Cabinet Portfolio Holder

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1 REPORT TO CABINET TO BE HELD ON 18 JANUARY 2011 Key Decision Forward Plan Ref No YES N/A Corporate Priority: To improve the performance of our Services and ensuring they provide Value for Money Cabinet Portfolio Holder Cllr Tom Fox- Service Transformation /Efficiency REPORT OF: Strategic Director (HJ) WARDS AFFECTED: All SUBJECT: Corporate Efficiency Review Programme RECOMMENDATION (S): Cabinet are asked to note the report and to: 1. Agree to the call-off of a programme of improvement work and service reviews under the Efficiency Partner contract arrangements with Northgate Information Solutions UK (NIS UK) including the following: (a) Implementation of the identified Service and Financial Improvement Plan (Phase 3) in Customer First, Revenues and Benefits. at a cost of 820,280, upon terms under the Efficiency Partner contract that ensure that the cost can be met from in-year savings and which are approved by the Head of Legal and Support Services and the Head of Financial Services. This will commit NIS UK to delivering 1.3 million saving over the three year period. (b) Phase 1 reviews to identify potential efficiencies within the Councils corporate core, to include Democratic and Support Services, Finance, ICT, Print Plus and Asset Management at a cost to be determined upon terms under the Efficiency Partner contract that ensure that the cost can be met from in-year savings and which are approved by the Head of Legal and Support Services and the Head of Financial Services. 2. Delegate to the Leader authority to: (a) approve the costs arising from such Phase 1 reviews identified at 1(b) above. (b) authorise a phase 2 review programme to assist Human Resources to identify and implementing new systems and processes including an expansion and improved utilisation of a computerised HR system at a

2 cost to be determined upon terms under the Efficiency Partner contract that ensure that the cost can be met from in-year savings and which are approved by the Head of Legal and Support Services and the Head of Financial Services. 3. That Cabinet agree that the costs of the work programme and reviews which have already been approved ( 220K) be met directly from Council reserves to enable the maximum level of revenue savings delivered in 2011/12 as identified in Para To authorise the establishment of an Efficiency Partner Reserve and transfer 100k from Operational reserves to manage the payment profile for work undertaken through the risk reward model as identified in Para To note that the services identified from the Budget consultation to be subject to reviews through the Corporate Efficiency Board review programme. REASON FOR RECOMMENDATION (S): Following the Comprehensive Spending Review, the Council is facing significant budget pressures and tighter spending controls. The grant settlement identifies a grant reduction of approximately 14.6% in 2011/12 and 9% in 2012/13. Although this is an extremely challenging financial environment, the Council remains committed to minimising the impact on priority frontline services. The savings and efficiencies are to be delivered through an extensive Corporate Efficiency Programme, which will need to implement significant changes to the Council s structures, business processes and business models within very tight timescales. The Financial Improvement Plan (FIP) to be established under the Phase 3 Programme for Customer First, Revenues and Benefits commits the contractor to deliver savings of more that 1.3 million over a three year period and realise an ongoing net reduction in the Councils base budget of 650K per annum. The financial targets are guaranteed under the risk reward business model and detailed in a the FIP which provides a month by month profile of costs and savings targets. HIGHLIGHTED RISKS: One of the Council s key corporate risks relates to the need to achieve timely savings/budget cuts and the potential impact on services if these savings are not achieved through a managed process. The implementation of a Corporate Efficiency Review Programme and the use of the Corporate Efficiency Partner is a significant mitigating factor to reduce this risk. 1. INTRODUCTION 1.1 At the Cabinet meeting held on 14 December 2010, Members approved that the Council enter into contract with Northgate Information Solutions UK (NIS UK) limited as the Council s selected Efficiency Partner. The report detailed the key elements of the contract including the governance arrangements which requires Members to approve the review programme.

