Finding more efficient ways to deliver for our residents

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We can always find ways to rethink the ways services are delivered to make them more efficient, and not at the expense of delivering a good service and outcome for residents. We can use technology to automate services, we can streamline our processes, we can invest in services that are more local and cost effective, and we can reduce the number of buildings we have by rethinking the ways services are delivered. New proposals that relate to this theme will save £4 million over the next two years and include the following.

Proposals

(3.1) Cost reductions and savings from across Communities, Environment and Economy: A proportion of cost reductions and savings from across the department will be allocated to support additional management in housing. We will also look to use external grants and other funding to reduce the cost of some services. Overall, this would save £81,000 next year.

(3.2) Efficiencies in building running costs: The Council has already reduced the number of offices it uses as it has moved towards more flexible working. This will reduce building-related costs by a further £200,000 over the next two years.

(3.3) Reviewing all our building-based services: The Council owns a number of buildings that support the delivery of services. These include offices, community centres, libraries, museums, public conveniences and children’s centres, to name some examples. We spend £14 million a year on our properties, covering things like repairs and maintenance, rates, cleaning, utilities and insurance. A further review is proposed to look at all services that use Council buildings to make sure they are meeting the needs of the community and are affordable. We will identify more detailed options for consideration, but the focus will be on delivering quality services whilst reducing the need for buildings and associated running costs. This may result in hard choices about prioritising the services and associated buildings that work best for our communities and working differently so services can be delivered in a more effective way. We are also interested in transferring assets to community groups, where appropriate. Over the next two years this could save £404,000, with £200,000 of investment required. Further savings would be identified in future years.

(3.4) Review of transport for residents with complex needs: We believe there is scope to make transport provision more efficient and reflective of the needs of residents with complex needs. We will review routes, contracts, the best use of the Council fleet, make greater use of independent travel training, and links with volunteering. This will require investment of £225,000 over the next two years to complete the review and will potentially save up to £800,000 in the medium term.

(3.5) Continuing to review our packages of care to meet the needs of adults with learning disabilities: We have a dedicated team that works with adults who have learning disabilities to ensure they have the most effective support to meet their needs. A range of options are discussed with individuals, including greater use of technology, suitable accommodation, and support from community groups, as well as checking if needs have changed since they were last reviewed. We expect this may lead to some people requiring more costly support, but there will be opportunities, overall, to find more effective and efficient alternatives to some care packages. We also want to introduce an autism intervention service to support the transition of young people with learning disabilities into adulthood. We expect this to save £1.3 million over the next two years.

(3.6) Modernising our support to carers and our cared-for: We know that adult social care couldn’t function without the invaluable help of local people who care for their loved ones. We are reviewing our support to carers and our cared-for. We are interested in providing more funding direct to carers, where appropriate, which can often be a more cost-effective way of arranging support that is more tailored to what people need. We are also working with the NHS to better align our resource and prioritise these services. Overall, we believe this could save £300,000 next year.

(3.7) Reviewing our day services: We arrange day services for individuals with learning disabilities and older people. We intend to further review this provision and work with those that use the service to design a more effective and efficient package of services that meets local needs. We are particularly interested in opportunities to extend supported employment and volunteering opportunities for our residents with learning disabilities. This could save £1.5 million over the next two years and would be subject to further public consultation.

(3.8) Review of technology to support adults with learning disabilities: We are exploring how we can better use technology as part of care packages. This could sit alongside more traditional care and enable greater levels of independence. For example, there is some scope to use technology, where appropriate, to support overnight care. This could save £320,000 in the next two years.

(3.9) Savings through purchasing goods and services: We have a significant programme of delivering efficiencies in our large contracts as they come up for renewal. We will also focus on efficiencies related to smaller contracts and we believe this could save a further £100,000 over the next two years.

(3.10) Using technology to support the administration of council tax: By utilising new software to process council tax transactions, we could reduce processing times and save £85,000 in two years.

(3.11) Energy and carbon reduction team to be brought in-house: The Council currently has a contract with a company to deliver an internal energy and carbon reduction advisory service. It is proposed that this function is brought into the Council and joined-up with similar services in the organisation. This would save £80,000 next year.

Further ideas for the future:

To meet future challenges the following are being considered, but work is at an early stage.

(3.12) A new model for ICT: We currently share ICT with Cheshire East Council. We are reviewing this model and determining if there are efficiencies and more modern ways of working across the Council that will help reduce the running costs of the service.

(3.13) Working with Council companies: We own or part own a number of Council companies that deliver services for local people and other bodies. They deliver services such as waste collection, buildings management, customer services, support to schools, leisure and neighbourhood management. The Council is working with all the companies to identify further efficiencies and new income to support the Council to meet its financial challenge.

(3.14) Working with our suppliers: The Council spends £322 million a year on goods and services delivered by a range of suppliers on our behalf. We want to work closely with some of our main suppliers to identify if there is the potential to bring forward short -term and long-term efficiencies that could contribute to the budget plan.

