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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

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think efficiency

Think Efficiency

Martin Vickers

Director of Change

spending review 2007 09
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
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
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
slide5
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
The emerging model….
  • A physical single campus based support team
  • A virtual campus based support team
  • A combination of the 2
what is administration
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
next steps
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
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 steps10
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
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
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
slide14

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.

slide15

Key

Strategic objectives

Objectives/Measurable outcomes

Process change required

Enabler

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 A’s 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

Exceed annual efficiency targets by 3-5%

12

mths

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 T&Cs

Knowledge & Doc Mgmt

Remote Support & ICT training

Personalised website facilities

Methodology for evaluating Agile Working proposals

Increase in Salford SME’s 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

hr strategy review
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
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
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
The projects-what will be delivered
  • Mobile Phone contract review
  • Multifunctional Devices
  • Use of Agency Staff
  • Use of Consultants
  • AGMA Postage Contract
mobile phones estimated saving 100 000 p a
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
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
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
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
postage and courier services estimated saving 25 000 p a
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