Think efficiency programme 2008-11

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 2007/8 and 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

Programme vision

The programme vision helps to set the tone and strategic direction for the work involved and provides a single rationale to aid communications:

“By 2011, Salford will be an exemplar for efficiency in Local Government.

We will achieve this by implementing a coordinated programme: Think Efficiency, whose aims revolve around three distinct but related themes:

• Improving services for citizens • Balancing the books • Changing our organisation for the future The programme will draw together measures directed at efficiency and effectiveness across the Council over the next three years and will be characterised by a total team approach involving active engagement from all areas of the council and all stakeholders .

We will balance cost reduction with service improvement, in order to respond to resource and budget constraints whilst addressing the needs of the people of Salford. This greater efficiency and effectiveness will allow us to deliver savings and redirect resources to the front line services.”

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

Benefits and beneficiaries … continued

Emerging design features

Mgt. Structures

Mgt. Structures

Admin-istration

Admin-istration

Common FunctionsCommon Functions

Workforce Mgt.

Workforce Mgt.

3rd Party Relations3rd Party Relations

Enablers: ICT, HR, Property& Agile working

Enablers: ICT, HR, Property& Agile working

Customer Services Customer Services

Customer services: Proposed operating model

Portal/s

Automated telephony

Corporate Contact Centre

Gateway centres

Environment

Community Health & Social Care

Children & Young People

Housing & Planning

Self-service

Existing relationship (case)

Face to face

Corporate services Directorates

Phone/written

Customer & Support Services

Chief Executive

Administration: Preferred Design Structure

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 used

in officer meetings – Reduction in paper used

in committee meetings

FTEs Saving (£000)

AS IS : 33 TO BE : 27 119

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 andCommunications Team

Services include:

• Corporate Marketing• Internal Communications• Web Design• Creative Services• Events Marketing• PR

FTEs Saving (£000)

AS IS : 53 TO BE : 41 221

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

FTEs Saving (£000)

AS IS : 53 TO BE : 36 557

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 FTEs Saving (£000)

AS IS : 53 TO BE : 43 217

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

FTEs Saving (£000)

AS IS : 103 TO BE : 85 296

Common functions: Strategy, Policy & Performance Support To Be

SR

Env

CHSC

CE

CSS

CYP

Strategy11.5 fte

1 fte Head of Function plus 0.25 fte senior mgt

Total resource – 58.25 fte

Policy12 fte

Performance33.5 fte

•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.

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

Annual Cost of To Be is £2,556,787

FTEs Saving (£000)

AS IS : 123 TO BE : 81 1284

Management structures – target reduction

Current running totals

73 posts

Principles:

• 5 overall layers

• reporting lines:1,5,7,15

3rd Party relationships to be

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

FTEs Saving (£000)

AS IS : 59 TO BE : 42 474

Training

Head

of

Service

Lead

Commissioner

Health &

Social Care

& Regen / Env

Lead

Commissioner

Core Priorities

&

Chief Execs

Lead

Commissioner

Children

& C&SS

Training

Delivery

Manager

Health & Social Care

& Regen / Env

Commissioners

(7.5)

SP x 1

P x 4.5

T x 2

Core & Common

Programmes& Chief

Execs Commissioners

(3)

SP x 1

P x 1

T x1

Services for

Children & C&SS

Commissioners

(5)

SP x 1

P x 3.1

T x1

Training

Delivery Team

(6)

P x 3

T x3

Technology and

Transformation

Delivery Team

(10.5)

P x 5

T x 5.5

Head of Service

also manages other

related services= managers

= specialists

= ‘doers’

Business Support

Team (5)

2 x SBSA

3 x BSA

Managed by Team Leader for Admin on Civic Campus

FTEs: 42.1

Cost: £1,392, 754

incl on-costs

High level delivery plan

Financial Savings and HR Implications

Function As is (FTE)

To be (FTE)

Net FTEReductionBy 2010-11

FY Savings £K (pa)

By 2010-11

Customer services 892 803 89 2,253

Management structures 825 752 73 2,795

Common functions-Democratic process-Strategy policy performance-Marketing & communications-Programme & project management-Transactional finance-Transactional HR

-Sub-Total

331235353

10353

418

288141368543

314

54212171810

104

1191,284221557296217

2,694

Administration 316 219 97 2,733

WFM: Training and development 59 42 17 474

Total post reduction and staffing saving by 2010-11 380 £10,949kProcurement saving by 2010-11 £ 5,013kOvertime and venue hire reduction £ 1,183kTotal saving by 2010-11 £17,145k

Enablers: HR, Organisational development and trainingThis 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

Product Status

Organisational change policy and practices… this identifies ways in which the people implications will be planned, managed and implemented within our statutory and employee relations framework. It includes arrangements for consultation, displacement, redeployment, retraining etc.

Organisational development capacity (OD)… this sets out the proposed future OD function within the overall change management context to support the emerging changes from this and related

programmes

Workforce Development Plan … this sets out an ongoing process ensuring that the Council has the right number of people in the right places with the right skills to deliver improved or new services . It provides a template for trying to predict the future demand for different types of staff and seeking to match this with supply through recruitment, retention, individual and organisational development.

Management development blueprint… this will provide the framework for describing the role and competencies of management layers and as a basis for future training and development

Completed and available for use

In development as part of the evolving corporate change team – Due for implementation April 09

Draft now developed and in consultation. Due for completion April 09

Draft in development. Due for consultation with OCMT in Mar 09

Enablers: ICT

Work-stream Outcomes ICT enablers

Customer Services

Management Structures

Administration

Common Functions

Workforce Management

3rd Party Relations

Procurement Q-wins

Agile Working

Develop ‘self service’ automated solutionsfor a range of ‘stakeholder’, to relieve theengagement with admin, support staff and back office professionals.

Implement a number of ‘Tactical’ solutions based on existing processes, policies and systems

Bring ‘common’ operational business functionsand personnel together to create ‘Economies of Scale’

Provide an environment for an operation shiftIn customer access in the areas of –Avoidable contact, Channel shift, and Consolidation to corporate centres

Provide facilities and solutions for professionals to be more efficient in the way they work and engage with customers directly

Provide solutions for the implementation of key strategic principals that ensure the Council Creates an Intelligence-led customer service operation

Provide solutions to enable an Intelligence led, proactive, responsive and efficient organisationvia the utilisation of an corporate Informationrepository

Information & Knowledge Management:•Document and Records Management•Web Content•Workflow and Business Process Mapping•Case Management•Document Collaboration•Business Intelligence/Knowledge Observatory

Employee & Asset Management•Management/ Employee Self Service•Room Bookings•Training / Events management•Recruitment / Appraisals•Online Remittance / Invoicing •Asset Management

Customer Services:•Transactional Channel review•Citizen Self Service portals•CRM & Single Customer Accounts•Web architecture & middleware integration

Technical Infrastructure:•Project Serve – Virtualisation •Wireless WAN / LAN / Mobile•MFD •XP – Core Modules phase 2•Shared Service delivery

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

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

Staff development (key training focus for 2009)

• 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

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

Any Questions

Think efficiency programme 2008-11

Documents

Transcript of Think efficiency programme 2008-11