Think Efficiency programme

1. Think Efficiency programme Joint Corporate Issues and Budget Scrutiny Committees 24 August 2009

2. Workstream Customer Services Administration Management Structures Procurement Common Functions - Strategy Policy Perf and Partnerships - Organisational Training & Development - Transactional HR - Programme & Project Mgt - Transactional Finance - Marketing & Comms - Democratic Services Objective Streamline telephone/face-to-face contact, migrate to web Campus + service specific approach, consistent mgt support Reduce mgt tiers – 1:5:7:15 ratio principle Strengthen resource, reduce cost of supplies & services Centralise with outstationing, flexible resource pool Reduce overtime, external training providers & venue hire, streamline internal resource Centralise with outstationing (schools), ICT enablement Centralise with outstationing, new gateway process More automation – payroll (self-service), payments Centralise, consistent branding, redesign TIC, internal comms Align Committee Services/Scrutiny, reduce paper Think Efficiency Workstreams

3. Current status by Project/Direction of travel The current rating is based on progress to date to ensure the means are in place to deliver the current years target efficiencies

4. Green Flags • Organisational changes have been implemented in the areas of • Project and Programme Management • Transactional Finance • Organisational Structures finalised, approved and implemented for • Marketing and Communications • Democratic Services • Procurement • Organisational Development and Training • Transactional HR • Corporate Procurement Savings plan agreed by Members 11 May 2009 and is likely to over-achieve against the financial targets for 2009/10 of £4.8M • Some issues still remain • Restructure of Sustainable Regeneration • Transactional HR/Finance structures in place but reliant on delivery of key ICT products

5. Amber Flags • Management Structures • Posts have been agreed (73 posts) but confirmation still awaited from some Directorates that posts have been removed • Next stage to move from 73 to 120 overall reduction in FTE • Strategy, Policy, Performance and Partnerships • Structures approved 3 August with a likely phased implementation running from 1 October 2009 to April 2010 • Possible shortfall for 09/10 but anticipated to over-achieve in 10/11 • Admin • Campus structure approved 5 August 2009 • Implementation date of September 2009 of new Campus models starting with main Civic • Campus Managers appointed for Civic and Crompton • Possible shortfall for 09/10

6. Red Flags • Customer Services • Key challenge is to complete the Delivery Plan for roll-out of corporate front end solutions • Focus of work is in the areas of CHSC and Children’s • Delivery plans to be finalised early September • Workshops currently being undertaken with target Directorates to deliver this • Children’s Services to establish a Task Force by end August to deliver all Think Efficiency themes with primary focus on Customer Services • There have been mixed levels of engagement with key Directorates although at present time engagement is good • Resulting squeeze on timeline for successful implementation during 2009/10 so therefore delivery of efficiencies at risk

7. Enablers • ICT: Delivery of core systems architecture by end Q2 enabling bespoke project specific developments to follow includes:- • SAP modules • Electronic Content Management (ECM “Documentum”) • Reddot (web content management) • Single Business Account • Moodle (e tutor) • GIS plus LLPG • Single Customer Account plus additional development of CRM • Property: Main programme of moves approved by Lead Member to include new location for Transactional HR and ICT training facility for Organisational Development & Training at Innovation. TE Implementation Plan for 10/11 to be finalised for approval end Sept 09 • HR: Heavily involved in the programme via consultation on the new Admin function, Union discussions etc • Agile working: Phase 2 of Agile working ongoing with associated efficiencies and economies (Savings to be delivered 2009/10 £100K) and queue forming for phase 3 candidate service areas

8. Communication update • Intranet site successfully re-launched with a focus on the Beneficiaries, benefits, changes to date, FAQ’s etc • Staff briefing “The One” for late September to focus on SP&P and Childrens services approach • Next issue of “The One” due end August contains interview with Alison Lobley new AD (Admin) and John Tanner AD (Customer Services)

9. Financial savings summary by workstream 2009/10

10. Allocation and Monitoring of Think Efficiency Savings • All savings pre-allocated across all directorate budgets for 2009/10 - directorates’ accountability for delivery and continued engagement - directorates expected to make good any shortfalls • Monitoring - via budget monitoring reports at directorate level - central tracking of posts deleted and savings made by workstream • Reduced budgets/posts/staff transferred in SAP after new structures approved

11. Impact on Jobs

12. Looking ahead… • Focus on delivery - new operating models for Customer Services primarily around CHSC and Childrens Services at Crompton /Minerva - new Campus models for Administration at Civic Centre/Crompton/Minerva - 3 stage implementation plan for SP&P - ICT enablers • Developments for 2010/11 - Procurement Plan - Commence 2nd phase of realisation of efficiencies on Management Structures - Planning for phase 3 of agile working and delivery of allied property implementation plan to realise additional efficiencies - Identify associated car allowance and supplies reductions • Continued consultation with staff and Unions on new JD’s and structures • Ongoing monitoring of programme yield by directorate and workstreams