Reshaping Visible Services & Transport Scrutiny Consultation . 13 th and 14 th March 2017 Miles Punter / Emma Reed
Background • Reshaping Services Savings Targets – £300k in 2016/17 – £525k in 2017/18 – £1.375m in 2018/19 • Expectations of service users increasing • Services are generally well regarded • Service Managers to adapt smartly to reduction in resources 2
Objectives of the review • A new Target Operating Model • Achievement of financial savings required • Adoption of a model whereby services received by the public would be largely unchanged • Build upon previous reviews – Transport Review (Edge) – Alternative Service Delivery Review (People Too) – focus on internal transformation 3
Preferred Operating Model: In- house (+collaboration) • Focus on internal operational change and improvements • Opportunity to utilise spare capacity created through operational changes, build capacity and create social value • Consideration of further collaboration • Requires change to management capacity and investment to deliver • Outcome focused services and assets • Requires establishment of revised operating model (based on in-house and collaboration model) to deliver savings, efficiencies and service improvements for users 4
Approach • Use of Council’s Project Management Methodology • Consideration of new service delivery model for over 240 activities • Project Team • Proposals challenged and risk assessed by the Director and Head of Service • Project Board 5
Scope Highways & Engineering Waste Collection Road Safety, Fleet & Passenger Transport Street Cleansing Parks & Grounds Business Support Leisure 6
Review Findings - Development of New Model Issues – Current split of the workforce across multiple locations – Emergence of non-standard practices across service – Lack of access to accurate management information – Limited access to mobile technology – An artificial separation of the front and back office – Lack of standardised technology – Need to be cost effective in relation to private sector companies offering similar services – A lack of communication between the business and corporate services – “Visible Services” a strong “brand” but there was confusion regarding which environment services it covered 7
Design Aims of New Model • A consistent service for customers • Removal of separate approach to service delivery • Enhanced service resilience • £900,000 of efficiency savings • Adherence to the key principles of the Well-being of Future Generations Act 8
Proposed New Target Operating Model 9
Proposed Structure New Target Operating Model • A “Neighbourhood Services” group to deliver a range of frontline services by a multifunctional team • An “Engineering” group providing professional engineering services • A formal integrated transport unit covering garage, passenger transport and policy services • A Construction and Development Group offering the opportunity for the service to generate increased income • A Directorate Support team 10
Suggested Implementation Approach • Phased approach to implementation • Introduction of a new Target Operating Model • Review of Model, relocation of service to a single base are first stages • New model seeks to achieve £900k savings • Balance required between achievement of savings and ability to deliver services • Progression of collaboration initiatives, additional services in fleet/ construction combined with additional income generation will assist in realising the further savings required 11
Customer Impact Summary Service Service Delivery Change Customer Impact Assessment Waste collections No changes to service delivery. Neutral. Recent changes already made to waste rounds 2/8/16. A more permanent and flexible workforce with less reliance on Agency Staff. Litter picking Zonal approach as part of a Positive perception as result of single team approach. A better neighbourhood services team. coordinated resource on the street with additional resources for Removes separate working enforcement. practices. Highway Part of a wider neighbourhood Positive. Improved customer experience due to increases use of Maintenance services team offering greater digital/mobile technology. resilience and service coordination. Grass cutting cycle No changes to strategic cutting Neutral. Certain areas may notice changes to frequency of cutting routes but there will be less and this may generate complaints. This is an area where we will seek cutting to open spaces to to work with partners to minimise impact. improve biodiversity. Fleet Changes to team offer Positive Improved customer experience. Greater range of services opportunities to improve offered to internal, domestic and commercial customers. service and income. Reinforcement of management structure creating ITU. Construction and Opportunities for business Positive. Enhanced commercial service to be offered for Design development and income departments outside of highways. generation 12
Customer Impact Summary Service Service Delivery Change Customer Impact Assessment Parks and Grounds Zonal approach as part of a neighbourhood Positive perception as result of single team Maintenance services team approach. A better coordinated resource on the street with additional resources for enforcement. Leisure and Sport No major change. Neutral. School Crossing Patrols No changes to service delivery Neutral. Engineering Greater resilience via a more permanent Positive. Quicker and improved response times for workforce (rather than agency) and options customer queries and requests. for trainees and apprenticeships. Road safety included in this team. Passenger Transport and No changes to actual service delivery but Improved customer experience due to increased Policy staff more flexible giving greater team levels of resilience, flexibility and reliance on new resilience. Reinforcement of management technology to assist with the management of structure creating ITU. transport services. Asset Development and New team to drive asset transfer and Positive due to increased emphasis on the need to Performance development forward. Improved improve the management of assets. management of assets. 13
Staffing Implications • Seeks to retain as many permanent staff as possible whilst removing the reliance on agency • All staff within service have been regularly briefed – staffnet / noticeboards / Q and A sessions • Multi-functional approach to service delivery may result in skills gaps • Staff offered retraining where necessary 14
Staff Summary Table (FTEs) Staffing Element As-Is FTE To-Be FTE Comment All Staff A-D 132.44 143.12 Increase of FTE E-G 86.24 108.0 Increase of FTE H+ 40.61 42 Increase of FTE Agency 91.1 22.65 Reduction in FTE Vacancies 8.5 0 Reduction Total 358.9 315.77 Reduction in FTE Figures do not include any overtime or Total Cost 16/17 £9,700,000 £8,800,000 standby payments Potential Savings £ 900,000 15
Financial Implications • Current 2016/17 staffing budget is £9.7m • New model to reduce staffing costs to £8.8m per annum giving £900k per annum of savings (9% of budget) 16
Implementation Timeline Action Date Initial Cabinet Report Feb 2016 Update to staff and trade unions Feb 2016 Engagement on the Operating Model and Business Case – March 2017 including Scrutiny consideration and Staff Engagement Cabinet Consideration of Final Report March/April 2017 Staff and Union Consultation April/May 2017 Consultation Evaluation June/July 2017 Selection Process July/August 2017 Avoiding Redundancy/Redeployment August 2017 Implementation of Changes to Model Sept 2017 17
Any Questions? 18
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