Accelerated Service Options February 2016 Service Options February 2016 Stirling Council Priority Based Budgeting Contents Theme 1 – Transforming Learning CYE026 ACC Re-profiling

Stirling CouncilPriority Based Budgeting

Accelerated

Service Options

February 2016

Stirling CouncilPriority Based Budgeting

Contents

Theme 1 – Transforming Learning

CYE026 ACC Re-profiling of Continuing Professional Development Funding

Theme 3 – Transforming Communities

CMP002 ACC Customer Flexibility & Choice

Theme 4 – Transforming Operational Services

HSE003 ACC Housing and Environment ADM Programme (Waste, Housing Property, Land and Roads Services)

HSE004 ACCReview - Regulatory Services (Trading Standards, Licensing, Building Standards and Environmental Health)

HSE005 ACC Review - Facilities Management

Theme 5 – Transforming Support Services

COP001 ACC Corporate Services Hub

The above options were previously published as part of the Draft Report October 2015, however, their associated savings have now

been revised resulting in the savings being achievable earlier than previously anticipated.

1

2

3

1. Background Information

Title:

Type:

2. Benefits

3. Financial Impact

1.2

0.45

0.6

0.6Alignment with Council's

Strategic PrioritiesLargely supports, (supports substantial aspects of the strategic

priorities)

Payback £100k - £200k

Complexity of implementation A number of recognised similar models already exist

Timescale to implement 3 – 6 months

Flexibility

Future proofing

User Value Wider public/organisational value

Increase in customer satisfaction Trust/reputation

Improved customer experience Inclusion

Improvement in efficiency/effectiveness Compliance

More effective process Change necessary to comply with legislation

Volume Reduction Required upgrade to system

Impact On Policy

There should be no impact on policy.

Benefits Matrix

Re-profiling of Continuing Professional Development Funding

Re-profile and reduce Continuing Professional Development budgets. This includes a transfer of £18k to support the

centralised, corporate professional development service and a 20% reduction in CYPE devolved and non-devolved

budgets. Total reduction is £119k = 24%.

Efficiency

Link to

Council

Priorities

R. Our financial strategy will reflect the current economic challenges by saving £24M whilst

ensuring the delivery of quality services.

K. Examining and delivering on more opportunities for improved models of service delivery.

Stirling Council Year 2015/16Priority Based BudgetingService Option Reference: CYE026

CYE026 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21

74 45

74 45 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21

0 0 0 0 0

0.0 0.0 0.0 0.0 0.0

2016/17 2017/18 2018/19 2019/20 2020/21

4. Impact on Stakeholders

Description of the Impact on Service Users

Description of the Impact on Employees

Equality Impact Assessment Status

No

Note: Where a Service Option affects any of the above groups, an Equality Impact Assessment will be required.

To Be Completed In Preparation Available

Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral

DisabilityNeutral

RaceNeutral

Sexual OrientationNeutral

Variation on the type of staff development opportunities.

AgeNeutral Pregnancy &

Maternity

NeutralSex

Neutral

Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral

Disability Neutral Race Neutral Sexual Orientation Neutral

Impact On Service Users

There will be less funds available to offer outwith authority staff development. However the CYPE service are

developing their internal staff development resources.


Maternity

NeutralSex

Neutral

In Year Financial Impact (£000's)

Capital Assets: Asset Description

One off Costs -

staff

One off Costs -

Other

Costs :

FTE Impact :

Cost assumptions

Savings - staff

Savings - Other

Income:

Total Savings :

IN YEAR IMPACT ONLY (£000's)

Financial Impact Of The Option - Details


CYE026 24/02/2016

5. (RAID) Risks, Assumptions, Issues and Dependencies

Provide details of any assumptions made in preparing this Option (financial assumptions should be noted in finance)

1

2

3

4

Provide any additional information that would be useful in understanding this Option

1

2

3

4

Please note any elements which are specifically out of scope

1

2

3

4

Out of Scope

Notes

Assumptions

Assumption that there is adequate capacity/knowledge within the service team.

Assumption that the centralised staff development team can continue to support services with increased

demand.

What Issues need to addressed?

Description Mitigation


There is a risk that capacity/knowledge within the

CYPE service cannot support the demand. There is a

risk that the centralised staff development model of

working cannot support essential, service specific

professional development.

Identify and build on the knowledge and expertise that is

available within the service. Regular engagement with the

centralised staff development team to identify resources that

can support the CYPE service.

What Risks Will It Create?

CYE026 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

2.8

0.45

0.15


Strategic PrioritiesFully supports, (completely aligned with one or more strategic

priorities)

Payback £1million or more


Timescale to implement 2 – 3 years

Flexibility

Future proofing







Impact On Policy

This programme will support policy across all of the Council's strategic priorities and will support improvements

across all.

Benefits Matrix

Community and Customer Access and Services

Our Community and Customer Access & Service programme will help the Council achieve the best possible outcomes for everyone

who lives, works and visits the Stirling area. It will make sure that the Council delivers services in a tailored and efficient way. The

programme will cover all aspects of how we work with our customers and communities.