3 1.2 Since that time, Members have received further clarification of the increased level of efficiency savings which have to be delivered by the Council and the challenging timescales involved. Members are aware that, in preparation for this, the Council started a managed programme of efficiencies, including reviews through the Corporate Efficiency Board. While some of these reviews have been completed others are still in progress, e.g. Market Testing of both Vehicle Maintenance and the Management of the Spa and Whitby Pavilion. 1.3 Whilst work on the efficiency programme to date has resulted in the Council being able to identify the level savings required to meet the 2011/12 targets there is still a pressing need for ongoing work to begin to identify further savings required for 2012/13 and beyond. This will need to be undertaken through a managed programme of reviews and this report sets out the proposed programme of reviews to be carried out by NIS UK Ltd and in house through the Corporate Efficiency Programme. 2. CORPORATE AIMS/PRIORITIES AND THE COMMUNITY PLAN 2.1 One of the key aims of the Council is improving the Council and a top priority within this is to improve the performance of our services and ensure they provide Value for Money. 3. CONSULTATION 3.1 Consultation has taken place and is ongoing with Trade Unions regarding the Corporate Efficiency Programme and the procurement of an Efficiency Partner. Consultation and communications with staff will take place throughout the efficiency programme and, as part of the process, the selected partner has been asked to produce a communications plan. 4. ASSESSMENT 4.1 During 2010, a number of reports have been presented to Members detailing review work undertaken by Northgate in the Customer First, Revenues and Benefits Services, the potential improvements and efficiencies that these reviews have identified and, in some cases already realised. In addition, Northgate have also carried out specific reviews of Human Resources and the Council s Post Room, Scanning and Indexing operations which have also identified potential areas of significant savings. Most of these potential savings have been agreed and built into the efficiencies identified for 2011/12, and presented to CFSG, Corporate Efficiency Board. 4.2 The review work undertaken in Customer First and Revenues and Benefits was procured through an interim agreement with Northgate and has resulted in the development of detailed three year Service Improvement and Financial Improvement Plans (SIP and FIP) which, if implemented, will enable the Council to realise the efficiencies early in the new financial year and support the delivery of a balanced budget in 2011/12.

4 4.3 The interim contract arrangements with Northgate were based on a fixed fee for the Services provided and these contract arrangements were terminated on 15 th December Under the new Efficiency Partner contract, the basis for payment of fees is under a Risk Reward Model, whereby full payment for services provided is based entirely on the delivery of savings and service improvements that are agreed up front. If the agreed savings are not achieved, the partner does not receive payment, and payment can be rebated on a 1 for 1 basis up to the full fee charge. These arrangements came into operation from 4 th January It is now crucial to begin the detailed work to implement the Customer First and Revenues and Benefits FIP and SIP s if the Council is to realise the full savings potential identified in these three year plans. The gross savings targets (excluding Performance Partner fees and redundancy / term pension costs) set out in the Financial Improvement Plan total 495k in the Council s 2011/12 financial year (April 2011-March 2012), and a further 160k per annum from 2012/13 onwards. These savings targets will be included as a contractual performance measure within the contract and the FIP provides monthly targets to enable payments to be released and if it should become necessary payments withheld or rebated. If the cumulative level of savings over the 3 year contract period does not total 1.357m the Council s fixed fee will be reduced on a by basis by the amount not achieved. If the targets set out in the FIP are delivered the ongoing annual savings at the end of the contract period will equate to 655k. 4.5 The payments for delivery of the Customer First, Revenues and Benefits SP and FIP s (Phase 2 and 3 reviews) are spread across the whole 3 year period of the contract and based on a fixed monthly cost of 22,230 per month. Work and resource to ensure savings and improvements are delivered to timescales will be front loaded, with a core team of up to 5 Northgate staff on site and extra resources brought in as required. The fixed monthly payments will become due on entry into the contract (from January 2011), therefore it is recognised that in the earlier months the payments made to the Partner will outweigh the savings generated from the review and this will be funded by drawing down funds from reserves identified for this purpose. These reserves will be replenished in full by 2012/13 from the savings accrued as the financial improvement plan progresses. 4.6 Table 1 below summarises the Council s financial position if the savings set out in the contract are delivered over a 5 year period.

5 Table 1 Summary of Council s Financial Position for Phase 3 Revenues Benefits and Customer First Review Cost reductions set out in contract (FIP)* Phase 3 Fees set out in contract Savings proposed for SBC budget Amount to be (funded) from / transferred to reserves 2010/11 3,090 (66,690) (63,600) 2011/12 495,160 (266,760) (255,000) (26,600) 2012/13 654,580 (266,760) (297,620) 90, /14 654,580 (200,070) (454,510) /15 654,580 (654,580) /16 (ongoing saving) 654,580 (654,580) 0 TOTAL (over 5 year period) 3,116,570 (800,280) 2,316,290 * These figures do not take into account redundancy or term pension costs In 2010/11 there will be a requirement to fund 63,600 from reserves. In 2011/12 a further 26,600 will need to be funded from reserves, although it should be noted that the Council will have included ongoing revenue efficiency savings of 255k in its budget proposals. In 2012/13 90k will be available to fully replenish the reserves drawn down in 2010/11 and 2011/12 and 43k will be available to take within budget strategy or to fund the costs of redundancy / term pensions. In 2013/14 a further 157k efficiency savings will be available to take within budget strategy or to fund the costs of redundancy / term pensions. In 2014/15 a further 200k efficiency savings will be available to take within budget strategy. 4.8 The total ongoing cost reductions to the base budget to be delivered by the FIP are 655k per annum. 4.9 As implementation of the SIP and FIP s progress, the level of resources needed from NIS UK Ltd to deliver the change and efficiencies will gradually reduce, however, in discussions with NIS UK Ltd, if Members accept the proposals to draw down further review work in other areas the fact that a fee is already being paid for the work on Customer First, Revenues and Benefits will potentially reduce the fee levels for the other areas of work as the resources deployed on site will have some capacity to support additional Phase 1 review work It is therefore recommended that Cabinet agree to call off the implementation of a Phase 2 and 3 review in Customer First and Revenues and Benefits from the Efficiency Partner contract arrangements with NIS UK using the risk /Reward financial model.

