Agenda item
The One Council Programme - second update - 2012/13
The report provides a progress update on all projects since June 2012 and an explanation of project status and progress.
The report will be presented by Peter Stackniewski, Head of the One Council Programme.
Minutes:
Phil Newby advised Members that due to Fiona Ledden’s (Director of Legal and Procurement) absence, the procurement project update would be deferred to the next meeting and members noted the briefing note on this had been circulated.
Peter Stachniewski then introduced the main report which provided an update on the One Council programme. He explained that a report on the One Council programme finances had been considered by the Budget and Finance Overview and Scrutiny Committee on 4 December 2012. It was confirmed that the programme had delivered £11.7m benefits in 2010/11 and £29.5m in 2011/12, a total of £41.2m per annum since the programme had commenced. Financial benefits of £13.4m were forecast for 2012/13, taking cumulative benefits to £54.6m and by the programme’s end in 2014/15, a total benefit of £77.9m per annum had been budgeted for. Peter Stachniewski advised that seven new projects were now being delivered, whilst Special Educational Needs had moved from red to amber status, although Project Athena remained red, however the resolving of human resources issues and strengthening of partnership governance arrangements meant it was likely to move to amber soon, whilst procurement was also red. Peter Stachniewski confirmed that the web enhancement project had just moved to amber following a Project Board meeting on 4 December 2012. Another important area of work was the governance arrangements of projects such as working with families. The committee heard that internal change communications had strengthened considerably, facilitating managers and their staff’s ability to prepare and adapt to change. The most significant risk to the programme remained the delivery of financial benefits, although overall the risks were well monitored and managed. The most significant non-financial risk was the management of stakeholders and ensuring buy in. Members noted the financial and non-financial benefits as set out in the report.
During discussion, it was noted that phase two of working with families was due to be completed in July 2013 and it was queried how its’ success was measured and what financial savings had the project achieved. Members asked whether any further waves of staff and structure changes were planned and how was the council addressing the challenge of staff that had left the council or moved to another service area. Concern was expressed that often talented staff had left the council and the impact this may have on the service and it was queried whether the setting up of a pool for highly merited staff to ensure they remained with the council could be undertaken. It was suggested that there should be a section in the report stating financial disbenefits, such as in the increase in fly tipping, and that in identifying these to look into whether a review of these measures should be undertaken. It was also stressed that showing straightforward efficiencies rather than financial reductions should be highlighted in the report and it was asked what the manager to staff ratio target was.
In reply, Peter Stachniewski advised that the benefits of a project were often longer term and not necessarily seen immediately after project closure. The savings target for working with families was £700k next year for placement costs, however the impact of early intervention needed to be factored in along with a number of other variables and there were risks associated with the project. Peter Stachniewski added that firm targets would need to be set for the project in 2013/14, however it continued to be reviewed in the meantime. With regard to the staff and structure review, Corporate and Business Support was presently being reviewed as part of the move to the Civic Centre and a further £1.5m saving had been identified. However, every effort would be made to minimise compulsory redundancies and any reductions in staff would be focused on agency staff where possible, although it was inevitable that the savings would impact upon staff. Peter Stachniewski stressed that every effort was made to minimise the impact of losing staff. He acknowledged that the savings from some projects impacted upon services and consideration would be given as to how future reports could highlight disbenefits. The committee also heard that efficiencies as opposed to just savings could also be outlined, although these were often less clear to demonstrate. Peter Stachniewski confirmed that the manager to staff ratio target was 1:6 and presently the ratio was 1:5.5.
Irene Bremang (Programme Management Office Manager, Strategy, Partnerships and Improvement) advised that in respect of the working with families project, those families with difficulties needed to be monitored and the appropriate infrastructure needed to be provided to facilitate this. She explained that consultation, support and assistance were provided during staff changes, such as preparing staff for interviews, CV writing courses and preparation for working for other organisations other than the council. Staff could be redeployed to other roles and there was a range of other support services were also available. In addition, an internal project pool had been set up and some staff who had been displaced were used to support delivery of One Council projects. Irene Bremang advised that disbenefits were also potential risks with some projects, such as risks to stakeholders and these also needed to be monitored.
Phil Newby advised that the Programme Board focused on what the outcomes of the projects’ objectives were, including those involving any associated partners. Since the One Council programme had begun, a huge learning process had been undertaken, such as new ways of working and changes had been made where problems had been encountered. Furthermore, the way in which the findings were reported were constantly evolving and Phil Newby advised that cost avoidance and efficiencies could be highlighted in future reports.
Supporting documents:
- 2012-12-05-onecouncilprog[1], item 6. PDF 530 KB
- 2012-12-05-ocdashboard[1], item 6. PDF 40 KB
- 20121205-procurementbn[1], item 6. PDF 49 KB