What it means for local areas and customers is:

1) All phone calls from customers will go through the Contact Centre;

2) Service access point consolidation - customers and communities will be able to access community facilities and Council

services face to face in a reduced number of locations;

3) A Council-wide approach to prioritising and passing on service requests/delivery. This means we will do more at the customer's

first point of contact, rather than the customer dealing with numerous departments and issues;

4) A unified approach to back office processing of customer transactions and scheduling of work. To achieve this, staff who fulfil

similar roles in different services will be brought together in one area so that workflows can be managed successfully;

5) Consolidation of how the Council takes payments and manages arrears to simplify the process for customers and improve

efficiency for the Council;

6) A unified, Council-wide approach to how we communicate with our customers, including communications we send out, such as

mail and information packs, as well as how we respond to contact from customers, including service requests, booking requests

and all application forms;

7) Combining all non-complex advice services to provide a more holistic service, simplifying how advice can be accessed.

Transformational Change

Link to

Council

Priorities




O. Deliver and improve upon access to and speed of internet access across the Stirling area.

Stirling Council Year 2015/16Priority Based BudgetingService Option Reference: CMP002

CMP002 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

550 450 400 696 749

100 92 37 450 450 450 450 450

550 450 500 788 786 410 450 450 450 450

405 355 305 305

40

405 355 305 305 0 0 0 0 0

0.0 0.0 0.0 0.0 0.0

2016/17 2017/18 2018/19 2019/20 2020/21

1,925 750 700 650





Yes Yes



Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral

DisabilityNeutral

RaceNeutral


The reduction in transactional and administrative tasks will allow employees to focus on higher value activities. This

will result in a reduction in FTE with HR activities being undertaken to achieve this through vacancy management,

review of temporary contracts and to support redeployment of staff into roles that will most effectively deliver services.

Reviews of processes and systems will be taken forward to ensure the workload of staff is properly managed.


Maternity

NeutralSex

Neutral

Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral


Due to the Council-wide nature of this programme, there will be a wide range of impacts on service users. This will

make it easier for customers to access Council services through a wider range of channels. The consolidation of

community assets will mean that how customers interact with the Council will change and therefore careful

consideration and community engagement will be undetaken to ensure that redesigned community assets provides

access to all services. This means that there will be an overall reduction in the number of community facilities with

some being retained to for face-to-face enquiries from customers as not all are able to access online services.


Maternity

NeutralSex

Neutral



System costs for CRM, web, master data

management and contact centre

One off Costs -

Other

Costs:

FTE Impact:

Cost assumptions Savings are estimated and will be refined during the life of the programme.


Savings - staff

Savings - Other

Income:

Total Savings :


One off Costs -

staff


IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)

CMP002 24/02/2016



1

2

3

4


1

2

3

4


1

2

3

4

Out of Scope

Notes

Assumptions

The costs associated with the implementation of this programme are indicative at this stage. Please refer to

the outline business case for more detail on these costs and for information on how these will be refined.

Cross-service support will be provided for the creation of the Customers Hub and that staff and resources

will be transferred to this new team. A virtual team is not appropriate for this approach as it does not easily

support the economies of scale and commonality of process required.

Engagement with local communities and Elected Members is required to ensure that community facilities

are well designed and meet all of their requirements.



Description Mitigation1. Public concern may be expressed as a result of the

rationalisation of community facilities.

2. The acceleration of creating the Customers Hub will

ensure that the target savings will be realised but

increase the risk to day-to-day operations whilst

processes and systems are redesigned.

3. Services may already be re-engineering processes

covered within this programme and forecasting cost

savings.

4. A shortage of ICT and web development resources

carries a risk that systems cannot be redesigned

quickly enough which will increase pressure on day-to-

day service delivery in the interim .

5. There is a risk that once digital options are

introduced customer behaviour does not change and

cost savings are not achieved.

6. Data quality issues (email addresses, telephone

numbers and other service information) may impact

on the design for new services.

1. Early engagement with local communities and Elected

Members for their input into the design process for Community

Facilities and development of a robust communications plan to

ensure that the best solutions can be achieved.

2. A transition team will be established with representatives

from across service areas to review performance and service

delivery following the creation of the Customers Hub and

during the redesign of processes and systems.

3. Align all existing or planned projects under this programme.

4. Assess service efficiency projects which may become

redundant as a result of automation and decide if there is a

benefit to proceeding short-term.

5. Regular review meetings following changes to track service

usage. Ensure digital services are designed in collaboration

with customers to mitigate risk. Test any changes with pilot

groups. Place an emphasis on design and simplicity at each

stage of re-engineering to encourage uptake. Ensure a robust

communication plan is in place to promote digital services.

6. Detailed planning activities will consider carefully any data

cleansing requirements.


CMP002 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

0.8

Alignment with Council's


priorities)



Timescale to implement 1 year

Flexibility

Future proofing







Impact On Policy

Improved routing and increased operational control and efficiency, based on all vehicles no longer being required to visit a range

of fuel stations throughout the Stirling council area. A significant number of operational vehicles already visit the Lower Polmaise

facility on a regular basis to access the waste disposal and recycling facilities which could be linked with their operational fuelling

regime.

