1. Think Efficiency Martin Vickers Director of Change

2. 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)

3. 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

4. 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

5. 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

6. The emerging model…. A physical single campus based support team A virtual campus based support team A combination of the 2

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. The Results

14. Workstyles 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. Fixed OfficeFlexible Office Mobile (Office or home based) 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. Home Office

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

16. 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

17. 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

18. 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

19. The projects-what will be delivered Mobile Phone contract review Multifunctional Devices Use of Agency Staff Use of Consultants AGMA Postage Contract

20. Mobile Phones (estimated saving £100,000 p.a.) Transfer to OGC arrangement completed Significant cost and efficiency savings Seamless transfer to new service

21. 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

22. 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

23. 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

24. 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

26. Any questions