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Customer Services. Mgt. Structures. Admin- istration. Common Functions. Workforce Mgt. 3 rd Party Relations. Procure Q Wins. Enablers: ICT, HR, Property & Agile working. Programme structure and aims Appendix 2g.

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programme structure and aims appendix 2g

Customer

Services

Mgt. Structures

Admin-

istration

Common

Functions

Workforce

Mgt.

3rd Party

Relations

Procure

Q Wins

Enablers: ICT, HR, Property & Agile working

Programme structure and aims Appendix 2g

The programme is made up of seven projects and series of enablers which…

… when delivered together, has following balanced score card of outcomes:

  • Service improvements for citizens… Greater access and choice, a better contact experience through improved performance and improved perceptions of council services
  • Balancing the books … Reduced expenditure on procurements and Lower service costs
  • Changing our organisation for the future… fit for purpose organisation for the future, highly motivated, skilled & empowered workforce & an increased emphasis on collaboration & team work
emerging design features

Customer

Services

Mgt. Structures

Admin-

istration

Common

Functions

Workforce

Mgt.

3rd Party

Relations

Enablers: ICT, HR, Property& Agile working

Emerging design features
common functions democratic process to be
Common functions: Democratic process to be
  • Consistent, consolidated support to lead members
  • Alignment of the scrutiny function around LAA themes
    • Team structure does not comply with management structures
    • Potential solutions under investigation to remedy this
  • Reduction in size of all reports
    • Reduction in paper usedin officer meetings
    • Reduction in paper usedin committee meetings
common functions marketing and communications to be
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 and
  • Communications Team
  • Services include:
  • Corporate Marketing
  • Internal Communications
  • Web Design
  • Creative Services
  • Events Marketing
  • PR
common functions programme project management to be
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
common functions transactional hr to be
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
common functions transactional finance to be
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
common functions strategy policy performance support to be
Common functions: Strategy, Policy & Performance Support To Be
  • 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.

SR

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

Env

CE

CHSC

CYP

CSS

1 fte Head of Function

plus 0.25 fte senior mgt

Strategy

11.5 fte

Policy

12 fte

Performance

33.5 fte

Total resource – 58.25 fte

Annual Cost of To Be is £2,556,787

management structures target reduction
Management structures – target reduction

Current running totals

73 posts

  • Principles:
  • 5 overall layers
  • reporting lines:1,5,7,15
work force management
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

training proposed final structure phase 3 april 2010
Training: Proposed Final Structure – phase 3 (April 2010)

FTEs: 42.1

Cost: £1,392, 754

incl on-costs

Business Support

Team (5)

2 x SBSA

3 x BSA

Managed by Team Leader for Admin on Civic Campus

= managers

= specialists

= ‘doers’

enablers hr
Enablers: HR

Scope, progress & next steps

  • This enabling work-stream provides the critical HR policies, practices and tools to help bring about the organisational changes inherent in the programme. The key products involve:
  • HR toolkit for facilitating operational changes… 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. A draft toolkit has now been devised and has been circulated for comment amongst programme team. The final version will be widely circulated for approval in October.
  • 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.
  • It will also provide the management development blueprint to take the management structures project forward
enablers ict
Enablers: ICT

Scope, progress & next steps

This enabling work-stream provides the necessary

ICT software products and infrastructure to help bring

about the range of new services, processes and operating models

Substantial initial work has been done:

Phase 1: Business Transformation – Engagement with the work stream Design & Implementation teams, to establish alignment with existing projects, strategy and the technology infrastructure. This phase will identify Business Process transformation opportunities at a high level that will require ICT.

Phase 2: Technology Foundation activities – work which has been identified that is needed to put in place the key ICT enablers which will provide the building blocks on which solutions will be built, for example CRM, Single Customer Account, Employee Self Service & Enterprise Content Management solutions such as Document imaging/management, Process Workflow and work collaboration.

Phase 3: Business Solution activities – more detailed requirements coming out of the Think Efficiency ‘to be’ reports which are required and are to be built on the foundations such as the tailoring of systems eg. ECM, ESS or CRM.

Phase 4: Organisational Development and Skills Awareness - Embed new or revised business processes and standards across the organisation based upon the requirements of the Business Solutions phase. Implement the appropriate training and development programs to ensure that all staff are fully confident and competent in any new processes and systems

enablers property agile working
Enablers: Property & Agile working

Scope, Progress & next steps

  • This enabling work-stream identifies and delivers the changes in property to support the changes in structures, operating models etc, and how we can exploit agile working opportunities, for improved use of accommodation.
  • Significantly property Implications for:
  • Administration, Customer Services and Training
  • Requirements to be identified with delivery aligned to councils wider office strategy;
  • Open plan offices, fully IT enabled, flexible in use
  • Average space standard target of 8 m.sq per person
  • Improved paper/file storage and staff welfare facilities
high level risks
High level risks
  • Impact on staff morale
  • Interdependencies of each project within programme – especially ICT
  • Resistance to change
  • Resources, skills and capacities
  • Driving change – balance of maximum early impacts and longer term direction

… measures in place / in development to manage these defined risks

financial savings and hr implications
Financial Savings and HR Implications

Total post reduction and staffing saving by 2010-11 380 £10,949k

Procurement saving by 2010-11 £ 5,013k

Overtime and venue hire reduction £ 1,183k

Total saving by 2010-11 £17,145k