Benefits Matrix

What Decision Is Required?

Installation of a Bulk Fuel Tank at Lower Polmaise (Already approved – Finance & Economy Committee,

16 June 2015)

Proposal to establish a bulk fuel tank within the existing depot at Lower Polmaise to fuel all of Stirling Council's fleet vehicles,

plant and machinery. A range of mobile options are currently being looked at and an appropriate location has been identified for

siting and installation. The fuel tank will be split to allow for both diesel and gas oil (red diesel) and will have a capacity of 60,000

litres. Estimated cost of the installations of tank, pumps and pipe work based upon similar installations is c. £120k. This cost also

takes into consideration the additional site adaptations and foundation works that would be necessary to facilitate installation. The

mobile nature of the tank will further facilitate any future depot adjustments. Ongoing costs of £1K PA have been incorporated to

account for the maintenance and inspection of the tank with a £2K refurbishment outlined in 2020/21. The annual net saving from

this initiative is estimated to be c£59K.

Efficiency

Link to

Council

Priorities


L. Adopt a pragmatic approach to sustainability that protects and enhances the local environment.



Stirling Council Year 2015/16Priority Based BudgetingService Option Reference: HSE001

HSE001 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

55 5 450 450 450 450 450

55 5 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

1 2 1 1 1 1 3

1 0 0 0 2

0.0 0.0 0.0 0.0 0.0

2016/17 2017/18 2018/19 2019/20 2020/21

120





No



Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral

DisabilityNeutral

RaceNeutral


Little impact on employees other than having to visit a different site to fuel vehicles.


Maternity

NeutralSex

Neutral

Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral



This option will have no direct impact on Service users however the savings generated will allow for retained or

improved Services elsewhere in the Council.


Maternity

NeutralSex

Neutral



Plinth and Tank Installation (2015/16)

One off Costs -

staff

One off Costs -

Other

Costs :

FTE Impact :

Cost assumptions Cost difference between forecourt diesel and bulk diesel remains at 0.08p .

The Capital investment would be in 2015/16, i.e. this financial year

Savings - staff

Savings - Other

Income:

Total Savings :




HSE001 24/02/2016



1

2

3

4


1

2

34


1234

Out of Scope

Notes

Ongoing revenue expenditure circa £1000 per annum for PPG 2 inspection of tank and annual service of

pumps and gauges.

Year 5 inclusion of potential maintenance overhaul - £2,000 (Cyclical)

1) Acquiring correct permits or licences for storing

fuel on site.

2) Review of site security arrangements e.g. cctv,

lighting and securing fuel tank.

3) Set up of a management systems to monitor use.

4) Traffic congestion and stacking within Lower

Polmaise site.

5) Congestion and time lost due to high fuel demand

at peak times (morning and afternoon)

1) Consult relevant bodies to determine licencing and

permitting requirements e.g. SEPA

2) Consult with police and insurers to determine necessary

security measures.

3) Work with Fleet Services to design fuel management system

with fob keys and pin numbers for all drivers.

4) Re-design of the Lower Polmaise traffic management

system, taking into account vehicle stacking.

5) Agree specific Service fuelling arrangements to manage

traffic flow.

Assumptions

The volume of fuel required each year will remain constant throughout the payback period.

Projected saving is based solely on current fuel consumption levels and current fuel prices, both of which

are subject to fluctuation.

Assumption that the installation of the bulk fuel infrastructure will be completed during the 2015/16 financial

year.




1) Risk of running out of fuel during periods of higher

activity and where problems are encountered with

bulk supply.

2) Problems associated with increased numbers of

HGV's accessing the depot and stacking on site to

access fuel.

3) Establishing a formal bulk fuel facility could conflict

with future depot expansion options and incur

abnormal future costs.

4) Risk of incidents and accidents associated with the

storage and deployment of fuel on site.

5) Risk of network connection problems rendering

fuel system unavailable.

1) Ensure tank specification is of an appropriate volume to

enable a ample head room should resilience issues present

themselves.

2) Ensure that the location of the tank provides for sufficient

access and stacking ability based on increased access / user

numbers. Establish fuelling schedules to remove traffic

conflicts where possible.

3) Investigate mobile bulk fuel tank that can be adjusted as

appropriate to take account of future depot expansion

potential.

4) Facility regulated by SEPA and established within the scope

of LP Waste Management Licence - all staff fully trained on

accessing and using the infrastructure.

5) Establish manual workaround with involvement from ICT as

appropriate.


HSE001 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

0.8


Strategic Priorities

Fully supports, (completely aligned with one or more strategic

priorities)



Timescale to implement 1 year

Flexibility

Future proofing







Impact On Policy

Ability to carry out enhanced on street enforcement will optimise traffic flows and enable the council to better enforce

existing local restrictions. This approach will also ensure the effective use of local pay and display parking facilities and

also increase the usage of this existing infrastructure (with associated revenue benefits).

