Communications Income Generation and Service Review
Brief Description
Increase income generation, outsource campaigns/design and reduce budgets seeking contributions from third parties
2.
Rationale for this Savings Option Including Expected Actions and Timescales
Following the LGA peer review, a further review of the communications function within the Council will be carried out. This review will evaluate the function, purpose and efficiency of the
Communications Team to inform a structural review that will deliver efficiency savings of £100,000. To enable a complete open review of the service, no specific savings have been allocated in advance of the review.
3.
Staffing Costs 0
Other Costs 0
Increased Income 0
Less Redundancy (if any) 0
0 -100,000 0 0 0 -100,000 0 0 Financial Details £ £ £ Vacant Posts 0.0 Possible Redundancy 0.0 Possible Redundancy + Early Retirement 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Staffing
FTE FTE FTE
No. No. No.
At this stage it is not possible to provide an accurate financial breakdown of this saving.
0 -100,000 Total -100,000 0.0 0.0 0.0 0.0 0.0 0.0 Total Posts 2016/17 2017/18 2018/19 2016/17 2017/18 2018/19
Possible Voluntary Early Retirements 0.0 0.0 0.0 0.0 0.0 0.0
Less Other Costs 0 0 0
4.
Financial and Staffing Details of this Savings Option
IT and Business & Systems - Income Generation, Commercialisation and Procurement Efficiencies
Brief Description
Savings are possible by reducing third party and supply costs using procurement efficiencies and further commercialisation.
2.
Rationale for this Savings Option Including Expected Actions and Timescales
Develop our approach and relationship with IDOX in line with corporate work to promote commercialisation to achieve income through generated sales of in house software. Continue to promote traded services to increase income from services to schools.
Define and document a procurement plan for the service incorporating all software licences, third party supply costs and the Corporate WAN to identify procurement efficiencies and savings aligned with contract expiry dates .
3. Staffing Costs 0 Other Costs 0 Increased Income 0 -20,000 -270,000 -60,000 -20,000 -270,000 -60,000 Financial Details £ £ £ 2016/17 2017/18 2018/19
Customer Services Channel Shift
Brief Description
Radical shift to online, with District Customer First offices moving into shared spaces, cease telephone support for some services (e.g. Chorley Council)
2.
Rationale for this Savings Option Including Expected Actions and Timescales
Review district customer first operations, with a view to moving into shared space with other services eg Libraries, as per Sowerby Bridge and Hebden Bridge examples. April 2016
Seek Members approval to move to online only reporting for the simplest transactional enquiries eg waste as per school admissions and benefits examples. August 2016
Continue to work with services to reduce overall contacts into the Council, ensuring that value contacts can be dealt with efficiently and effectively. April 2017
3.
Staffing Costs 0
Other Costs 0
Increased Income 0
Less Redundancy (if any) 0
0 -150,000 0 0 0 -150,000 0 0 Financial Details £ £ £ Vacant Posts 0.0 Possible Redundancy 0.0 Possible Redundancy + Early Retirement 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Staffing
FTE FTE FTE
No. No. No.
0 -150,000 Total -150,000 0.0 0.0 0.0 0.0 0.0 0.0 Total Posts 2016/17 2017/18 2018/19 2016/17 2017/18 2018/19
Possible Voluntary Early Retirements 0.0 0.0 0.0 0.0 0.0 0.0
Less Other Costs 0 0 0
4.
Financial and Staffing Details of this Savings Option
Move to Digital Benefit Verifiaction / Revise Visiting Processes
Brief Description
Move to risk based verification, adjust the service following Universal Credit implementation and reduce visiting processes.
2.
Rationale for this Savings Option Including Expected Actions and Timescales
1) Introduce on-line claims 31.3.2016
2) Introduce risk based verification 31.3.2016 3) Integrate above with Benefits Live 31.3.2017
4) Find alternative ways of reviewing benefit claimants by utilising shared intelligence leading to a reduction in visits – i.e. RTI/ATLAS automation 31.3.2016
5) Find alternative ways of reviewing empty properties by utilising on-line facilities enabling concentration on themes in Business Rates 31.3.2016
(use VER/VR (if available) to forward plan and review resource requirements following completion of each stage)
6) As migration on to UC takes place, review staffing levels and processes accordingly, up to 2020
3.
Staffing Costs 0 -200,000 -200,000
Financial Details
£ £ £
2016/17 2017/18 2018/19
HR Service Review (Including Commercialisation Opportunities and Contract Efficiencies)
Brief Description
Reduce workforce development through implementation of internal talent management and contracting processes, reduce transactional costs through further HR system improvements
2.
Rationale for this Savings Option Including Expected Actions and Timescales
- Review and evaluate the cost effectiveness of HR, IT and Transformation Service Redesign - On top of the £500k savings by April 2015, capture any additional savings post redesign - Clarify opportunities for commercialisation/income generation via external customers/services to schools
- Potential to use HOS post HR savings element of £52k towards expected savings
- Test the market to see if collaboration with external partners ‘shared services’ could create opportunities for better value for money
- Analyse the return on investment of using internal talent management and contracting processes
3.
Staffing Costs 0
Other Costs 0
Increased Income 0
Less Redundancy (if any) 0
0 -250,000 0 0 0 -250,000 0 0 Financial Details £ £ £ Vacant Posts 0.0 Possible Redundancy 0.0 Possible Redundancy + Early Retirement 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Staffing
FTE FTE FTE
No. No. No.
0 -250,000 Total -250,000 0.0 0.0 0.0 0.0 0.0 0.0 Total Posts 2016/17 2017/18 2018/19 2016/17 2017/18 2018/19
Possible Voluntary Early Retirements 0.0 0.0 0.0 0.0 0.0 0.0
Less Other Costs 0 0 0
4.