Think Efficiency

Martin Vickers

Director of Change

Spending Review 2007/09

• Significant challenge of Council expenditure across all services during 2006/07

• Identified crosscutting areas of potential efficiency in a single work programme

• Efficiency savings target 2007/08 approximately £1M– Administration review (includes CHSC procurement of long

term domiciliary homecare)– Agile working (Homeworking/flexible working/mobile working)– HR Strategy review (Car allowance, business travel, telephony

costs, overtime)– Procurement (Mobile phones, Agency staff, Multi functional

devices, AGMA/Salford Shared services)

Administration Review

• To explore the potential operational and financial efficiencies and quality gains from a single consolidated support pool, organised on a campus style basis– Minerva House (Children’s Services, existing and planned

Minerva services)– Civic Centre (Chief Executives Directorate, Customer and

Support Services, Housing and Planning)– Crompton House– Turnpike House

Drivers for change

• Continued focus on service efficiencies to release resources to the front line

• To see additional service resilience to address variations in demand

Aims

• To report with recommendations by 31 July , £100K efficiency target 2007/08

• To review proposed revisions to structures including managerial roles and reporting accountabilities

• To develop skills plan to address any shortfalls for successful implementation and sustainability

• To identify any key process improvements within the proposed model

• To maximise the use of ICT• To determine the change plan to achieve the target benefits

The emerging model….

• A physical single campus based support team• A virtual campus based support team• A combination of the 2

What is administration?

• General administrative duties– Managing post– Diary co-ordination– Agenda/Minute production– Word processing– Printing, photocopying, document management– Booking rooms, travel, accommodation, resources– Telephone/Reception functions

• General employee and business duties– Absence management (sickness, leave, flexi etc)– Expense claims for overtime, car mileage, travel, subsidence– Procurement activities for ordering, invoicing, payments etc– Website authoring and maintenance for internet/intranet

Next steps…

• Work stream leads Bob McIntyre/Allison Lobley• Various Year in the Life/Day in the Life studies by staff• More detailed Business Process reengineering

analysis May 2007

CHSC long-term domiciliary homecare

• Workstream lead Keith Darragh• Purpose - to transform the procurement and payment

processes in this area to deliver significant cashable savings

• Rationale - this area was highlighted as having high volumes of repetitive transactions that may well benefit from a greater degree of automation

Next steps…

• A variety of e-solutions are currently being evaluated• Pilot solutions will be tested during quarter 1 2007/8• Savings delivery target pre-September 2007

Agile Working

• To deliver a strategy for flexible/home/mobile working across the Authority to deliver savings within the capital programme and to increase productivity

• To determine the Agile Working Business case• To set out our immediate cross Directorate roll-out

plans• Delivery date April 2007

Developments to date

• Day in the life studies– Use of staff time – Use of desk space– Staff focus Groups– Staff 1 to 1 monitoring

• Determining the Salford work styles

Space Utilisation

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10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Monday Tuesday Wednesday Thursday Friday

Legal

IT DesktopServices

Advice

DocumentServices

Audit

The Results

Workstyles

People who spend most

of their time working in

the office. They might

occasionally work from

home or at other sites

e.g. other Salford CC

offices, but this is

infrequent. This tends

to be the default

workstyle for a lot of

people and would

probably continue as

such.

People who spend most

of their time working in

the office although may

frequently be away from

their desk attending

meetings. They

regularly work at home

or away from the office

at other sites e.g.

customer sites, other

Salford CC offices, drop

in centres, or on the

move (circa 2 days per

week possibly).

People whose work

base will be a

nominated Salford CC

office or their home.

They spend at least

50% of their time

working away from their

work base at other sites

e.g. customer sites,

other Salford CC

offices, drop in centres,

or working on the move.

Fixed Office Flexible Office Mobile (Office or home based)

This is when an

individual is able to

carry out most of their

current office activity at

home and contractually

the home becomes

their work base.

Typically people will

spend at least 50% of

their time working at

home and occasionally

visit the office (e.g.

twice a week) for

meetings etc.

