Item 7 - Appendix 1

London Borough of Ealing – The Ealing VfM Programme October 2010

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The Vision

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The Vision for VfM In line with all Public Sector Organisations, Ealing faces an environment of increased demand for services, with decreasing resources. The VfM Programme is one of the key mechanisms Ealing is using to meet this challenge. History of Success Over the past five years, Ealing has successfully transformed itself into one of the best performing councils in the country, with a sound financial footing. This success has been achieved through empowering Directors and Services to drive change and meet budget challenges; rather than imposing a solution from the centre. Corporate Board decided to build on the success of the past five years to develop a collaborative and distributed approach to meeting the current challenges. This approach has strong alignment with the values and culture of Ealing.

The Programme The VfM Programme is a three year programme to orchestrate cost saving initiatives across the council. The programme does not include in scope; and does not manage local initiatives proposed and owned by individual Directors within their services. It encompasses broader initiatives, that a salami slicing model may miss. The Programme also does not rely on a large centralised team to drive and deliver the programme; but leverages existing skills and talent through encouraging collaboration.

Star Chamber, Business Planning and Benefits Realisation The VfM Programme sits alongside the annual budget setting process. One of the key elements of this is the Star Chamber process. Rather than re-invent the wheel, the programme works with the Star Chamber process to identify cashable benefits and to track these through to delivery.

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Managing, Governing and Leading the Ealing VfM Programme

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Overview of the Programme of Work

Corporate Board

VfM Sub-Group Stephen Day Judith Finlay Simon George Mark Newton Alison Reynolds Susan Parsonage

Programme Director Matthew Booth

Programme Management David Lillicrap

2.1 Management Structure Review Lead - David Lillicrap

2.2 Lean Reviews Lead - Jarvis Garrett

Vacancy & Agency Polly Hicks Housing Benefits Sue O'Neill Purchase to Pay Rupinder Hardy ASB - Integration of Ealing Homes and Council ASB Teams Revenues - David Lillicrap Housing Contact Centre- TBC Schools Admission - TBC Social Work ReModelling - TBC

2.3 Function Reviews Lead - Various

Performance Management - Keith Townsend Propoerty - Pat Hayes

2.4 Savings Proposals

2.5 Fees and Charges

Lead - David Lillicrap

Lead - Simon George

2.6 LSP VfM Projects

2.7 Communications

2.8 - 2.13 Phase 2 Initiaitives

Lead - Ann Griffiths

Lead - Peter Morris

Lead - Ann Griifths

Non-Essential Spend - Various

Top 100 Client Families

Temporary Staff Costs - Fiona Canney

Information Sharing

2.8 - Volunteeering 2.9 - Market Testing 2.10 - Channel Shift

joint Asset Strategy 2.11 - Regulation

Communications Peter Morris Training, Adult Education and Learning - Ian O'Donnell

Meeting Room and Venue Utilization Roger Amos Improved Performance Management of Contracts - Kate Graefe Review of Consutlancy Spend - Kate Graefe Transport Costs TBC Mobile Service Delivery - Ann Griffiths

2.12 - Invest to Save 2.13 - Other Projects

Corporate Board and the VfM Group Corporate board own the VfM Programme and review progress on a monthly basis. They are supported by the VfM Group, where each Corporate Board member is represented by a Director-level nominee. A key role the VfM Group Members take is to manage the conflict that arises between service level savings initiatives and corporate level savings.

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Management Structure Reviews To Protect Frontline Services, there was a recognition that Ealing needed to challenge its Management Structure to deliver a broader structure with fewer layers between Corporate Board and frontline delivery. The Reviews are led by the Executive Directors; supported by staff from the Strategic HR team. The Management Structure will be reviewed every budget cycle to assure the direction of travel is to a lower proportion of managers.

The Review Process Step 1 - Desktop Review – Based on Current Structure held on our HR System Step 2 - Challenge Process •

Initial review by HRBP and Executive Director

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Each Director to review with their management team & HR

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Management team to review and challenge across whole of the Service area

Type of teams

Manageable Span

Management of professional or management structure

1:5 – 1:10

Supervision of skilled technical team (similar field of work)

1:12

Supervision of skilled technical team (more than one field of work)

1:6 to 1:8

Supervision of an unskilled/semi-skilled team

1: