence prevention and improved independence. • In Recovery - Future funding models are being looked at for the services we provide such as the Resource Centres and Promoting Independence, including the Integration Transformation Fund. • New Models of Care - Making sure services are available rather than directly provide them. The council will put more choice in the hands of service users, including how they spend the money on services. The Local Authority will ensure a fair assessments process, provide high quality information and advice, and create an online marketplace so people can spend the money on the care they want. The Council will monitor the quality of these services.

  7. CHS ProgrammesHelping us address the financial challenge through savings and investment • Promoting Improved Educational Outcomes – Holding partners and providers to account for ensuring excellent educational outcomes for all children and young people. • Transforming 'Early Help' Services – Working with families to 'nip issues in the bud' preventing family breakdown and the need for high cost services. • Improving Safeguarding and Services to Children and Young People – Keeping children safe and ensuring they have the opportunity to grow in stable and secure families. • Transformation of Services for Children with Disabilities – Ensuring children with disabilities are helped at an earlier stage with clear shared pathways between Health and Social Care services enabling children with disabilities and their families to experience high quality services at their time of need.

  8. RES ProgrammesHelping us address the financial challenge through savings and investment • Smarter Working– Creating a modern, efficient and e-enabled working environment with employees having more choice over how and where they work. Managers will be empowered to proactively manage people and budget resources themselves through streamlined transactional finance and human resource processes. • Better Use of Property – Transforming how the County Council uses and occupies buildings by working closely with its public sector partners, local businesses and the community and voluntary sectors and securing savings through adoption of the council's commissioning approach. • Commercial Approach for a Commissioning Organisation – Ensuring all staff have the skills and behaviours necessary to make Worcestershire an "excellent commissioning-based authority - who sources the right service from the right provider at the right price for the tax payer". • Digital Council and Customer Access – Using technology to streamline and automate large parts of current staff workloads.

  9. Tools to deliver • Commissioning • Act Local • Streamlining management (DMA)

  10. What is an operating model? • Vision, Corporate Plan, Strategic Direction Vision • Plan outlining the remit of the council, what services it offers to whom , through which routes and with which capabilities – driven by commissioning approach Business plans • A comprehensive view on how the council develops and implements all of its capabilities to deliver its strategic objectives (structures, systems, skills, processes) Future Operating Model • Processes linked to Goals, Objectives, Vision • Reduction of overhead • Benefits managed Benefits Organisation design • Org design specifies the required capabilities to make the operating model function Structure Processes People and culture Performance Management Digital Strategy Commissioning Programme Business Cases Other Initiatives BEC Alternative Models Open Road Transport Next Steps Future Lives Support Services Commissioning

  11. Impact on staff • Jobs • Continued commitment to avoiding redundancy where possible, e.g. redeployment, voluntary redundancy, staff spin-offs • Being managed and fair approach • Skills • Commercial approach – training in place • Performance Management – training in place • Behaviours • Ownership • Flexibility • Good two way communication

  12. FAME2 • Accommodation • Enables savings of £2.8m • Move complete – 736 additional staff on County Hall campus • 2:1 ratio for desks • Greater emphasis on organising "virtual" meetings – e.g. Lync, conference calls • Car parking • Staff car park access remains 4 days per week or 3 days (within 2km of campus) • New short-stay area being created at County Hall • Car share spaces open to all after 10.30am • Use of car parks monitored – reports sent to line managers • Car parking access policy and arrangements to be reviewed in November 2013 • Other travel options: car sharing; pool bikes; pool cars;park & ride; public transport; cycling; walking

  13. What staff said • 62% believe the Council has a clear vision • 75% understand why changes to service provision are being made • 70% understand why job cuts are being made • 78% have confidence in their manager to lead their team through period of significant change • 83% feel well informed by their manager • 52% feel under pressure, and only 55% feel valued by the council

  14. What residents said • 82% feel satisfied with local area (static score) • 59% feel satisfied with WCC (up 10 points) • 46% think WCC provides value for money (up 3 points) • 29% trust WCC to do what’s right in the current climate (new question)

  15. Find out more • SID • Members Portal • Weekly round-up email now on a Monday • Group meetings • Plasma screens • FutureFit SID pages • FutureFit Forum ? Ask! commsunit@worcestershire.gov.uk

  16. Next key dates

  17. Over to you - any questions?

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