Slide 1

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

Mgt. Structures

Mgt. Structures

Admin-istration

Admin-istration

Common FunctionsCommon Functions

Workforce Mgt.

Workforce Mgt.

3rd Party Relations3rd Party Relations

Procure Q WinsProcure Q Wins

Enablers: ICT, HR, Property & Agile working

Enablers: ICT, HR, Property & Agile working

Customer Services Customer Services

Slide 2

Emerging design features

Mgt. Structures

Mgt. Structures

Admin-istration

Admin-istration

Common FunctionsCommon Functions

Workforce Mgt.

Workforce Mgt.

3rd Party Relations3rd Party Relations

Enablers: ICT, HR, Property& Agile working

Enablers: ICT, HR, Property& Agile working

Customer Services Customer Services

Slide 3

Customer services: Proposed operating model

Portal/s

Automated telephony

Corporate Contact Centre

Gateway centres

Environment

Community Health & Social Care

Children & Young People

Housing & Planning

Self-service

Existing relationship (case)

Face to face

Corporate services Directorates

Phone/written

Customer & Support Services

Chief Executive

Slide 4

Administration: Preferred Design Structure

Slide 5

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 used

in officer meetings – Reduction in paper used

in committee meetings

FTEs Saving (£000)

AS IS : 33 TO BE : 27 119

Slide 6

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 andCommunications Team

Services include:

• Corporate Marketing• Internal Communications• Web Design• Creative Services• Events Marketing• PR

FTEs Saving (£000)

AS IS : 53 TO BE : 41 221

Slide 7

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

FTEs Saving (£000)

AS IS : 53 TO BE : 36 557

Slide 8

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 FTEs Saving (£000)

AS IS : 53 TO BE : 43 217

Slide 9

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

FTEs Saving (£000)

AS IS : 103 TO BE : 85 296

Slide 10

Common functions: Strategy, Policy & Performance Support To Be

SR

Env

CHSC

CE

CSS

CYP

Strategy11.5 fte

1 fte Head of Function plus 0.25 fte senior mgt

Total resource – 58.25 fte

Policy12 fte

Performance33.5 fte

•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.

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

Annual Cost of To Be is £2,556,787

FTEs Saving (£000)

AS IS : 123 TO BE : 81 1284

Slide 11

Management structures – target reduction

Current running totals

73 posts

Principles:

• 5 overall layers

• reporting lines:1,5,7,15

Slide 12

3rd Party relationships to be

Slide 13

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

FTEs Saving (£000)

AS IS : 59 TO BE : 42 474

Slide 14

Training: Proposed Final Structure – phase 3 (April 2010)

Head

of

Service

Lead

Commissioner

Health &

Social Care

& Regen / Env

Lead

Commissioner

Core Priorities

&

Chief Execs

Lead

Commissioner

Children

& C&SS

Training

Delivery

Manager

Health & Social Care

& Regen / Env

Commissioners

(7.5)

SP x 1

P x 4.5

T x 2

Core & Common

Programmes& Chief

Execs Commissioners

(3)

SP x 1

P x 1

T x1

Services for

Children & C&SS

Commissioners

(5)

SP x 1

P x 3.1

T x1

Training

Delivery Team

(6)

P x 3

T x3

Technology and

Transformation

Delivery Team

(10.5)

P x 5

T x 5.5

Head of Service

also manages other

related services= managers

= specialists

= ‘doers’

Business Support

Team (5)

2 x SBSA

3 x BSA

Managed by Team Leader for Admin on Civic Campus

FTEs: 42.1

Cost: £1,392, 754

incl on-costs

Slide 15

Enablers: HRScope, progress & next stepsScope, 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

Slide 16

Enablers: ICTScope, progress & next stepsScope, progress & next steps

This enabling work-stream provides the necessaryICT 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

Slide 17

Enablers: Property & Agile working

Scope, Progress & next stepsScope, 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

Slide 18

High level delivery plan

Slide 19

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

Slide 20

Financial Savings and HR Implications

Function As is (FTE)

To be (FTE)

Net FTEReductionBy 2010-11

FY Savings £K (pa)

By 2010-11

Customer services 892 803 89 2,253

Management structures 825 752 73 2,795

Common functions-Democratic process-Strategy policy performance-Marketing & communications-Programme & project management-Transactional finance-Transactional HR

-Sub-Total

331235353

10353

418

288141368543

314

54212171810

104

1191,284221557296217

2,694

Administration 316 219 97 2,733

WFM: Training and development 59 42 17 474

Total post reduction and staffing saving by 2010-11 380 £10,949kProcurement saving by 2010-11 £ 5,013kOvertime and venue hire reduction £ 1,183kTotal saving by 2010-11 £17,145k