City of Edinburgh Council established the Transformation Programme (previously known as The Better Outcomes through Leaner Delivery – BOLD – programme) in December 2013, describing it as a measure to help address the increasing financial challenges which will be faced over the coming years. Initially tasked with informing the budget proposals for 2015/16, the programme is now focused on developing a number of transformational savings plans across five strategic themes, which will allow an improved focused on Council outcomes and will support the implementation of a new Council delivery model. The five themes identified to ensure delivery of the Capital Coalition pledges are:
- Channel Shift
- People and Culture (Business & Customer Services and Workforce Controls)
- Partnerships (Payments to the Third Sector)
On 30 September 2014, the Finance and Resources Committee instructed the Chief Executive to bring forward a business plan for each theme, to include all financial due diligence, the risk register, people plan, and a savings analysis underpinned by robust management information. Note that Property and Workforce Controls are out of scope for the current phase of work and are not considered in this document.
The current budget gap, based on information provided by the Council, stands at £67m to 2017/18. The Council recognises the current delivery model as unaffordable and unsustainable. The proposed approach for the Transformation (BOLD) programme is outcome based and focused on citizens and customers to align the design and delivery of services with the priorities that will make a real difference to those who live and work in Edinburgh. We note that a key dependency is the Health & Social Care Integration agenda, which is in progress, but the outcome of which is uncertain at this point in time.
- Checkpoint 280116 – final
- 2015.01.22CEC_organise2deliver_Checkpoint_papers (compressed file)
- 2015 02 23CEC_BOLD_Checkpoint_grp_feedbackES
- 2015 2 23CEC_organise2deliver_Checkpoint_full papers
- 2015 03 15Transformation_Checkpoint_Group_feedback
- Full Papers Checkpoint 19 03 15
- 2015 04 23CEC_organise2deliver_Checkpoint_FullPapers
- 2015 04 23CEC_transformation_Group _meeting_feedback
- 2015 05 21CEC_transformation_Group _meeting_feedback
- 2015 05 21Transformation_Checkpoint_group_presentation
- 2015 05 21transformation_organise_deliver_Checkpoint_Papers
- 2015 05 05CEC_Comneighbourhood_Item_7 8_Council_Transformation_Programme___Opportunities_to_Improve_Partnership_Working_1
- Perfor2015 05 21CEC_Permance_Framework_Annual_Update_2015_Complaints_Analysis_2014-15 CPS 9 Jun 2015 (2)
- 2015 06 25CEC_Item_8 2___Council_Transformation_Programme___Status_Report
- 2015 07 02CEC_organise2deliver_checkpoint_grp_Full_Papers
- 2015 07 02CEC_transformation_programme_Checkpoint_grp_feedback_FINAL (00000002)
- Action Note 02 07 15
Information on Council Funding to third parties can also be found on the Edinburgh Compact Partnership website.
Moving forward with our transformation
Over the past year, the City of Edinburgh Council’s (CEC) transformation agenda through the BOLD programme has identified a significant proportion of the savings needed to make to reduce the cost base by £107m over five years. CEC need to make further savings to achieve this target and will continue to consider potential scenarios in relation to growing demand; legislative change and demographic growth. A single comprehensive Council-wide transformation plan is currently being developed with clear timescales for delivery; a single accurate set of numbers and a layout which is transparent and easy to understand.
As CEC take this wider view of the challenge ahead, it makes sense to manage all of the initiatives aimed at improving efficiency and reducing costs under the single banner of the Council transformation programme. The transformation programme is being led by Alastair Maclean as Senior Responsible Officer, with support from the Corporate Management Team (CMT) and the transformation programme team.
Progress and next steps
As activity is integrated across the council, the CEC are working to develop an outline operating model, or ‘blueprint’, that builds on the earlier proposals within the Organise to Deliver report and the four business cases that were agreed in December and January.
The blueprint proposal will set out collective thoughts on how the CEC should work together to best meet the challenges faced. The contributions from the activity analysis, which gives a clear and frank picture of how CEC are currently operating, will continue to help further refine and shape service design and follow the strategic direction set out in the earlier papers. In addition to regular reports to the Leadership Group, formal reports on this work will be made to the Finance and Resources Committee on a regular basis.
The activity analysis exercise has started across a number of areas. CEC are looking to complete the analysis by the end of May.
If you have any questions, need help with the analysis exercise or would like to comment on any aspect of this please contact the transformation team.