Benefits Matrix


Decriminalised Parking Enforcement Implementation (Already approved – Finance & Economy Committee, 16

June 2015)

Approval to progress with a Decriminalisation of Parking Enforcement application to Transport Scotland, which allows

the Scottish Government to make the necessary Scottish Statutory Instruments required to give Stirling Council power

to carry out on street enforcement in the Council's geographical area. In order to gain this statutory approval, the

associated parking infrastructure (signs and lines) must be fully compliant with the legal requirements of the Traffic

Regulation Order. It is estimated that the Traffic Regulation Order will be in place by 1st April 2016 and upfront capital

costs of £120K would be required in support of this initial capital investment. This would enable Stirling Council to fully

control and enhance current levels of local parking enforcement, (on and off street) via a team of in-house enforcement

officers (incorporating 2 FTE's). It is currently anticipated that this approach will provide a net annual revenue benefit

(from parking enforcement charges) of £35K which will form the basis of this proposed PBB saving.

Fees and Charges

Link to

Council

Priorities

I. Ensure enforcement action is taken across all areas of Council activity and make full use of Council

policy to combat anti-social behaviour.




HSE002 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

450 450 450 450 450

35

35 0 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

1 1 1 1 3

0 0 0 0 0

0.0 0.0 0.0 0.0 0.0

2016/17 2017/18 2018/19 2019/20 2020/21

120





No



Gender Re-

Assignment

neutral Religion &

Belief

neutralPoverty

neutral

Disabilityneutral

Raceneutral

Sexual Orientationneutral

Ageneutral Pregnancy &

Maternity

neutralSex

neutral

Gender Re-

Assignment

neutral Religion &

Belief

neutralPoverty

neutral

Disability neutral Race neutral Sexual Orientation neutral


Ageneutral Pregnancy &

Maternity

neutralSex

neutral

0



Implementation of revised signs and lines

One off Costs -

staff

One off Costs -

Other

Costs :

FTE Impact :

Cost assumptions

Savings - staff

Savings - Other

Income:

Total Savings :




HSE002 24/02/2016



1

2

3

4


1

2

3

4


1

2

3

4

Out of Scope

Notes

Potential for supplementary levels of enforcement support to come via cross service (multiskilled)

enforcement teams (currently being investigated with Communities & Partnerships)

Parking charges are currently not aligned with DPE

strategy and approach to parking enforcement

Ability of service to better determine parking charges in line with

the wider DPE parking strategy

Assumptions

Assumption that the DPE roads enforcement infrastructure (signs & lines) will be implemented during the

2015/16 financial year.




1) Timescale to determine the new Traffic Regulation

Order (within Stirling Council) could be delayed due to

high levels of objections etc.

2) Timescale for transport Scotland's approval of the

application

3) Approval of Scottish statutory instruments by

Scottish Ministers

1) New traffic Regulation Order will be based on current

restrictions and therefore should be non contentious.

2) Pre-application made and regular dialogue \ meetings to

optimise application process and supporting documentation

3) Ensure that the service meets with the application deadline of

Dec 2015 and work closely with Elected Members to support the

application


HSE002 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

2.4



priorities)

Payback £750k - £1m



Flexibility

Future proofing







Impact On Policy

Directly Supports priorities R and K and M as detailed above.

Benefits Matrix


Housing and Environment ADM Programme (Waste, Land and Roads Services)

Approval of a proposal to progress with a bottom up redesign of the Waste, Land and Roads Maintenance Services in

order to define the best value service delivery model, taking account of the following service improvements: adapt

working patterns to provide for a more flexible approach based over seven days, all operational services being

centralised within one integrated depot facility, integration of workforce across seasonal services and opportunities to

take on external contracts and in turn generate increased levels of income. Work on the Waste Services re-design has

been progressed first and will be implemented throughout the 2016/17 financial year, some of the potential benefits are

also therefore detailed in section 4.

Acceleration of the current Roads and Land ADM will also be undertaken throughout the 2016/17 financial year to

establish a fully integrated re-branded service delivery unit. Operational service delivery will be undertaken over a 7

day working model (with associated shift profile) with service teams operating from a centralised depot facility to

further reduce overheads and enable more effective utilisation and sharing of plant, machinery and labour.

Acceleration of this project can be accommodated from within the current cross service project team with re-

prioritisation of work plans as appropriate.


Link to

Council

Priorities




M. Make resurfacing roads, paths and pavements the service priority across the whole Stirling area.


HSE003 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

595 90

90 25 450 450 450 450 450

685 115 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

360 60

1 1 1 1 3

360 60 0 0 0

24.0 28.0 28.0 28.0 28.0

2016/17 2017/18 2018/19 2019/20 2020/21

2,084

1,192





No



Gender Re-

Assignment

Neutral Religion &

Belief

NegativePoverty

Neutral

DisabilityNeutral

RaceNeutral


Reduction of workforce via VS, 7 day working based on a shift system, operations run from a centralised primary

depot location, move to conventional recyclates collection system, reducing manual handling operations,

establishment of a multiskilled / multifunctional workforce to address seasonal peaks and troughs.


Maternity

NeutralSex

Neutral

Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral



More routine works during weekend periods, tailored to customer requirements.