6 4.11 The review by Northgate of Human Resources has identified efficiencies of 105, 000 (net of redundancies) that can be achieved in 2011/12 by a review of the structure. This restructure work is being undertaken internally by the service area. However, there will be a need for some assistance in implementing the new systems and processes required to deliver high quality service from the new structure, including an expansion of the computerised HR system. It is therefore proposed that NIS UK Ltd be asked to provide details on the cost of for supporting the service area in identifying and developing improved and streamlined business processes and that subject to the costs and improvements and efficiencies the Leader be authorised to approve the cost of this additional support NIS UK have carried out an initial review of Post room functions including scanning and indexing and some further work is required to verify the findings. This will be the subject of a further report and recommendations to Members The financial challenge for the Council will continue in 2012/13 and beyond, therefore it is vital that work is ongoing to identify further efficiencies across the Council. Whilst there is a need to identify efficiencies across all Council Services, Members have confirmed their approach is to endeavour to minimise the impact on priority front line services and wherever possible to maintain current service levels. Therefore it is proposed to support this approach by undertaking a programme of reviews across the corporate core - the Council s back office/support service functions. To facilitate this, members are asked to approve a programme of service reviews be called off from the Efficiency Partner framework contract, to include Democratic and Support Services, Finance, ICT, Print Plus and Asset Management where potential efficiencies were identified in the feedback from the original overview review of the Council undertaken by NIS UK in January It is therefore proposed that a programme of Phase 1 reviews be called down under the Efficiency Partner contract arrangements for: Democratic Services and Support Services Finance ICT Print Plus Asset Management 4.15 The Phase 1 reviews will identify areas where potential efficiencies could be delivered and develop Service, Performance and Financial Improvement Plans to detail how these savings could be achieved. These proposals will be presented to the Council s Corporate Efficiency Board which, in accordance with the governance arrangements, will determine which Reviews are to be progressed further. The timescales are such that there is a need to maintain the momentum of the review programme and it is proposed the Leader be given authority to approve the costs of the Phase 1 reviews once these are agreed. The payment to Northgate for the Phase 1, 2 or 3 reviews will now be undertaken in accordance with the Risk Reward model.

7 4.16 Customer First, Revenues and Benefits- Phase 1 and 2 Review Costs 4.17 During the last 12 months the Council has previously committed 220k for Phase 1 and 2 reviews undertaken by Northgate on an Invest to Save basis. Due to the financial pressures facing the Council, it is now proposed that these upfront fees be funded directly from reserves to maximise the revenue savings that the Council can take into account in it s 2011/12 budget proposals. 70k has already been set aside in earmarked reserves and it is proposed that the remaining 150k be drawn from the Value for Money Reserve Value for Money Reserve 4.19 In September 2010, Members approved a 200k transfer to the Value for Money Reserve following a review of operational reserves. It was reported that these monies would be used to support the Council in any up front funding requirements to drive long-term efficiencies It is proposed that these monies be used to fund future up front costs associated with performance partner reviews as follows: 150k to fund the cost of Phase 1 and 2 reviews. 50k to be transferred to an efficiency partner reserve If these proposals are accepted, the balance on the Value for Money Reserve will be fully committed in the 2011/12 year Efficiency Partner Reserve 4.23 It was always recognised that the Performance Partners fees would be paid on an Invest to Save basis as the upfront fees payable for reviews would be funded from future years savings. It is therefore proposed that an Efficiency Partner Reserve be established to manage the payments due to the Performance Partner Projections show a requirement to transfer 100k into the reserve to allow the Council to achieve the level of budgetary savings set out in the 2011/12 budget proposals and pay the fees associated with the Customer First and Revenues and Benefits Service and Financial Improvement Plans. 50k will be transferred from the Value for Money Reserve and the remaining 50k will need to be funded from a review of operational reserves. A review of operational reserves is currently taking place. In 2013/14 the reserves drawn down in 2010/11 and 2011/12 will have been replenished in full Table 2 sets out the projected movements on the Efficiency Partner Reserve.

