City and County of Swansea Sustainable Swansea – fit for the future 1

Content 1.What is Sustainable Swansea? 2.What are we aiming to deliver? 3.What has worked well so far? 4.Challenges and Risks 5.What we plan to do next 2

What is Sustainable Swansea? 3

Sustainable Swansea Aims  Sustainable Swansea – fit for the future, is our 3/5 year plan for change  Sustainable Swansea focuses on:  Core future purpose of the Council  Transformation of services and the model of delivery  Greater collaboration with others, including residents  And sustainable solutions, with prevention at its heart  It will deliver medium term savings (current target is £70m next 3 years)  AND longer term change… sustainable principles  Budget Principles sit alongside this 4

Sustainable Swansea…fit for the future Standing up for Swansea Difficult decisions Residents playing their part Supporting those at risk A different Council Major cuts in funding 5 Narrative

Sustainable Swansea… three aims 6 Sustainable Swansea Efficiency Engagement

Sustainable Swansea… Framework 7 1 Strategic Framework 4 Workstreams 14 Delivery Strands Many Change Projects

Sustainable Swansea: Strategic Framework  Four elements for the overall future model for the Council… 8 Core Purpose The Council’s priorities What we won’t do Relationship with residents Future Council Look and feel of the Council Our future operating model Our work on innovation Policy Framework Policies that guide our work eg: co-operative principles, commissioning, customer contact, prevention Medium Term Financial Plan 3 year spending plans How we manage pressures How we link funding to outcomes Sustainable Swansea Strategic Framework

Sustainable Swansea Budget Principles

What are we aiming to deliver? 10

Delivery Programme  Period of review:  Cross Council workshops  What are others doing?  Ideas from across the Council  Delivery Programme agreed by Cabinet:  4 workstreams  14 delivery strands  55+ projects for change and savings  Circa £50m opportunity over 3 years  Plus cost avoidance to reduce demand for services in the long term 11

12 Efficiency Continuous Improvement Workforce Support Services Assets Third Party spend Income & Charging Continuous Improvement Workforce Support Services Assets Third Party spend Income & Charging New Delivery Models Customer contact Commission- ing services Collaboration Community action Customer contact Commission- ing services Collaboration Community action Prevention Demand management Early intervention Demand management Early intervention Stopping Services Council priorities Future Council Council priorities Future Council Sustainable Swansea – fit for the future Innovation

Day to day efficiency Everything that we do... Committed savings Sustainable Swansea Sustainable Swansea covers all that we do Service change projects 13

Efficiency Workstream 14 Aim: to be as efficient as we can be before services are cut Delivery StrandScope/Projects Continuous improvement Business as usual efficiencies “Process busting” Planned/targeted approach to LEAN Workforce Workforce Redesign Reducing management layers Reducing the Paybill: ER/VR, reduced hours, changing terms and conditions Support Services Centralise/consolidate business support Roll out self service

Efficiency Workstream 15 Aim: to be as efficient as we can be before services are cut Delivery StrandScope/Projects Assets Area Asset Reviews: disposals/shared space Fewer Offices/Agile Working Community Asset Transfer Third Party Spend Control/compliance/better data Pipeline of contract renewals Contract management Supplier relationship management Income, Charging & Trading Charging Policy/Benchmarking Increase in charges/full cost recovery Trading surplus capacity Sponsorship/Advertising

Aim: to use models of delivery which are cheaper or provide better outcomes Delivery StrandScope/Projects Customer Services Consolidate customer contact New CRM/Telephony Channel shift/digital by default Commissioning Reassess/evidence need for ALL services Service redesign/innovation Assessment of new models eg: trusts, mutals, social enterprise, outsourcing, partnering, joint ventures 16 New Models of Delivery Workstream

Aim: to use models of delivery which are cheaper or provide better outcomes Delivery StrandScope/Projects Collaboration Sharing back office services Shared Transport Services Pooled Budgets/Integration Community Action Build community capacity for self help Increasing and targeting volunteers Devolving services to community councils or community groups 17 New Models of Delivery Workstream

Aim: investment in early intervention and demand management to reduce costs/better outcomes Delivery StrandScope/Projects Demand Management Mapping current demand “Changing the front door”: reducing access to services, changing service levels Social marketing campaign Waste and recycling Early Intervention Prevention Fund Child and Families Early help Opportunities for Young People Supporting Older People at home 18 Prevention Workstream

Aim: stopping services that are not our core purpose or don't deliver worthwhile outcomes Delivery StrandScope/Projects Council Priorities Core Purpose of the Council Review of priorities/new corporate plan Budget Activity Reviews: stopping services and/or spending less Future Council Look and Feel of the Council New Operating Model/organisational changes 19 Stopping Services Workstream

What has worked well Challenges & Risks What we plan to do next 20

What has worked well 21 Positively received More open than previously Participation Cymru training Engagement A platform for a much wider debate about the future Links to Future Council Strategic View We think it captures most things Coherence and logic Other big projects being aligned Programme Shape

What has worked well 22 Around £16m in 2014/15 Efficiency savings easier to make – but only gets us so far Savings Avoided compulsory redundancies in first round of cuts But it hasn’t helped the message! Redundancies Transformation Fund: backfill, training Community Development Fund: pump priming community action Prevention: innovative ideas Funding for Change

Challenges and Risks 23 “It will go away” “Someone else will fix it” “Busy doing the day job” Silo target culture Ownership Everything remains a priority Pace… we don't have time Managing opposition… winning hearts & minds Impact assessment… striking a balance Decisions

Challenges and Risks 24 Resources… releasing people from the day job Skills/knowledge.. there are gaps – can we share? Analysis… modelling and data Resources Managing inter-dependencies Programming… we can’t do everything at once Balancing quicker efficiencies with preparing the ground for prevention Delivery

What we plan to do next  Maintain momentum and commitment  Deliver what we have said we will… credibility  Tell more stories about what needs to change and equip Members to do this  Establish Sustainable Swansea as the day job  Core Purpose… establish a clear view about what is not a priority  Future Council:  Look and feel – what sort of Council do we want to be?  Cultural change – innovation and personal responsibility 25

What we need to do next  Be better at evidence based decision making  Start the re-commissioning process… a key area  Community action… create the appetite for communities to do more themselves  Understanding demand… the long term solution  Engage partners… we face similar issues  Mid year Budget Statement… in year decisions  Ensure we focus on what we will continue to do… we will still be spending £1.5m per day  Not get distracted by reorganisation! 26