More integrated (multiskilled) workforce.

Improved capacity for recyclates and move to a more conventional collection system - in line with future recycling

targets and statutory requirements

Ability to now recycle the high volume (mixed plastics) waste stream, previously sent to landfill

Collection regularity will remain unchanged with a weekly service for recyclables and a fortnightly collection of landfill

waste


Maternity

NeutralSex

Neutral

VS Requirement - One off staff costs



Vehicles and Plant Purchase

Bins Purchase

One off Costs -

staff

One off Costs -

Other

Costs :

FTE Impact :

Cost assumptions

Savings - staff

Savings - Other

Income:

Total Savings :




HSE003 24/02/2016



1

2

3

4


1

2

3

4


1

2

3

4

Out of Scope

Housing Property ADM. Now contained within option HSE005

4) Note, the reduced scope to this option as Housing Property has been moved to HSE005 with an

associated saving target of £200k

Notes

Project Governance - Service led delivery mechanism

Redesigned services better tailored to customer requirements

Community Conversations - Supportive of approach being taken

1) Project dependant upon the adjustment and

alignment of employee Terms and Conditions (within

key service areas) to enable 7 day working.

2) Project dependant on the delivery of an integrated

and centralised primary depot facility following the

alteration to a 7 day working pattern. 3) Community

acceptance of a 7 day operational service delivery.

1) Consultation to be taken forward with TU's and staff groups

2) Work ongoing to review depot requirements and feasibility

3) Community consultation via PBB framework

Assumptions

1) Project dependant upon the alteration of single status Terms and Conditions (within key service areas) to

enable 7 day working, as above.

2) Project requires appropriate levels of resources being made available to ensure project delivery within

the required timeframe including; Finance, HR, Legal Services and Project Management.

3) Project dependant upon the adjustment of Terms and Conditions in order to enable delivery of a 7 day

working model and the delivery of Waste Services ADM in order to provide capacity within the Lower

Polmaise depot facility. VS numbers are estimated to be between 6-10 FTE's however the budgeted figure is

based on the lower end of this scale.




1) Project dependant upon the adjustment and

alignment of employee Terms and Conditions (within

key service areas) to enable 7 day working.

2) Project dependant on the delivery of an integrated

and centralised primary depot facility following the

alteration to a 7 day working pattern. 3) Community

acceptance of a 7 day refuse and recycling collection

operation.

1) Consultation to be taken forward with TU's and staff groups

2) Work ongoing to review depot requirements and feasibility

3) Community consultation via PBB framework


HSE003 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

1.6



priorities)


Complexity of implementation Established best practice


Flexibility

Future proofing







Impact On Policy

Directly supports priorities R & K, as detailed above.

Benefits Matrix


Review - Regulatory Services (Trading Standards, Licensing, Building Standards and Environmental Health)

Acceleration of the review of Regulatory Services to establish an improved and more integrated service delivery model.

Project will take a bottom up approach to service re-design focussed upon customer requirements and regulatory

standards based on the improved integration of specialist and management staff to streamline the overall numbers of

internal teams. Work already ongoing here and can be accelerated within the context of the current resources.


Link to

Council

Priorities





HSE004 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

100 100

450 450 450 450 450

100 100 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

60 60

1 1 1 1 3

60 60 0 0 0

2.0 4.0 4.0 4.0 4.0

2016/17 2017/18 2018/19 2019/20 2020/21





No



Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral

DisabilityNeutral

RaceNeutral


Reduction of FTE's via VS


Maternity

NeutralSex

Neutral

Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral



No impact upon service users - management / specialist review only


Maternity

NeutralSex

Neutral




One off Costs -

staff

One off Costs -

Other

Costs :

FTE Impact :

Cost assumptions

Savings - staff

Savings - Other

Income:

Total Savings :




HSE004 24/02/2016



1

2

3

4


1

2

3

4


1

2

3

4

Out of Scope

Notes




Assumptions

Assumed that Stirling will pay in full any VS costs associated. These could be shared further if a shared

service partner can be identified

This PBB option previously included both Licensing and Building Control - now transferred to Corporate

Operations. There is therefore an assumption here that the associated projected savings will be reprofiled

(as appropriate) and that Corporate Operations will deliver 50% of the originally identified £200K.




Assumed that Stirling will pay in full any VS costs

associated. These could be shared further if a shared

service partner can be identified


HSE004 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

1.6



priorities)



Timescale to implement 6 weeks to 3 months

Flexibility

Future proofing







Impact On Policy

Link to Stirling Council Policies R&L.

Benefits Matrix


Review - Facilities Management including Housing Property

Acceleration of current Facilities Management review, with expansion of this project to incorporate the proposed

Housing Service ADM in addition to aspects of Corporate Asset Management dealing with the wider council property

portfolio in addition to the existing housing stock. The project intention being to establish a fully integrated FM service

capable of providing a fully integrated building management function incorporating all aspects of hard and soft FM.

Additional external consultancy input would be required be facilitate the acceleration of this complex initiative.


