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
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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
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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
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Use of staff time
Use of desk space
Staff focus Groups
Staff 1 to 1 monitoring
• Determining the Salford work styles
The Results
Space Utilisation
60.0%
50.0%
Legal
IT Desktop
Services
40.0%
Advice
30.0%
Document
Services
20.0%
Audit
10.0%
0.0%
Monday
Tuesday
Wednesday
Thursday
Friday
Workstyles
Fixed Office
Flexible 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).
Mobile
(Office or
home based)
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.
Home Office
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.
36
mths
Joined up accessible
services
Key
Efficient VFM Services
5 Lift Centres
Extension number
portability
Lift Centre Joint
Services
24
mths
12
mths
6
mths
LA A’s Agreed &
working well
Strategic objectives
Deliver 3yr Budget
Strategy
Objectives/Measurable
outcomes
Increase home
working by 20%
Sweating the assets
programme
Process change required
To be recognised as a
green authority
Better structured intranet
Reduce traffic
congestion by x%
All e-Gov targets met & take Service guarantees
up increased by x %
Access to resource
management systems to
Customer consultation
more users
across all services - biannual surveys
Joined up
Reduce the need for car
Access channel
archive/FOI/back up
parking space by x%
strategy for segments
policy & process
Exceed annual
efficiency targets by
Establish home
3-5%
working
Re-engineer working
Wireless working for
processes to enable
Appropriate
Reduce paper sent from
visiting officers
‘mobile’ working
performance mgmt
SCC to citizens
process
Transfer from paper to
More meeting
electronic data –
rooms/breakout areas
reduction of x%
Increase availability of
Redefine role of
citizen ‘self-service’
managers
Better visibility of
Work with minority
Better focused
responsibilities
groups to create focus
Video
training – not 1 size
ICT Support
groups
conferencing
fits all
bundle
Integrated
Customer focus groups
Remote
Knowledge &
budget build Review of working
on service
T&Cs
Doc Mgmt Personalised Support & ICT
developments
Methodology for
training
website
evaluating Agile
facilities
Working proposals
Information Mgmt
Attract more business to
security project Conclude
Enterprise XP
Salford by facilitating reEstablish ICT
project
location
requirement for
Agree corporate wireless working
strategy for Agile
Working
Establish platform for service excellence
Enabler
Locality Teams in
place
Transform the business
To improve employee
satisfaction
Support economic
regeneration
Increase in Salford
SME’s winning council
business
Exploit the transformation
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
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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.)
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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
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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