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@@ñ ÷ü &ÜŠContribution to the Wild Waste show, funding agreed through the Waste Performance and Efficiency Grant (WPEG) up to and including 2007/08.,Contribution to the Waste Management Reserve£Impact of the cost of Landfill Allowance Trading Scheme (LATS) fines. In addition to £1.738m for 2009/10 and £0.903m for 2010/11 both agreed in the 2006/07 budget.1/2IAny saving would be counter productive to our aim of reducing LATS fines.
No Landfill Tax increase on Recycling Credits. The MTFP currently assumes an additional £0.8m in each year until 2009/10. This saving equates to 25% of the landfill tax provision. Funding which was originally earmarked to transfer to the Waste Management FundßDecrease in the budgeted growth in waste from 1.5% to 0.8%. Waste growth was built in to the MTFP in 2006/07 assuming 1.5% @ £40 per tonne for each year up to 2009/10. This is in line with the recent Outline Business Case.lReductions in Campaign work/NADA (a waste prevention and recycling lifestyle magazine) and Commercial Waste.qBudget reprioritisation to partly fund the Minerals and Waste posts (1.25 fte) for 2 years. See SPED pressures. fIncrease in WPEG funding. This is in addition to the £0.55m already included in the MTFP for 2007/08.Across Sustainable DevelopmentStaffing restructureIncreased Income 'TOTAL PRESSURES SUSTAINABLE DEVELOPMENT{Contract Inflation (above budgeted 3% contract inflation included in budget less previously agreed policy plan of £108,000)Y£3.4m Public Transport Subsidies contract - 10% predicted less 3% allowed = 7% pressure^£1.5m Rural Bus Services Grant funded contract - 10% predicted less 3% allowed = 7% pressure AE-Planning operational costs (split with Sustainable Development)E-Planning efficiency savingKSet cost per passenger capped at an agreed value for money financial limit.)Policy & Strategy budget reprioritisation6Operational maintenance costs - Traffic Management Act˜Contract operating costs for maintaining the various Civil Enforcement acts plus 2 additional ftes for increased appeals arising from increased activity(Reprioritisation of Park and Ride budget$Increase in Civil Enforcement Income%Contribution from the Parking AccountmParking Shop - transferred posts from Oxford City Council - 2 ftes plus costs of operating a new Parking Shop{Payment to Oxford City Council retained in Transport Service to cover costs of transferred staff and Parking Shop operation9Contract Inflation (above budgeted 3% contract inflation)?£17.145m contract - 6% predicted less 3% allowed = 3% pressure=Street Lighting - Energy Cost increase @ 15% growth per annumContract Tender Project CostsMTraffic Management Act - IT Project investment in systems and infrastructureBOne-off drawn down on Section 106 (Developer Contributions) monies(Oxfordshire Highways contract efficiency,Discontinuation of Cleaner Greener funding. ]Reduction in Road Maintenance expenditure through tactile crossings, weed control and gangs. cReduction in Road Maintenance expenditure through grass cutting, tree works and winter maintenancePReduction in Street Lighting expenditure through capitalisation and replacement.(Reduction in Traffic Signals expenditureStaff Restructuring (3 fte)AS42 payment efficiencies @ 2.5% - payments to Oxford City CouncilAcross TransportStaffing RestructureTOTAL PRESSURES TRANSPORTIAdmin support - charging individual projects for postage and photocopying*Early retirement - reduction in commitment–To be determined - difficult to undertake any detailed work on this until the full implications of the Shared Service Centre have been worked through. TOTAL PRESSURES BUSINESS SUPPORTTOTAL SAVINGS BUSINESS SUPPORTCommunity Safety{Progressive move from operational posts (Grey Book conditions) to non-operational positions (APT&C - Green Book conditions)Additional mechanic (1.0fte) required as current establishment cannot undertake volume of work and maintain schedule of red fleet safety checks.9
The Uniforms and Protective Clothing supplier purchased all of the existing Oxfordshire Fire & Rescue Service fire kit at the contract outset in 2001 and paid for it by reducing the contract by £45,000 pa for the first 5 years of the contract. In 2007/08 this £45,000 "rebate" ends resulting in a budget pressure.Increase in fuel costs.BCease support for co-responding on behalf of the Ambulance serviceƒVehicle Fleet - extend life of Fire Appliance Fleet (from 11 to 12 years) - reducing annual vehicle replacement fund contribution.Funding from Communications Contingency Fund (one off saving) - negotiated a joint procurement with other Fire and Rescue Services allowing efficiency savingJRemoval of cooks (1.5fte) and all feeding allowances from 3 fire stations.<�Training expenses - renegotiation and reductions in contacts Subsistence allowance reductions|
To achieve reduction in low level Home Support Services, increase provision of voluntary sector services to replace home support for clients with low-level needs. Assume hourly rate of £5 for an hour's care (to cover out of pocket expenses). Would need to re-provide 390 weekly hours of care by the year end (being replaced at 8 hours each week, continually throughout the year)£'000Summary - Directorate TotalsMed ;Telephony - reduced costs due to renegotiation of contracts-Reductions in Travellers Sites premises costs@Reprioritisation of fire safety & operational response resourcesEmergency Planning±