Home Office

Key

Enabler

Process change required

Objectives/Measurable outcomes

Strategic objectives

6mths

12mths

36mths

24mths

Joined up accessible services

Support economic regeneration

Establish platform for service excellence Transform the business Exploit the transformation

Increase home working by 20%

Efficient VFM Services

To be recognised as a green authority

5 Lift Centres

Extension number portability

Lift Centre Joint Services

LA A’s Agreed & working well

All e-Gov targets met & take up increased by x %

Customer consultation across all services - bi-

annual surveys

Access channel strategy for segments

Better visibility of responsibilities

Deliver 3yr Budget Strategy

Locality Teams in place

Reduce traffic congestion by x%

Better structured intranet

Access to resource management systems to

more users

Increase in Salford SME’s winning council

business

Appropriate performance mgmt

process

Establish home working

Sweating the assets programme

Reduce the need for car parking space by x%

Joined up archive/FOI/back up

policy & process

Service guarantees

Re-engineer working processes to enable

‘mobile’ working

Exceed annual efficiency targets by

3-5%

More meeting rooms/breakout areas

Transfer from paper to electronic data – reduction of x%

Redefine role of managers

Reduce paper sent from SCC to citizens

Better focused training – not 1 size

fits allIntegrated budget build Review of working

T&Cs

Wireless working for visiting officers

Methodology for evaluating Agile

Working proposals

Agree corporate strategy for Agile

Working

Information Mgmt security project

Establish ICT requirement for

wireless working

Knowledge & Doc Mgmt

Video conferencing

Conclude Enterprise XP

project

Personalised website facilities

ICT Support bundle

Remote Support & ICT

training

Increase availability of citizen ‘self-service’

Work with minority groups to create focus

groupsCustomer focus groups

on service developments

Attract more business to Salford by facilitating re-

location

To improve employee satisfaction

HR Strategy Review

• Use of the Think Efficiency matrix to target efficiencies in the areas such as– Car Allowances– Recruitment Advertising– Overtime– Venue Hire– Postage– Business Travel

• Setting of Directorate targets/actions so that these efficiencies can be more effectively monitored

• Target savings £369K• Work stream leads Mike Bleese, Geoff Topping

Likely changes

• Policy Reviews– Review of Recruitment strategy– Car Allowance review– Business Travel policy guidance review

• Technological changes– Telephony Network review– Implementation of SAP Self Service

• Improving the process– On-line booking of venues across SCC– Reduction in first class postage as part of postal review

Procurement

• Think Efficiency will wrap various procurement projects into a single cohesive programme of work

• Work stream lead Gary Amos• Significant areas of development driven by regional

collaborative working• There will also be additional projects brought online

undertaken by other authorities

The projects-what will be delivered

• Mobile Phone contract review• Multifunctional Devices• Use of Agency Staff• Use of Consultants• AGMA Postage Contract

Mobile Phones(estimated saving £100,000 p.a.)

• Transfer to OGC arrangement completed• Significant cost and efficiency savings• Seamless transfer to new service

Multifunctional Devices(estimated saving £25,000+ p.a.)

• Implementation underway - project managed by ICT• Financial and efficiency savings• Supports work of Recycling Commission (lower paper

and electricity usage etc.)• Aids accommodation review by saving space• Supports integrated print management system

Agency Staff (estimated saving £300,000+ p.a.)

• Managing Agent appointed (Comensura)• Already making savings because of benefits of ‘quick

win’ negotiations and reduced use of temps• Supports local agencies, local residents and the

development of the ‘Admin Pool’• Salford will implement full system from end of April

Consultants(estimated saving £600,000 p.a.)

• Reduced dependency on bought-in expertise• Retention of key skills• Development of own staff• More efficient use of own resources and knowledge• Radical review of use of consultants (in hand)• Reduced rates when outside consultants have to be

used• Changes already underway (ICT Project Mangers)• Salford leading AGMA project with estimated

completion date towards end of 2007

Postage and Courier Services(estimated saving £25,000 p.a.)

• Internal review underway• AGMA project initiated• Fall back plan: if progress is slow on AGMA project a

core group of authorities will proceed separately (Salford, Trafford, Bury, Oldham, Tameside) and rejoin main scheme later.

• Key dates to be identified

Think Efficiency Progress to date

• Positive results to date

• A managed programme, not just doing stuff

• Cross cutting issues across all work streams

• Good progress across the Council but future models/policies etc still need to be delivered

Any questions