8 Table 2 Projections for Efficiency Partner Reserve Balance b/f Trf from Reserves In year trf to / (from) reserve from Table 1 Balance c/f 2010/11-100,000 (63,600) 36, /12 36,400 (26,600) 9, /13 9,800 90, , /14 100, , /15 100, , /16 100, , Redundancy and Term Pension Costs 4.27 It should be noted that the figures set out in the FIP do not take into account any redundancy and term pension costs. These costs will therefore need to be drawn directly from the Council s Pension Reserve. Costs will be ascertained once decisions are made about numbers and individuals from the at risk groups Other Reviews 4.29 Towards the end of 2010, a consultation exercise was carried out with residents on the Council s Budget. Residents were asked for their views on: The areas that they wanted to see an increase in spending. Expenditure remaining the same. Those areas where they wanted to see a reduction in spending A number of the proposals for efficiency savings which are to be presented separately to Cabinet include areas where the public would like to see a reduction in spending, however, there are also areas where the Corporate Efficiency Board wish to review further with a view to the potential for efficiencies and these include: Planning Services Mayoral Grants Decorative Lighting 4.31 In addition, residents felt that more should be spent on Public Conveniences and a review of these is to be carried out. 5. IMPLICATIONS i. Policy - There are no Policy implications. ii. Legal The drawing down of the work by NIS UK will be on terms agreed through the Efficiency Partner contract.

9 iii. iv. Financial Implications - Payments to NIS UK will be made in accordance with the Risk Reward Model as set out in the Efficiency Partner Contract arrangements and are detailed in the Financial Improvement Plan. Staffing Implications - There will be staffing reductions arising from implementation of the reviews. These will be managed in accordance with the Council s Human Resources policies. v. There are no Planning Implications, Crime and Disorder Implications, Health and Safety implications, Sustainability or Equalities and Diversity or Environmental implications. 6. ACTION PLAN 6.1 In accordance with the governance arrangements for the Efficiency Partner contract, once approval has been given to the recommendations in this report, progress will be monitored through the Council s Corporate Efficiency Board. Hilary Jones Strategic Director Authors: Hilary Jones, Strategic Director, Alan Layton, Policy and Performance Manager Telephone No: address: scarborough.gov.uk IF YOU HAVE ANY QUERIES ABOUT THIS REPORT OR WISH TO INSPECT ANY OF THE BACKGROUND PAPERS, PLEASE CONTACT HILARY JONES ON

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11 Risk Matrix Risk Ref Date Risk Consequences Mitigation Current Risk Score Target Score Service Unit Manager/ Responsibl e Officer Action Plan 1 Efficiency partner does not have the necessary skills to deliver agreed outcomes 2 Efficiency review and programme does not focus on corporate priorities 3 Corporate efficiency partner fails to deliver to agreed targets and does not provide VfM Failure to deliver required efficiency savings and outcomes already identified in Councils Budgets Failure to deliver Council priorities Failure to deliver required efficiency savings and outcomes Negative impact on Use of Resources The review programme will be front loaded Clear specification outlining resource and experience requirements Performance Improvement Plan/Financial Improvement Plan with milestones developed Robust governance framework Focus for work determined by Corporate Efficiency Programme Board Outcomes and workstreams to be agreed on presentation of business case 100% risk / reward model Clear baselines and outputs/targets agreed upfront Robust monitoring process Clear milestones agreed up front for delivery of targets C3 C4 C3 B3 B3 B3 HJ/AL HJ/AL HJ/AL

12 4 The Council does not agree to deliver the savings set out in the contract 5 Redundancy and Term Pension costs reduce the business case for a review Reduced level of savings achieved yet efficiency partner costs will remain payable Insufficient in year resources to fund the costs of the review Extensive consultation with Members and affected services has taken place The Pension Reserve balance will be assessed to ensure predetermined minimum levels are maintained. Cost estimates will be assessed on a timely basis HJ/AL B4 B4 B3 B3 NE/KM Glossary of Terms Risk An event which may prevent the Council achieving its objectives Consequences The outcome if the risk materialised Mitigation The processes and procedures that are in place to reduce the risk Current Risk Score The likelihood and impact score with the current mitigation measures in place Corporate Objectives An assessment of the Corporate Objectives that are affected by the risk identified. Target Risk Score The likelihood and impact score that the Council is aiming to achieve Service Unit Manager The Service Unit or Officer responsible for managing the risk Action Plan The proposed actions to be implemented in order to reduce the risk to the target score

13 Risk Scoring 5 4 Impact A B C D E Likelihood Likelihood: Impact A = Very Low 1 = Low B = Not Likely 2 = Minor C = Likely 3 = Medium D = Very Likely 4 = Major E = Almost Certain 5 = Disaster

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