Think Efficiency

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Think Efficiency

• Martin Vickers
• Director of Change

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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)

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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 (Childrens Services, existing and
  planned Minerva services)
• Civic Centre (Chief Executives Directorate,
  Customer and Support Services, Housing and
  Planning)
• Crompton House
• Turnpike House

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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

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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

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The emerging model.

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

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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

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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

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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

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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

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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

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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

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The Results
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Workstyles
Fixed Office
Flexible Office
Mobile (Office or home based)
Home Office
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.
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.
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Joined up accessible services
36 mths
Efficient VFM Services
5 Lift Centres
Deliver 3yr Budget Strategy
Extension number portability
Lift Centre Joint Services
Increase home working by 20
24 mths
To be recognised as a green authority
Sweating the assets programme
Locality Teams in place
LA As Agreed working well
Better structured intranet
Reduce traffic congestion by x
Service guarantees
All e-Gov targets met take up increased by x
Access to resource management systems to more
users
Customer consultation across all services -
bi-annual surveys
Joined up archive/FOI/back up policy process
Reduce the need for car parking space by x
Access channel strategy for segments
12 mths
Exceed annual efficiency targets by 3-5
To improve employee satisfaction
Establish home working
Wireless working for visiting officers
Re-engineer working processes to enable mobile
working
Reduce paper sent from SCC to citizens
Appropriate performance mgmt process
More meeting rooms/breakout areas
Transfer from paper to electronic data
reduction of x
Increase availability of citizen self-service
Redefine role of managers
Better visibility of responsibilities
Work with minority groups to create focus groups
Better focused training not 1 size fits all
ICT Support bundle
Video conferencing
Support economic regeneration
Integrated budget build
6 mths
Customer focus groups on service developments
Review of working TCs
Knowledge Doc Mgmt
Remote Support ICT training
Personalised website facilities
Methodology for evaluating Agile Working proposals
Increase in Salford SMEs winning council
business
Information Mgmt security project
Conclude Enterprise XP project
Attract more business to Salford by facilitating
re-location
Establish ICT requirement for wireless working
Agree corporate strategy for Agile Working
Exploit the transformation
Establish platform for service excellence
Transform the business
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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

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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

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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

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The projects-what will be delivered

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

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

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

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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

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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

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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

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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

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Any questions