Issue - decisions

1.1

Centralisation of the administrator resource within Neighbourhood

Services

Exec

July 09

1.2

The YCC will be developed to be the first point of contact for the customer of Neighbourhood Services

Exec

July 09

Need to have clarity on the systems which operate for members to report Street level problems which are quick and effective.

1.3

Staff will be developed in order to fulfil the required outcomes of the new business

Exec

July 09

1.4

Implement changes to staff terms and conditions to enable flexible deployment of staff and maximise productivity

Exec

July 09

1.5

Opportunities for generic working will be implemented where it

will provide a service improvement

Exec

July 09

1.6

Implement mobile working to maximise the potential of

operational staff

Exec

Oct 09

1.7

Provide additional recycling containers to enable prior to collection customers to sort recycling

Exec

Oct 09

Need clarity on the advertising campaign with residents to help the improvement in efficiency of the recycling service and impact on landfill waste in the areas benefiting from this action.

1.8

CMT to review the scope and delivery of Fleet

CMT

Sept 09

Carbon emissions analysis to be produced.

1.9

Develop proposals for extending area based working

Exec

April 10

This has been agreed in principle following the report from the Interim Neighbourhood Services Director approved by Executive in July. However Executive need a clear timeable on the changes that will be implemented and the impacts and improvements that will be felt by residents.

2.1

Establish a single Customer Service organisation for all face to

face telephony and internet customer contact

Exec

Oct 09

Need to have clarity on the systems which operate for members to report Street level problems which are quick and effective

2.2

Consolidate all city centre face to face contact points under one manager and base at St Leonard’s – close customer receptions

at, 10-12 GHS and 20 GHS and Mill House (retaining business reception)

Exec

Oct 09

Need to have clarity on the HR implications of this change.

2.3

Extend YCC opening hours to weekday evenings and Saturday mornings

Exec

Oct 09

Must increase costs?

2.4

Undertake small scale re-branding of single customer service organisation

CMT

Sept 09

Cost?

2.5

Develop a programme to bring in new services into the YCC prior to the move to the new HQ

Exec

Oct 09

2.6

Review internal telephone handling teams (HR ICT Property) to identify where use of call centre telephony could deliver efficiencies

CMT

April 2010

2.7

Increase the range of services delivered over the internet and encourage take up of this channel

Exec

Oct 09

The Easy@york programme was developing this so there needs to be clarity on how the use of NKA has added value to the process, and how their engagement will achieve delivery which would have not otherwise happened.

2.8

Develop a profile of our customer to give us insight into the needs

of customer in specific localities and in different communities of interest to help shape ongoing delivery of services

CMT

Sept 09

There are several datasystems around to predict how certain neighbourhoods will need services. Whilst this is helpful it does not make up for the need for coordinated collation and use of information on actual demands on services by York residents.

3.1

Develop a proposal to procure an alternative external payment

service and close cashiers.

Exec

Nov 09

Need to ensure meeting with Post Office Counters to support local sub Post Offices

3.2

Centralise all income and recovery in order to maximise income

collection (see 3.5 below)

Exec

Oct 09

Long overdue.

3.3

To undertake a full review of fees and charges and to

recommend new fees/rates from 2010/11

CMT

Sept 09

Budget issue. Not an NKA saving

3.4

Directorates to review how they will comply with the Income Policy

CMT

Sept 09

3.5

Develop a further business case to assess the inclusion of Housing rents in the centralised service

CMT

Sept 09

4.1

The Corporate Procurement function will be responsible for the

control and oversight of all tendering activity and controlling and engagement of new suppliers.

CMT

Sept 09

All processes should be reviewed so that they comply with the policy of council to help local businesses and especially small firms to do business with the council.

4.2

Implementing a portfolio of appropriate methods including self billing, procurement cards, consolidated billing, use of period /call off ordering, revised expenses process, direct debit etc

CMT

Sept 09

4.3

Review and revise the Procure to Pay processes to increase control reduce complexity and effort.

CMT

Sept 09

4.4

Assert control over ordering by establishing Informed Buyers and a requisition clearing house and amending the current requisition

process within FMS.

CMT

Sept 09

4.5

Develop action plans and a performance framework to increase the level of Contracted spend in the next 3 years. This will

including carry out reviews on key strategic contracts

CMT

Sept 09

4.6

Review the current use of purchasing organisations. The reviews output will focus on recommendations to the short to medium

term use of purchasing organisations and existing consortia arrangements

CMT

Sept 09

4.7

Make framework contracts mandatory where they meet the identified need. They should be used in preference to the council conducting a full tender process or 3 quotes process.

CMT

Sept 09

5.1

Market test the provision of a Data Centre

CMT

Sept 09

5.2

Tender of a corporate managed print contract to include desktop

printers, photocopiers and all internal print units, reducing the

number of printers to approximately 1 per 50 employees.

