Part 1
ITEM NO.
REPORT OF THE STRATEGIC DIRECTOR OF CUSTOMER AND SUPPORT SERVICES
TO THE THINK EFFICIENCY CABINET WORKING GROUP
on MONDAY, 11TH APRIL, 2005
TITLE :
DELIVERING THE EFFICIENCY AGENDA
RECOMMENDATIONS :
The Group is requested to consider the suggestions outlined in this report for developing the
efficiency agenda as an integral part of the Council’s strategic planning.
EXECUTIVE SUMMARY :
This report outlines suggested steps by which the efficiency agenda can help to shape future
planning and is ingrained into the culture of the Council. The report considers the links to service
and financial planning, and to the comprehensive performance assessment.
BACKGROUND DOCUMENTS : Advice from I&DeA : “Efficiency Matters”
(Available for public inspection)
ASSESSMENT OF RISK: Low
SOURCE OF FUNDING: N/A
COMMENTS OF THE STRATEGIC DIRECTOR OF CUSTOMER AND SUPPORT SERVICES
(or his representative):
1. LEGAL IMPLICATIONS
Not applicable
2. FINANCIAL IMPLICATIONS
Not applicable
CONTACT OFFICER :
John Spink
Tel : 793 3230 E-mail : john.spink@salford.gov.uk
WARD(S) TO WHICH REPORT RELATE(S):
All
KEY COUNCIL POLICIES:
Council priorities
REPORT DETAILS
INTRODUCTION
The work to date on efficiencies has been very much driven by the technical requirements of
budgetary demands and the need to complete the initial Annual Efficiency Statement looking
ahead for 2005/06.
The opportunity now needs to be taken to look beyond these technical requirements to use the
efficiency agenda to shape future planning and there are a number of steps which can be taken to
ensure the drive for efficiency is ingrained in the culture of the Council.
LINKS TO SERVICE AND FINANCIAL PLANNING
Delivering efficiencies can support service and financial planning by helping to release resources
that can be redirected into improving front line services or keeping Council Tax increases low.
Steps which can be taken are : To promote the drive for efficiency as a corporate priority.
 To state as a clear outcome of service improvements the aim of improving efficiency as
well as improving effectiveness of outcomes.
 To ensure that plans for productivity improvement are included in workforce planning and
HR policies and strategies.
 To promote the use of ICT and e-government as a key means of improving efficiency.
 To ensure the corporate procurement strategy contains quantified targets for efficiency
savings and reductions in transaction costs, and that it uses appropriate (and emerging) eprocurement tools.
 To ensure programme and project management arrangements incorporate the need to
target efficiencies.
 To incorporate reporting on efficiencies into the performance management system.
 To incorporate into best value reviews the need to deliver efficiencies.
LINKS TO COMPREHENSIVE PERFORMANCE ASSESSMENT (CPA)
From 2005, the CPA will be assessed differently, in particular the use of resources block. The use
of resources block will be scored equally as other service blocks and authorities will not be rated as
excellent if they do not score highly on use of resources.
The scoring of the use of resources focuses heavily on value for money (vfm). The criteria for vfm
covers, amongst other things : Cost management
 Procurement practices
 Efficiency gains achieved
(It also covers financial management, financial standing and internal control).
The 2005 use of resources judgement will take into account any evidence that is available on
efficiency gains achieved in 2004/05, whilst the 2006 judgement will take account of efficiency
gains reported in the Annual efficiency Statement and their audit trail.
A key question in the corporate assessment will be “ is capacity used effectively and developed to
deliver ambitions and priorities ?” and the Council’s practices in vfm, HR, asset management, ICT,
e-government, commissioning and procurement, and the extent to which partners are used, will
form part of the answer. All are important ingredients in delivering efficiencies.
It will therefore be vital to ensure a robust efficiency regime is in place, supported by sound
evidence and integrated with the vfm self-assessment process, in order to score well for CPA
purposes.
OTHER ACTIONS
Other steps which can be taken are : Identifying and promoting good/best practice in delivering efficiencies. The Regional
Centre of Excellence will no doubt play an increasingly active role, but through other
collaborative and benchmarking groups, best practice can also be disseminated.
 Establishing an efficiency culture throughout the Council. This can be incorporated into the
HR strategy, but also an early win might be to establish a dedicated intranet link for
managers and staff to obtain useful information and to identify efficiencies.
RECOMMENDATION
The Group is requested to consider the suggestions outlined above for developing the efficiency
agenda as an integral part of the Council’s strategic planning.
ALAN WESTWOOD
Strategic Director of Customer and Support Services