Link to

Council

Priorities





HSE005 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

250 125

50 50 450 450 450 450 450

25

300 200 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

135 75

5 1 1 1 1 3

140 75 0 0 0

9.0 13.0 0.0 0.0 0.0

2016/17 2017/18 2018/19 2019/20 2020/21





No



Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral

DisabilityNeutral

RaceNeutral


1) Reduction of FTE's via VS

2) Upskilling opportunities / improved working environment 3) Potential internal service moves into a newly

established integrated FM team.


Maternity

NeutralSex

Neutral

Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral



1) Partnership working with community - empowerment / self service in relation to accessing community facilities. 2)

Provision of an improved multifunctional workforce in order to undertake improved integrated service delivery. 3)

Enhancing customer experience - improved and resilient catering facilities witch offer an expanded range and choice

to the customer and potential wider customer platforms. 4) The project intention being to establish a fully integrated

FM service capable of providing a fully integrated building management function incorporating all aspects of hard and

soft FM.


Maternity

NeutralSex

Neutral




Schools Catering Infrastructure (P1-3G)

One off Costs -

staff

One off Costs -

Other

Costs :

FTE Impact :

Cost assumptions

Savings - staff

Savings - Other

Income:

Total Savings :




HSE005 24/02/2016



1

2

3

4


1

2

3

4


1

2

3

4

Out of Scope

Notes




Due to the implementation timescale, the efficiencies identified will be delivered on a incremental basis

throughout 2016/17 & 17/18. It is anticipated that an 8-13 FTE reduction will be identified via this process.

Assumptions

One off costs include part year cost of consultant fees





HSE005 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

1.6



priorities)




Flexibility

Future proofing







Impact On Policy

Benefits Matrix


Review of Management and Supervision - Housing and Environment

Proposal to progress with a review of Management and Supervision (across the whole of the Housing and

Environment Directorate) within the context of workforce planning. This will provide standardised spans of control to

be implemented across all service areas in order to optimise resource allocation and maximise outputs. It is

anticipated that this will result in a reduction management and supervisory numbers via VS. This programme will also

run in parallel with the transformation of operational services.


Link to

Council

Priorities





HSE006 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

100 100 100 100 100

450 450 450 450 450

100 100 100 100 100

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

60 60 60 60 60

1 1 1 1 3

60 60 60 60 60

2.0 4.0 6.0 8.0 10.0

2016/17 2017/18 2018/19 2019/20 2020/21





No



Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral

DisabilityNeutral

RaceNeutral


Staff reductions via VS

Improve / align spans of control and demonstrate equity and parity across all service teams, where possible support

shared resource delivery.


Maternity

NeutralSex

Neutral

Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral



No impact anticipated on front line services.


Maternity

NeutralSex

Neutral




One off Costs -

staff

One off Costs -

Other

Costs :

FTE Impact :

Cost assumptions

Savings - staff

Savings - Other

Income:

Total Savings :




HSE006 24/02/2016



1

2

3

4


1

2

3

4


1

2

3

4

Out of Scope

Notes

Project Governance - Delivery via workforce planning mechanism



Assumptions





HSE006 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

2



priorities)




Flexibility

Future proofing







Impact On Policy

Link to council priorities R & K

Benefits Matrix


Shared Resources Review - Waste, Land, Roads, Housing Property and FM

On the basis of consolidating operational services within the context of a 7 day working pattern and centralised

primary depot arrangement, significant scope exists to facilitate the provision of a shared resources model (relating to

plant, machinery and workforce) in order to deliver further operational efficiencies.

This initiative fundamentally links with workforce planning and will enable the reduction of the operational workforce

on the basis of progressing with a single flexible workforce to address seasonal trends and pressures, and enable a

more resilient and multiskilled workforce to enhance service delivery.


Link to

Council

Priorities





HSE007 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

200 200

50 50 450 450 450 450 450

0 250 0 250 0

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

150 150

1 1 1 1 3

0 150 0 150 0

0.0 5.0 5.0 10.0 10.0

2016/17 2017/18 2018/19 2019/20 2020/21





No



Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral

DisabilityNeutral

RaceNeutral


Reduction of FTE via VS.

Provision of additional training and upskilling to enable a more flexible and multifunctional workforce to better cover

service delivery across a range of operational service areas. Move

away from seasonally employed staff to a more sustainable and permanent team compliment.


Maternity

NeutralSex

Neutral

Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral



More adaptable workforce / improved service delivery / resilience


Maternity

NeutralSex

Neutral




One off Costs -

staff

One off Costs -

Other

Costs :

FTE Impact :

Cost assumptions

Savings - staff

Savings - Other

Income:

Total Savings :




HSE007 24/02/2016



1

2

3

4


1

2

3

4


1

2

3

4

Out of Scope

Notes

Project Governance - Delivery via workforce planning mechanism



Assumptions

1) Assumption that this option excludes regulatory services which has its own (shared services)

transformational savings option.

2) Assumes a dependency upon the alignment of shift patterns across operational services.




1) Assumption that this option excludes regulatory

services which has its own (shared services)

transformational savings option.

2) Dependent upon the alignment of shift patterns

across operational services.