CMT

Sept 09

Welcome as a means of changing culture to low energy consumption

5.3

Explore other media option with members for committee papers

and other printed output

CMT

Sept 09

Better use of IT is to be welcomed

5.4

Review the usage of all PCs to develop a plan for the reduction of PCs and software

CMT

Sept 09

Welcome as a means of changing culture to low energy consumption

5.5

Centralise the ICT Service

CMT

Sept 09

5.6

Review the ICT support for Schools

CMT

Sept 09

5.7

Agree a review of the current IT development plan mechanism

CMT

Sept 09

5.8

Review the support arrangements for the Libraries learning and people’s network

CMT

Sept 09

5.9

Review the possible inclusion of the provision of schools network (excluding curriculum) via the current Network contract

CMT

Sept 09

6.1

Agreement to a new delivery model for HR, as a centralised service. This includes case management for HR advice.

CMT

Sept 09

This was required following the budget process in February.

6.2

Agreement to the transfer of specific non-HR staff (or equivalent resource) undertaking HR transactional work into the HR business support team.

CMT

Nov 09

6.3

Agreement that functional advice related to HR disciplines (including payroll, H&S and training and development) should be provided through the HR service.

CMT

Sept 09

6.4

Commence negotiations with staff and unions to move staff from

weekly to monthly pay with support for the transition.

Exec

Oct 09

This needs to be achieved in a collaborative way which ensures that all those members of staff receive the necessary support to carry them over into a monthly payment system. With the ‘Learn and Thrive’ budgeting courses being run jointly by CYC and Avivia and links with the Credit Union there are ample opportunities to assist with this change.

6.5

Review Management of change policies, redeployment,

redundancy and flexible working policies

CMT

Sept 09

There needs to be feedback from negotiations with the Unions of this issue

6.6

Develop a package of improvements to staff and management development, training and staff benefits

CMT

Sept 09

6.7

Develop a resourcing strategy including a review of direct workforce and sourcing via the sole provider contract and internal recruitment pool.

CMT

Nov 09

7.1

Aggregate all Facilities Management services (both those currently outsourced and internally provided) and market test

them

Exec

Oct 09

This is a requirement from the February vote on the Council budget.

7.2

To establish a coordinated Enabler-Commissioner function (operational and technical) for delivery of projects through Professional, Technical and Contractor services, incorporating a review of Project management

CMT

Sept 09

7.3

Market test provision of professional & technical services in order to ensure efficiency and service improvements are realized.

Exec

Oct 09

This is a requirement from the February vote on the Council budget.

7.4

To approve the establishment of an Executive Champion and

Asset Board (to include the Corporate Landlord, Chief Finance Officer, City Strategy and Housing Landlord).

Exec

Oct 09

7.5

Review the Commercial Portfolio

Exec

Nov 09

This is a requirement from the February vote on the Council budget.

7.6

Develop the business case for a single asset register for all land and property information in place of current disparate systems.

CMT

Sept 09

8.1

To Integrate the Client & Contractor elements of the repairs service

Exec

Oct 09

The Executive Member needs to be regularly briefed on how negotiations are progressing on these changes.

8.2

To develop and implement dynamic scheduling to improve repairs appointments, productivity and repairs performance;

supported by mobile working across the service to improve productivity, job processing, reduced back office costs and reduced overall customer contact time.

CMT

Sept 09

8.3

Retain the M&E function within Neighbourhood Services and as

part of the property services review consider the long-term

viability of the service and its future location.

CMT

Sept 09

9.1

Proceed with implementation of an electronic home care

monitoring system (already funded through IT development Plan)

CMT

Sept 09

Need to be clear how this scheme is being accounted for in the efficiency review if there is already funding through the IT development Plan.

9.2

Redesign Adult Social Care End to end customer process and

organisational design

CMT

Sept 09

9.3

Agree the scope of Home Care tender exercise in April 2010

CMT/

Exec

Oct/Nov 09

This will follow full briefing to Executive

9.4

Agree rationale for change, approach and timescales for decisions in relation to Elderly Peoples Homes (EPH) review.

CMT

Oct 09

This will follow full briefing to Executive

9.5

Agree interim changes to EPH provision arising from first phase

of EPH review

Exec

Jan 10

This will follow full briefing to Executive

9.6

Agree long-term EPH strategy and transformation plan

Exec

July 10

This will follow full briefing to Executive

10.1

Recommend to Council the agreement of a capital investment

budget of £700,000 (£475,000 2009/10, £225,000 2010/11) to

deliver these efficiencies, to be financed through prudential borrowing, with associated revenue implications being funded

from savings arising from the programme. These are set out in Annex 2.

Exec

Oct 09

10.2

Recommend to Council agreement of one off revenue spend of

£215,000 (£15,000 2009/10, £200,000 2010/11) and ongoing

revenue investments of £410,000 (£128,000 in 2009/10, £82,000

2010/11, £200,000 2011/12) as set out in Annex 3, to be funded

from savings arising from the programme.

Exec

Oct 09

10.3

Members are asked to delegate authority to the Director of Resources to agree any eventual redundancy and pension costs and report these through the quarterly budget monitoring

process. These costs will be funded from savings arising from the

programme

Exec

Oct 09

There will need to be democratic accountability of these actions before they reach the quarterly monitoring meetings. Whilst there is confidence in the post holder achieving the savings this should be done with engagement with the Executive Member for Resources and Leader.