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.
AgeNeutral Pregnancy &
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
IN YEAR IMPACT ONLY (£000's)
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
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
1. Background Information
Title:
Type:
2. Benefits
3. Financial Impact
2.8
0.45
0.15
0.9Alignment with Council's
Strategic PrioritiesFully supports, (completely aligned with one or more strategic
priorities)
Payback £1million or more
Complexity of implementation A number of recognised similar models already exist
Timescale to implement 2 – 3 years
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
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
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.
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
4. Impact on Stakeholders
Description of the Impact on Service Users
Description of the Impact on Employees
Equality Impact Assessment Status
Yes Yes
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
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.
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Gender Re-
Assignment
Neutral Religion &
Belief
NeutralPoverty
Neutral
Disability Neutral Race Neutral Sexual Orientation 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.
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Impact On Service Users
Capital Assets: Asset Description
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.
In Year Financial Impact (£000's)
Savings - staff
Savings - Other
Income:
Total Savings :
IN YEAR IMPACT ONLY (£000's)
One off Costs -
staff
Financial Impact Of The Option - Details
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
CMP002 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
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.
What Issues need to addressed?
Description Mitigation
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.
What Risks Will It Create?
CMP002 24/02/2016
1
2
3
1. Background Information
Title:
Type:
2. Benefits
3. Financial Impact
0.8
Alignment with Council's
Strategic PrioritiesFully supports, (completely aligned with one or more strategic
priorities)
Payback £25k - £100k
Complexity of implementation A number of recognised similar models already exist
Timescale to implement 1 year
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
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
K. Examining and delivering on more opportunities for improved models of service delivery.
L. Adopt a pragmatic approach to sustainability that protects and enhances the local environment.
R. Our financial strategy will reflect the current economic challenges by saving £24M whilst
ensuring the delivery of quality services.
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
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
Little impact on employees other than having to visit a different site to fuel vehicles.
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Gender Re-
Assignment
Neutral Religion &
Belief
NeutralPoverty
Neutral
Disability Neutral Race Neutral Sexual Orientation Neutral
Impact On Service Users
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.
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
In Year Financial Impact (£000's)
Capital Assets: Asset Description
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 :
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
Financial Impact Of The Option - Details
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
HSE001 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
34
Please note any elements which are specifically out of scope
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.
What Issues need to addressed?
Description Mitigation
Description Mitigation
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.
What Risks Will It Create?
HSE001 24/02/2016
1
2
3
1. Background Information
Title:
Type:
2. Benefits
3. Financial Impact
0.8
Alignment with Council's
Strategic Priorities
Fully supports, (completely aligned with one or more strategic
priorities)
Payback £25k - £100k
Complexity of implementation A number of recognised similar models already exist
Timescale to implement 1 year
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
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
What Decision Is Required?
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.
K. Examining and delivering on more opportunities for improved models of service delivery.
L. Adopt a pragmatic approach to sustainability that protects and enhances the local environment.
Stirling Council Year 2015/16Priority Based BudgetingService Option Reference: HSE002
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
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
Ageneutral Pregnancy &
Maternity
neutralSex
neutral
Gender Re-
Assignment
neutral Religion &
Belief
neutralPoverty
neutral
Disability neutral Race neutral Sexual Orientation neutral
Impact On Service Users
Ageneutral Pregnancy &
Maternity
neutralSex
neutral
0
In Year Financial Impact (£000's)
Capital Assets: Asset Description
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 :
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
Financial Impact Of The Option - Details
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
HSE002 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
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.
What Issues need to addressed?
Description Mitigation
Description Mitigation
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
What Risks Will It Create?
HSE002 24/02/2016
1
2
3
1. Background Information
Title:
Type:
2. Benefits
3. Financial Impact
2.4
Alignment with Council's
Strategic PrioritiesFully supports, (completely aligned with one or more strategic
priorities)
Payback £750k - £1m
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
Directly Supports priorities R and K and M as detailed above.
Benefits Matrix
What Decision Is Required?