HSE007 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

1.2

Established best practice

£100k - £200k

Immediate to 6 weeks

Benefits Matrix

Link to

Council

Priorities


Fuel saving based on lower present cost

Delivery of a straight saving (across all operational fuel budgets) based on lower fuel price at the pump. This efficiency

is essentially a prudent financial management response to the current market position and will be subject to annual

variation.

Fees and Charges

Impact On Policy

There will be no impact on the existing Policy





Increase in customer satisfaction

Improved customer experience



Payback

Fully supports, (completely aligned with one or more strategic

priorities)



Change necessary to comply with legislation

Required upgrade to system

Trust/reputation

Inclusion

More effective process

Volume Reduction

Flexibility

Future proofing

Complexity of implementation

Timescale to implement

HSE008 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

200 (100) (100) 0 0 450 450 450 450 450

200 (100) (100) 0 0

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

1 1 1 1 3

0 0 0 0 0

0 0 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21





No


CUMULATIVE IMPACT (£000's)


Cost assumptions



Total Savings :


FTE Impact :

Savings - staff

Savings - Other

Income:


Costs :

One off Costs -

staff



PovertyGender Re-

Assignment

Neutral Religion &

Belief

Neutral Neutral

DisabilityNeutral

RaceNeutral

Sexual Orientation


Maternity

NeutralSex

Neutral


N/A


Maternity

NeutralSex

Neutral

One off Costs -

Other

Disability Neutral Race Neutral

Neutral

Neutral

N/A

Sexual Orientation Neutral

Gender Re-

Assignment

Religion &

Belief

NeutralPoverty

Neutral

HSE008 24/02/2016



1

2

3

4


1

2

3

4


1

2

3

4

Out of Scope

Notes

Saving already takes account of the efficiencies gained from the purchase of bulk fuel via the proposed tank

at Lower Polmaise. Will be subject to market variation when fuel price increases, so may not be sustainable

in longer term.

Assumptions



This option is not sustainable in the longer term.

Impact to implement is low as this is essentially a

financial management response to the current market

position.

Will be reversed when fuel price increases.



HSE008 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

1.2

A number of recognised similar models already exist

£100k - £200k

3 – 6 months

Benefits Matrix

Link to

Council

Priorities


Add food waste to brown garden waste bin, removing need for separate collection routes and vehicles

Proposal to move the collection of food waste from a weekly collection via the food waste caddy to fortnightly via the

brown garden waste bin. This will remove the need for separate collection routes and vehicles with associated

efficiency savings. Proposal would be integrated within the scope of the current Waste ADM programme.

Stop / Reduce

Impact On Policy

Directly Supports priorities K, L and R as detailed above.






Increase in customer satisfaction

Improved customer experience



Payback

Largely supports, (supports substantial aspects of the strategic

priorities)



Change necessary to comply with legislation

Required upgrade to system

Trust/reputation

Inclusion

More effective process

Volume Reduction

Flexibility

Future proofing

Complexity of implementation

Timescale to implement

HSE009 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

270

450 450 450 450 450

(150)

120 0 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

210

1 1 1 1 3

210 0 0 0 0

14 0 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21





No



Option reflects future cost avoidance based on the revised ADM model which

would require significant investment to the current in house budget


Cost assumptions



Total Savings :


FTE Impact :

Savings - staff

Savings - Other

Income:


Costs :

One off Costs -

staff



PovertyGender Re-

Assignment

Neutral Religion &

Belief

Neutral Neutral

DisabilityNeutral

RaceNeutral

Sexual Orientation


Maternity

NeutralSex

Neutral


More user friendly waste collection system, less receptacles.


Maternity

NeutralSex

Neutral

One off Costs -

Other

Disability Neutral Race Neutral

Neutral

Neutral

Reduction in FTE's (14) via VS. Reducing manual handling operations.

Sexual Orientation Neutral

Gender Re-

Assignment

Religion &

Belief

NeutralPoverty

Neutral

HSE009 24/02/2016



1

2

3

4


1

2

3

4


1

2

3

4

Out of Scope

Notes

Mixed food and green waste would be treated by a licenced provider and therefore the processing of green

waste at Lower Polmaise would no longer be required.

Assumptions

1. Requirement for collection of brown bins all year

round and restrictions on available capacity.

1. Year round collection of Brown Bins already established

within the ADM collection model.



Risks assosiated with implementation of this option:

1. External influence on gate fees for processing of

our metarials.

2. Risk of increased contamination levels in brown

bins

Risks associated with the existing model

1. Reliance upon income from Clackmananshire

Council (Brown bins)

2. Need for investment in concrete plinth to ensure

ongoing integrity

3. Reliance upon market demand for compost locally

4. Reliance upon tonnage to justify future investment

overheads against increased market competition

5. Business continuity risk (eg breakdown of

equipment)

Risks assosiated with implementation of this option:

1. Contract terms and conditions and control on the volume

collected from brown bins

2. Robust Communications strategy/Enforcement

Risks associated with the existing model:

1. Formal contract implementation - however this could also be

subject to termination

2. No investment required if processed externally

3. Investigate potential new markets for this material

4. No significant overhead would be at risk should an external

provider option be utilised

5. Risk transferred if material is externally processed



HSE009 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

0.8



priorities)




Flexibility

Future proofing







Impact On Policy

Directly Supports priorities K, L and R as detailed above.