We can always find ways to rethink the ways services are delivered to make them more efficient, and not at the expense of delivering a good service and outcome for residents. We can use technology to automate services, we can streamline our processes, we can invest in services that are more local and cost effective, and we can reduce the number of buildings we have by rethinking the ways services are delivered. New proposals that relate to this theme will save £4 million over the next two years and include the following.

Proposals

(3.1) Cost reductions and savings from across Communities, Environment and Economy: A proportion of cost reductions and savings from across the department will be allocated to support additional management in housing. We will also look to use external grants and other funding to reduce the cost of some services. Overall, this would save £81,000 next year.

(3.2) Efficiencies in building running costs: The Council has already reduced the number of offices it uses as it has moved towards more flexible working. This will reduce building-related costs by a further £200,000 over the next two years.

(3.3) Reviewing all our building-based services: The Council owns a number of buildings that support the delivery of services. These include offices, community centres, libraries, museums, public conveniences and children’s centres, to name some examples. We spend £14 million a year on our properties, covering things like repairs and maintenance, rates, cleaning, utilities and insurance. A further review is proposed to look at all services that use Council buildings to make sure they are meeting the needs of the community and are affordable. We will identify more detailed options for consideration, but the focus will be on delivering quality services whilst reducing the need for buildings and associated running costs. This may result in hard choices about prioritising the services and associated buildings that work best for our communities and working differently so services can be delivered in a more effective way. We are also interested in transferring assets to community groups, where appropriate. Over the next two years this could save £404,000, with £200,000 of investment required. Further savings would be identified in future years.

(3.4) Review of transport for residents with complex needs: We believe there is scope to make transport provision more efficient and reflective of the needs of residents with complex needs. We will review routes, contracts, the best use of the Council fleet, make greater use of independent travel training, and links with volunteering. This will require investment of £225,000 over the next two years to complete the review and will potentially save up to £800,000 in the medium term.

(3.5) Continuing to review our packages of care to meet the needs of adults with learning disabilities: We have a dedicated team that works with adults who have learning disabilities to ensure they have the most effective support to meet their needs. A range of options are discussed with individuals, including greater use of technology, suitable accommodation, and support from community groups, as well as checking if needs have changed since they were last reviewed. We expect this may lead to some people requiring more costly support, but there will be opportunities, overall, to find more effective and efficient alternatives to some care packages. We also want to introduce an autism intervention service to support the transition of young people with learning disabilities into adulthood. We expect this to save £1.3 million over the next two years.

(3.6) Modernising our support to carers and our cared-for: We know that adult social care couldn’t function without the invaluable help of local people who care for their loved ones. We are reviewing our support to carers and our cared-for. We are interested in providing more funding direct to carers, where appropriate, which can often be a more cost-effective way of arranging support that is more tailored to what people need. We are also working with the NHS to better align our resource and prioritise these services. Overall, we believe this could save £300,000 next year.

(3.7) Reviewing our day services: We arrange day services for individuals with learning disabilities and older people. We intend to further review this provision and work with those that use the service to design a more effective and efficient package of services that meets local needs. We are particularly interested in opportunities to extend supported employment and volunteering opportunities for our residents with learning disabilities. This could save £1.5 million over the next two years and would be subject to further public consultation.

(3.8) Review of technology to support adults with learning disabilities: We are exploring how we can better use technology as part of care packages. This could sit alongside more traditional care and enable greater levels of independence. For example, there is some scope to use technology, where appropriate, to support overnight care. This could save £320,000 in the next two years.

(3.9) Savings through purchasing goods and services: We have a significant programme of delivering efficiencies in our large contracts as they come up for renewal. We will also focus on efficiencies related to smaller contracts and we believe this could save a further £100,000 over the next two years.

(3.10) Using technology to support the administration of council tax: By utilising new software to process council tax transactions, we could reduce processing times and save £85,000 in two years.

(3.11) Energy and carbon reduction team to be brought in-house: The Council currently has a contract with a company to deliver an internal energy and carbon reduction advisory service. It is proposed that this function is brought into the Council and joined-up with similar services in the organisation. This would save £80,000 next year.

Further ideas for the future:

To meet future challenges the following are being considered, but work is at an early stage.

(3.12) A new model for ICT: We currently share ICT with Cheshire East Council. We are reviewing this model and determining if there are efficiencies and more modern ways of working across the Council that will help reduce the running costs of the service.

(3.13) Working with Council companies: We own or part own a number of Council companies that deliver services for local people and other bodies. They deliver services such as waste collection, buildings management, customer services, support to schools, leisure and neighbourhood management. The Council is working with all the companies to identify further efficiencies and new income to support the Council to meet its financial challenge.

(3.14) Working with our suppliers: The Council spends £322 million a year on goods and services delivered by a range of suppliers on our behalf. We want to work closely with some of our main suppliers to identify if there is the potential to bring forward short -term and long-term efficiencies that could contribute to the budget plan.