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.
Transformational Change
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.
M. Make resurfacing roads, paths and pavements the service priority across the whole Stirling area.
Stirling Council Year 2015/16Priority Based BudgetingService Option Reference: HSE003
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
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
NegativePoverty
Neutral
DisabilityNeutral
RaceNeutral
Sexual OrientationNeutral
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.
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Gender Re-
Assignment
Neutral Religion &
Belief
NeutralPoverty
Neutral
Disability Neutral Race Neutral Sexual Orientation Neutral
Impact On Service Users
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
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
VS Requirement - One off staff costs
In Year Financial Impact (£000's)
Capital Assets: Asset Description
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 :
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
Financial Impact Of The Option - Details
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
HSE003 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
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.
What Issues need to addressed?
Description Mitigation
Description Mitigation
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
What Risks Will It Create?
HSE003 24/02/2016
1
2
3
1. Background Information
Title:
Type:
2. Benefits
3. Financial Impact
1.6
Alignment with Council's
Strategic PrioritiesFully supports, (completely aligned with one or more strategic
priorities)
Payback £200k - £500k
Complexity of implementation Established best practice
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
Directly supports priorities R & K, as detailed above.
Benefits Matrix
What Decision Is Required?
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.
Transformational Change
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: HSE004
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
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
Reduction of FTE's via VS
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Gender Re-
Assignment
Neutral Religion &
Belief
NeutralPoverty
Neutral
Disability Neutral Race Neutral Sexual Orientation Neutral
Impact On Service Users
No impact upon service users - management / specialist review only
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
VS Requirement - One off staff costs
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) CUMULATIVE IMPACT (£000's)
Financial Impact Of The Option - Details
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
HSE004 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
Project Governance - Service led delivery mechanism
Redesigned services better tailored to customer requirements
Community Conversations - Supportive of approach being taken
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.
What Issues need to addressed?
Description Mitigation
Description Mitigation
Assumed that Stirling will pay in full any VS costs
associated. These could be shared further if a shared
service partner can be identified
What Risks Will It Create?
HSE004 24/02/2016
1
2
3
1. Background Information
Title:
Type:
2. Benefits
3. Financial Impact
1.6
Alignment with Council's
Strategic PrioritiesFully supports, (completely aligned with one or more strategic
priorities)
Payback £200k - £500k
Complexity of implementation A number of recognised similar models already exist
Timescale to implement 6 weeks to 3 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
Link to Stirling Council Policies R&L.
Benefits Matrix
What Decision Is Required?
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.
Transformational Change
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: HSE005
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
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
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.
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Gender Re-
Assignment
Neutral Religion &
Belief
NeutralPoverty
Neutral
Disability Neutral Race Neutral Sexual Orientation Neutral
Impact On Service Users
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.
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
VS Requirement - One off staff costs
In Year Financial Impact (£000's)
Capital Assets: Asset Description
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 :
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
Financial Impact Of The Option - Details
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
HSE005 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
Project Governance - Service led delivery mechanism
Redesigned services better tailored to customer requirements
Community Conversations - Supportive of approach being taken
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
What Issues need to addressed?
Description Mitigation
Description Mitigation
What Risks Will It Create?
HSE005 24/02/2016
1
2
3
1. Background Information
Title:
Type:
2. Benefits
3. Financial Impact
1.6
Alignment with Council's
Strategic PrioritiesFully supports, (completely aligned with one or more strategic
priorities)
Payback £200k - £500k
Complexity of implementation Established best practice
Timescale to implement 2 – 3 years
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
Benefits Matrix
What Decision Is Required?
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.
Transformational Change
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: HSE006
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
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
Staff reductions via VS
Improve / align spans of control and demonstrate equity and parity across all service teams, where possible support
shared resource delivery.
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Gender Re-
Assignment
Neutral Religion &
Belief
NeutralPoverty
Neutral
Disability Neutral Race Neutral Sexual Orientation Neutral
Impact On Service Users
No impact anticipated on front line services.
