Strategic Efficiency Improvements in Corporate Services and Budget Scrutiny

1. Think Efficiency programme Joint Corporate Issues and Budget Scrutiny Committees 24 August 2009

2. Workstream Customer Services Administration Management Structures Procurement Common Functions - Strategy Policy Perf and Partnerships - Organisational Training & Development - Transactional HR - Programme & Project Mgt - Transactional Finance - Marketing & Comms - Democratic Services Objective Streamline telephone/face-to-face contact, migrate to web Campus + service specific approach, consistent mgt support Reduce mgt tiers – 1:5:7:15 ratio principle Strengthen resource, reduce cost of supplies & services Centralise with outstationing, flexible resource pool Reduce overtime, external training providers & venue hire, streamline internal resource Centralise with outstationing (schools), ICT enablement Centralise with outstationing, new gateway process More automation – payroll (self-service), payments Centralise, consistent branding, redesign TIC, internal comms Align Committee Services/Scrutiny, reduce paper Think Efficiency Workstreams

3. Current status by Project/Direction of travel The current rating is based on progress to date to ensure the means are in place to deliver the current years target efficiencies

4. Green Flags • Organisational changes have been implemented in the areas of • Project and Programme Management • Transactional Finance • Organisational Structures finalised, approved and implemented for • Marketing and Communications • Democratic Services • Procurement • Organisational Development and Training • Transactional HR • Corporate Procurement Savings plan agreed by Members 11 May 2009 and is likely to over-achieve against the financial targets for 2009/10 of £4.8M • Some issues still remain • Restructure of Sustainable Regeneration • Transactional HR/Finance structures in place but reliant on delivery of key ICT products

5. Amber Flags • Management Structures • Posts have been agreed (73 posts) but confirmation still awaited from some Directorates that posts have been removed • Next stage to move from 73 to 120 overall reduction in FTE • Strategy, Policy, Performance and Partnerships • Structures approved 3 August with a likely phased implementation running from 1 October 2009 to April 2010 • Possible shortfall for 09/10 but anticipated to over-achieve in 10/11 • Admin • Campus structure approved 5 August 2009 • Implementation date of September 2009 of new Campus models starting with main Civic • Campus Managers appointed for Civic and Crompton • Possible shortfall for 09/10

6. Red Flags • Customer Services • Key challenge is to complete the Delivery Plan for roll-out of corporate front end solutions • Focus of work is in the areas of CHSC and Children’s • Delivery plans to be finalised early September • Workshops currently being undertaken with target Directorates to deliver this • Children’s Services to establish a Task Force by end August to deliver all Think Efficiency themes with primary focus on Customer Services • There have been mixed levels of engagement with key Directorates although at present time engagement is good • Resulting squeeze on timeline for successful implementation during 2009/10 so therefore delivery of efficiencies at risk

7. Enablers • ICT: Delivery of core systems architecture by end Q2 enabling bespoke project specific developments to follow includes:- • SAP modules • Electronic Content Management (ECM “Documentum”) • Reddot (web content management) • Single Business Account • Moodle (e tutor) • GIS plus LLPG • Single Customer Account plus additional development of CRM • Property: Main programme of moves approved by Lead Member to include new location for Transactional HR and ICT training facility for Organisational Development & Training at Innovation. TE Implementation Plan for 10/11 to be finalised for approval end Sept 09 • HR: Heavily involved in the programme via consultation on the new Admin function, Union discussions etc • Agile working: Phase 2 of Agile working ongoing with associated efficiencies and economies (Savings to be delivered 2009/10 £100K) and queue forming for phase 3 candidate service areas

8. Communication update • Intranet site successfully re-launched with a focus on the Beneficiaries, benefits, changes to date, FAQ’s etc • Staff briefing “The One” for late September to focus on SP&P and Childrens services approach • Next issue of “The One” due end August contains interview with Alison Lobley new AD (Admin) and John Tanner AD (Customer Services)

9. Financial savings summary by workstream 2009/10

10. Allocation and Monitoring of Think Efficiency Savings • All savings pre-allocated across all directorate budgets for 2009/10 - directorates’ accountability for delivery and continued engagement - directorates expected to make good any shortfalls • Monitoring - via budget monitoring reports at directorate level - central tracking of posts deleted and savings made by workstream • Reduced budgets/posts/staff transferred in SAP after new structures approved

11. Impact on Jobs

12. Looking ahead… • Focus on delivery - new operating models for Customer Services primarily around CHSC and Childrens Services at Crompton /Minerva - new Campus models for Administration at Civic Centre/Crompton/Minerva - 3 stage implementation plan for SP&P - ICT enablers • Developments for 2010/11 - Procurement Plan - Commence 2nd phase of realisation of efficiencies on Management Structures - Planning for phase 3 of agile working and delivery of allied property implementation plan to realise additional efficiencies - Identify associated car allowance and supplies reductions • Continued consultation with staff and Unions on new JD’s and structures • Ongoing monitoring of programme yield by directorate and workstreams