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Think Efficiency: The Next Phase (2010/11)

Think Efficiency: The Next Phase (2010/11). Programme Summary for Budget Scrutiny 3 rd March 2010. Approach for 2010/11. Locality Collaboration Management Savings Agile working 3 main outcomes continue to remain valid Service improvement for customers Balancing the books

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Think Efficiency: The Next Phase (2010/11)

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  1. Think Efficiency: The Next Phase (2010/11) Programme Summary for Budget Scrutiny 3rd March 2010

  2. Approach for 2010/11 • Locality • Collaboration • Management Savings • Agile working 3 main outcomes continue to remain valid • Service improvement for customers • Balancing the books • Creating an organisation that’s fit for purpose for the future

  3. 1. The Approach for 2010 A focus on locality • Focus on the Place, the People and the Community within a geographic area • Realignment with Think Customer principles • No wrong door, single point of contact, multiple outcomes, a real focus on customer • Challenge how we deliver services therein as a Council and in partnerships with others • Realise targeted localised efficiencies through avoiding duplication with • Property • Staff • Systems

  4. The Scale of the Opportunities Little Hulton provides the template for the current thinking with; • 10 Council and Partnership Organisations buildings in the immediate area • 5 of these teams readily identified as SCC employees at a cost of £900K including • 13 Admin staff (salary cost £180k) • 12 managers/deputies (salary cost £439k) • NB. These costs exclude non locality based teams and £150k pa in property lease/maintenance costs (for 3 SCC offices) • What would a 10% reduction in costs look like for SCC? £90K with additional potential from • Removal of duplication on ICT costs (systems/licence/support) • Removal of duplication with external partners service delivery/premises/staff costs • Potential city wide roll out of this approach would deliver significant savings, provides a real opportunity to connect with public through provision of improved public service provision • 2010/11 potential return £0.5M to £1M

  5. 2. The approach for 2010 Collaboration • Focus on development work with a strategic local authoritypartner(s), rather than chasing the goal of full AGMA collaboration. Such clustering to be the catalyst for improved delivery across AGMA • Look for “best of breed” opportunities across AGMA including • Procurement • Contact Centre • Programme & Project Management including Building Schools for the Future • Still actively chase AGMA collaborative services projects and maintain our position in leading this agenda, significant returns not anticipated eg. AGMA Vehicles project 2010/11 £50K • Deprived areas pilot may provide further efficiency opportunities in conjunction with Manchester CC • 2010/11 potential return £250K to £500K

  6. 3. Approach for 2010/11 Management Structures 283 posts identified as medium impact, delivered less than 25% of these opportunities to date

  7. Shape of the Programme: Management Structures £10.1M identified as medium impact, delivered £1.4M to date

  8. Shape of the Programme: Management Structures • 2009/10 Target of 73 FTE reduction in Management Structures through compliance with the “best practice” model of 4 tiers and a ratio of spans of control of 1:5:7:15 • 2009/10 Target financials £1.4m delivered ahead of programme and achieved via an FTE reduction of 43 realised to date • Therefore significant potential remains as • VER opportunities are yet to be realised (a max of 100 across all Directorates/ programme areas) • Still significant non compliance with best practice model across the Council • 100 further managerial posts could deliver full year £5M pa, 2010/11 £3M pa if introduced in 3 phases during year

  9. 4. Approach for 2010/11 Agile Working • Positive track record in terms of property rationalisation but there still remains the potential to make a significant step up in terms of agile agenda creating • Further reductions in properties • Reduction in revenue costs • Agile working developments have delivered efficiencies of £710K to date over 2 phases and realised a 950m2 space saving/£95k revenue saving. HR pilot based on 6m2 per person based on Council average of 11m2. • Still concerns about office space utilisation, which is considered to be at the 60% to 70% level • Considered that a 10% reduction in space utilisation would be deliverable without the need for significant ICT investment, this would deliver an estimated 3550m2 and £376.3k (property savings only) • A more challenging 30% reduction in space utilisation would deliver an estimated 14,200m2 and £1.505m but would require a significant step up in terms of ICT enablers

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