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
VS Requirement - One off staff costs
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) CUMULATIVE IMPACT (£000's)
Financial Impact Of The Option - Details
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
HSE006 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
Project Governance - Delivery via workforce planning mechanism
Redesigned services better tailored to customer requirements
Community Conversations - Supportive of approach being taken
Assumptions
What Issues need to addressed?
Description Mitigation
Description Mitigation
What Risks Will It Create?
HSE006 24/02/2016
1
2
3
1. Background Information
Title:
Type:
2. Benefits
3. Financial Impact
2
Alignment with Council's
Strategic PrioritiesFully supports, (completely aligned with one or more strategic
priorities)
Payback £500k - £750k
Complexity of implementation A number of recognised similar models already exist
Timescale to implement 2 – 3 years
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
Link to council priorities R & K
Benefits Matrix
What Decision Is Required?
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.
Transformational Change
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: HSE007
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
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
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.
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Gender Re-
Assignment
Neutral Religion &
Belief
NeutralPoverty
Neutral
Disability Neutral Race Neutral Sexual Orientation Neutral
Impact On Service Users
More adaptable workforce / improved service delivery / resilience
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
VS Requirement - One off staff costs
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) CUMULATIVE IMPACT (£000's)
Financial Impact Of The Option - Details
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
HSE007 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
Project Governance - Delivery via workforce planning mechanism
Redesigned services better tailored to customer requirements
Community Conversations - Supportive of approach being taken
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.
What Issues need to addressed?
Description Mitigation
Description Mitigation
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.
What Risks Will It Create?
HSE007 24/02/2016
1
2
3
1. Background Information
Title:
Type:
2. Benefits
3. Financial Impact
1.2
Established best practice
£100k - £200k
Immediate to 6 weeks
Benefits Matrix
Link to
Council
Priorities
What Decision Is Required?
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
K. Examining and delivering on more opportunities for improved models of service delivery.
R. Our financial strategy will reflect the current economic challenges by saving £24M whilst
ensuring the delivery of quality services.
Stirling Council Year 2015/16Priority Based BudgetingService Option Reference: HSE008
Increase in customer satisfaction
Improved customer experience
Alignment with Council's
Strategic Priorities
Payback
Fully supports, (completely aligned with one or more strategic
priorities)
Improvement in efficiency/effectiveness Compliance
User Value Wider public/organisational value
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
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.
CUMULATIVE IMPACT (£000's)
IN YEAR IMPACT ONLY (£000's)
Cost assumptions
Financial Impact Of The Option - Details
CUMULATIVE IMPACT (£000's)
Total Savings :
Capital Assets: Asset Description
FTE Impact :
Savings - staff
Savings - Other
Income:
IN YEAR IMPACT ONLY (£000's)
Costs :
One off Costs -
staff
In Year Financial Impact (£000's)
To Be Completed In Preparation Available
PovertyGender Re-
Assignment
Neutral Religion &
Belief
Neutral Neutral
DisabilityNeutral
RaceNeutral
Sexual Orientation
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Impact On Service Users
N/A
AgeNeutral Pregnancy &
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
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
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
What Issues need to addressed?
Description Mitigation
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.
Description Mitigation
What Risks Will It Create?
HSE008 24/02/2016
1
2
3
1. Background Information
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
What Decision Is Required?
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.
K. Examining and delivering on more opportunities for improved models of service delivery.
L. Adopt a pragmatic approach to sustainability that protects and enhances the local environment.
R. Our financial strategy will reflect the current economic challenges by saving £24M whilst
ensuring the delivery of quality services.
Stirling Council Year 2015/16Priority Based BudgetingService Option Reference: HSE009
Increase in customer satisfaction
Improved customer experience
Alignment with Council's
Strategic Priorities
Payback
Largely supports, (supports substantial aspects of the strategic
priorities)
Improvement in efficiency/effectiveness Compliance
User Value Wider public/organisational value
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
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.
