Efficiency awareness
The government has set a target for councils to improve efficiency by 2.5 per cent a year for three years from 2005/06. Each council must decide how the 2.5 per cent efficiency gain is comprised - half of the amount must be 'cashable' (that is, it must release resources that can be redirected rather than securing improved efficiency through increased productivity). The impact on revenues and benefits will consequently vary between councils. Our study identified that the awareness of the need to improve efficiency in these services was growing, and that councils are starting to examine the services to look for potential gains.
- Is there a clear understanding of efficiency and how this is contributing to improvements for customers and the council?
- Are the right management practices are in place?
- Is there robust performance management and systems in place?
- Is there effective benchmarking activity taking place?
- Are costs, internal and external, understood?
Modern IT
A modern IT platform allows councils flexibility and choice about how they provide services. For example, a document imaging system can mean that staff are able to access all the necessary documentation from a remote location. This means that there is greater potential for initiatives such as home working, or remote processing.
- Have you evaluated which systems are in place?
- Are they meeting business and service needs?
- Do the IT systems support current and future needs for improved efficiency?
- Do systems allow for flexibility for staff and customers?
Home working
Home working enables councils to provide a more flexible way of employing staff. Although it is not essential, modern IT helps to support this initiative by transferring information electronically to staff working at their homes. This provides councils with the opportunity to employ staff who are based at their homes - providing the necessary health and safety, training and management arrangements are in place. Although the arrangements involve set-up costs, councils are finding that there can be considerable benefits. For example, it can enable people to work who may otherwise not be able to - such as those with disabilities, or caring responsibilities. Councils are also finding that productivity is improved and sickness reduced.
- Is the necessary IT is in place to support home working?
- Do existing staff want it anyway?
- Have you evaluated the benefits (cost and service) for staff and customers?
- Are the right systems in place to support it? (eg health and safety, IT, monitoring, training)
- Have you examined examples on which to base a model?
- Can other examples be imported to this council?
- Have you considered the other opportunities that could open up? (eg. Work for other councils, extend opportunities for staff with access difficulties)
Back office in place
Many councils have found that it is more efficient to split the responsibility of those staff who deal with processing (such as calculating a benefit claim or dealing with a change of circumstances) and those dealing directly with customers - on the phone and in person. This 'front/back-office' split allows a more flexible approach to the way the service is delivered - assuming the appropriate IT is in place. For example, it enables councils to locate the processing staff in an 'out-of-town' (and potentially cheaper) location, or it could provide the opportunity to deal with the back-office processing of another council or organisation.
- Is there a split between customer service and processing staff?
- Are there opportunities to relocate back office staff to an alternative site?
- Does IT support the split?
- Have you considered the advantages and disadvantages for the council and customers?
- Have you considered how the potential savings be used to improve the service?
- Is there an opportunity to develop a partnership?
Positive approach to change
Revenues and benefits are subject to significant external influences - such as changes in legislation. This is in addition to the other changes that may affect council services, such as changes in personnel, accommodation, funding or computer systems. Our study found that councils with a positive approach to change were able to deal effectively with these factors, as well as look for further opportunities to improve service provision for their customers.
- Is there a culture of trust?
- Are staff involved/empowered?
- Is the approach to dealing with problems open, or is there a blame culture?
- Have you evaluated the lessons from the way other significant changes been dealt with?
- Is the approach to learning robust?
- Are the systems are in place to support effective cultural change and change management? (eg, training, communication, project management etc)