Benefits Matrix


Reduce pool car and vehicle fleet by 20%

In response to downsizing / centralising of service teams corporately, this proposal aims to reduce the current pool

car and vehicle fleet by 20% (via pro-rata transport budget reduction). In addition to incorporating a review of the

current level of 'grey fleet mileage' with a view to the removal of the same. The proposal will look to implement

measures to promote improved journey planning (at service level) and facilitate / enable open access to the cross

service booking of all council vehicles as appropriate.

Stop / Reduce

Link to

Council

Priorities






HSE010 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

40 450 450 450 450 450

40 0 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21 2016/17 2017/18 2018/19 2019/20 2020/21

1 1 1 1 3

0 0 0 0 0

0 0 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21





No



Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral

DisabilityNeutral

RaceNeutral


As above


Maternity

NeutralSex

Neutral

Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral



This option will enable open access to the cross service booking of all council vehicles and will look to implement

measures to promote improved journey planning (at service level).


Maternity

NeutralSex

Neutral



Savings - staff

Savings - Other

Income:

Total Savings :

FTE Impact :

Cost assumptions

One off Costs -

staff

One off Costs -

Other

Costs :





HSE010 24/02/2016



1

2

3

4


1

2

3

4


1

2

3

4

Out of Scope

Notes

Project to be delivered within the scope of the current fleet management programme.

Assumptions





HSE010 24/02/2016

1

2

3


Title:

Type:

2. Benefits

3. Financial Impact

2.8

0.45

0.15



priorities)

Payback £1million or more



Flexibility

Future proofing







Impact On Policy

None

Benefits Matrix

Corporate Services Hub (Already approved, in principle – Council, 10 December 2015)

Propose to implement a Corporate Services Hub which will transform how services are delivered to ensure Corporate

Services are flexible, affordable and responsive. This will be achieved by implementing an integrated way of working

with a common point of entry under pinned by lean, self service processes. This will include investment in a new HR

system.


Link to

Council

Priorities


Q. Pursue a diverse high wage economy that delivers local jobs for people across Stirling and a

procurement policy that supports this.



Stirling Council Year 2015/16Priority Based BudgetingService Option Reference: COP001

COP001 24/02/2016

2016/17 2017/18 2018/19 2019/20 2020/21

132 164 623 301 112

132 164 623 301 112 0 0 0 0

2016/17 2017/18 2018/19 2019/20 2020/21

120 210 220 75 45

120 210 220 75 45

2.3 9.4 14 6 4

2016/17 2017/18 2018/19 2019/20 2020/21

860





No



Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral

DisabilityNeutral

RaceNeutral


Stakeholders will be required to be more self reliant by accessing simple information directly. Key stakeholders will

receive support from relationship/account managers to ensure high service standards are maintained.


Maternity

NeutralSex

Neutral

Gender Re-

Assignment

Neutral Religion &

Belief

NeutralPoverty

Neutral



External customers (CT &HB customers) and internal customers across services. Enhanced self service channels and

status checking will be available as well as current channels. 24/7 availability for a range of services through

online/self service channels


Maternity

NeutralSex

Neutral

VS provision has been assessed on a service by service basis; where appropriate VS has been

provided for at a cost of £30k per person. Total value of £625k has been assumed for VS. Further

£120k has been assumed for one off staff costs for project management.

£150k has been assumed to implement a new HR system - this will be a mix of capital and revenue.

Ongoing running costs are assumed to be not greater than current licence costs. £300k has been

assumed for investment in service request/workflow/portals. Further £150k has been assumed in

respect of iDOX, Business Objects licences, E Forms and project management.



New systems

One off Costs -

staff

One off Costs -

Other

Costs :

FTE Impact :

Cost assumptions

Savings - staff

Savings - Other

Income:

Total Savings :




COP001 24/02/2016



1

2

3

4


1

2

3

4


1

2

3

4

Out of Scope

No material change to current committee structures, elected members costs and elected members support

a move to self service.

Notes

Address overlaps with other projects.

Identify sufficient capacity to take this work forward

whilst also supporting other change activity

Phasing

Assumptions

Where services require additional support from corporate services over and above current services

(standard catalogue) these costs will be additional.

Cost assumptions around IT investment are very high level and will change as the business cases are

developed.

A proportion of staff reductions can be made through natural turnover/retirement.




Disaffected staff leave Council

IT solution too complex

Efficiencies not achieved

Communications & engagement, co-design, training, job

redesign

Measure & monitor throughout, Continuous improvement

based on experience

Agile, iterative design approach, build complexity over time

based on experience and customer feedback


COP001 24/02/2016

Documents

Accelerated Service Options February 2016 Service Options February 2016 Stirling Council Priority Based Budgeting Contents Theme 1 – Transforming Learning CYE026 ACC Re-profiling