CUMULATIVE IMPACT (£000's)
Option reflects future cost avoidance based on the revised ADM model which
would require significant investment to the current in house budget
IN YEAR IMPACT ONLY (£000's)
Cost assumptions
Financial Impact Of The Option - Details
CUMULATIVE IMPACT (£000's)
Total Savings :
Capital Assets: Asset Description
FTE Impact :
Savings - staff
Savings - Other
Income:
IN YEAR IMPACT ONLY (£000's)
Costs :
One off Costs -
staff
In Year Financial Impact (£000's)
To Be Completed In Preparation Available
PovertyGender Re-
Assignment
Neutral Religion &
Belief
Neutral Neutral
DisabilityNeutral
RaceNeutral
Sexual Orientation
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Impact On Service Users
More user friendly waste collection system, less receptacles.
AgeNeutral Pregnancy &
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
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
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.
What Issues need to addressed?
Description Mitigation
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
Description Mitigation
What Risks Will It Create?
HSE009 24/02/2016
1
2
3
1. Background Information
Title:
Type:
2. Benefits
3. Financial Impact
0.8
Alignment with Council's
Strategic PrioritiesFully supports, (completely aligned with one or more strategic
priorities)
Payback £25k - £100k
Complexity of implementation Established best practice
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
Directly Supports priorities K, L and R as detailed above.
Benefits Matrix
What Decision Is Required?
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
K. Examining and delivering on more opportunities for improved models of service delivery.
L. Adopt a pragmatic approach to sustainability that protects and enhances the local environment.
R. Our financial strategy will reflect the current economic challenges by saving £24M whilst
ensuring the delivery of quality services.
Stirling Council Year 2015/16Priority Based BudgetingService Option Reference: HSE010
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
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
As above
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Gender Re-
Assignment
Neutral Religion &
Belief
NeutralPoverty
Neutral
Disability Neutral Race Neutral Sexual Orientation Neutral
Impact On Service Users
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).
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
In Year Financial Impact (£000's)
Capital Assets: Asset Description
Savings - staff
Savings - Other
Income:
Total Savings :
FTE Impact :
Cost assumptions
One off Costs -
staff
One off Costs -
Other
Costs :
IN YEAR IMPACT ONLY (£000's)
Financial Impact Of The Option - Details
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
CUMULATIVE IMPACT (£000's)
HSE010 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
Project to be delivered within the scope of the current fleet management programme.
Assumptions
What Issues need to addressed?
Description Mitigation
Description Mitigation
What Risks Will It Create?
HSE010 24/02/2016
1
2
3
1. Background Information
Title:
Type:
2. Benefits
3. Financial Impact
2.8
0.45
0.15
0.9Alignment with Council's
Strategic PrioritiesFully supports, (completely aligned with one or more strategic
priorities)
Payback £1million or more
Complexity of implementation A number of recognised similar models already exist
Timescale to implement 2 – 3 years
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
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.
Transformational Change
Link to
Council
Priorities
K. Examining and delivering on more opportunities for improved models of service delivery.
Q. Pursue a diverse high wage economy that delivers local jobs for people across Stirling and a
procurement policy that supports this.
R. Our financial strategy will reflect the current economic challenges by saving £24M whilst
ensuring the delivery of quality services.
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
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
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.
AgeNeutral Pregnancy &
Maternity
NeutralSex
Neutral
Gender Re-
Assignment
Neutral Religion &
Belief
NeutralPoverty
Neutral
Disability Neutral Race Neutral Sexual Orientation Neutral
Impact On Service Users
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
AgeNeutral Pregnancy &
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.
In Year Financial Impact (£000's)
Capital Assets: Asset Description
New systems
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) CUMULATIVE IMPACT (£000's)
Financial Impact Of The Option - Details
IN YEAR IMPACT ONLY (£000's) CUMULATIVE IMPACT (£000's)
COP001 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
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.
What Issues need to addressed?
Description Mitigation
Description Mitigation
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
What Risks Will It Create?
COP001 24/02/2016