The output of the service is driven by the CCA 2004 and partnership working. Many of the demands are beyond the control of the service and the efficiency savings targets will lead to a reduction in service towards the end of the life of this plan. Details of the discussion on pressures and prioritisation are laid out in the main body of the Business Plan. It has been agreed that these pressures will be met within the Directorate.Safer CommunitiesxIncreased partnership contributions including more effective use of Department for Communitites & Local Government grantTrading StandardsOStaffing Restructure: Efficiencies in salary costs allowing savings to be made.~Service Reductions: As yet undefined service reductions to be determined following consultation with staff and Cabinet Member.YEAR ON YEAR VARIATION Chief Executive's Office4Efficiency Savings Target - Chief Executive's Office#Efficiency Savings Target - Members Increase in income (Commons Reg)DReduction in Customer Services budget for "Making a Difference Fund"(Reduction within the Partnerships budget/Increase in income (Communications & Marketing)!Reduce grants budget (Equalities)Savings on members' IT °
Specific savings have been identified to meet 07/08 requirements and a number of options (including 'digitising democracy')are being worked on for subsequent years. However the staffing implications need further examination. We are also considering the implications of the realignment of Resources/Chief Executive's Office and the potential demands arising from the White Paper and the Council's change and performance programmes.  (TOTAL PRESSURES CHIEF EXECUTIVE'S OFFICE&TOTAL SAVINGS CHIEF EXECUTIVE'S OFFICEFinance & ProcurementEfficiency savings target Increments Job evaluation in Internal Audit%Berkshire pensions liability reducing#Early retirement budget falling outVacancy Factor%TOTAL PRESSURES FINANCE & PROCUREMENT#TOTAL SAVINGS FINANCE & PROCUREMENTHuman Resources)Re-engineering of corporate HR processes.)Shared Services - Accounts Payable saving´NB: The implementation of Shared Services will lead to a fundamental re-structuring of HR services. The savings will be a part of the total Shared Services business case savings.TOTAL PRESSURES HRTOTAL SAVINGS HRLegal ServicesLoss of Probation income Staff re-organisationReview of legal training)Review of the provision of legal servicesTOTAL PRESSURES LEGALTOTAL SAVINGS LEGALICT
Efficiency savings arising from the renegotiation of contracts and the Fundamental Review of ICT. If suff<� icient efficiency savings are not achieved by these means, the balance would need to be met by reducing the ICT budget. This would be a service reduction.-Freedom of Information Team funding shortfallTOTAL PRESSURES ICTTOTAL SAVINGS ICTPay pressure&3 North Street, Thame - loss of incomeEnergy CertificatesWPeers Academy / Primary Review / capital needs from Oxon growth - 1.5 additional posts (Rent reviews - Tyndale House, Cricket RdOxford Castle BudgetReduce health & safety budget+Efficiency savings in facilities management$BPR savings within Property Services Capitalise or recharge new postsReduce the R&M budgetYBetter use of property/other savings to be identified/ Income from the Castle developmentTOTAL PRESSURES PROPERTYTOTAL SAVINGS PROPERTYBusiness SupportANo budget after 2006/07 for the Performance & Change Manager postTOTAL PRESSURES TOTAL SAVINGSRegistration ServiceCorporate Core?Pressures met by Efficiency Savings & Service ReprioritisationsEnvironment & EconomySocial & Community ServicesAPressures met by efficiency savings and service reprioritisations!Children, Young People & Families PressuresSavingsTOTALYear on Year Variation PRESSURES&EFFICIENCY SAVINGS & REPRIORITISATIONSIMPACTDESCRIPTION
2007/08 £000 
2008/09 £000 
2009/10 £000 
2010/11 £000 TYPERISK 
2007/08 £000 
2008/09 £000 
2010/11 £000 Children & Young People0Special Educational Needs, Disability and AccessPEfficiency Savings target for Special Educational Needs and Disability Service. 
Savings of £83,000 will be achieved in 2007/08 by reducing expenditure on out of county placements and meeting more children's needs in county. There will be further detailed work during 2007/08 to determine how savings will be achieved in future years across the CYP Service.CR@Home to School Transport inflation over 3% allowed for in budgetIRemove Faith Transport Subsidy - Dependant on Education & Inspection BillSRTransport Efficiency Savings YPost 16 Transport - Potentially detrimental effect on the staying on rates in rural areasIncrease in Concessionary FareIGRTransport efficiency savings to be met by improved tendering and route management.ƒTransport efficiency savings - savings to be identified but difficult to see how these can be achieved within the transport budget.*Provision of Post 16 Special School Places$Do not extend Post 16 SEN provision.N/AYShared Services - Accounts Payable plus funding for the Directorate Purchasing SpecialistESavings to be achieved by reducing staffing and improving purchasing (Disability Carers Grant fall out in 2008PIf extra cash resources are not received then would result in Service Reductions8Special Educational Needs Standards Fund all out in 20082Social Inclusion and Integrated Support Services &$Planning, Performance and OperationsEfficiency Savings Target `
Savings will be allocated as follows in 2007/08: Special Educational Needs Assessment Team (£33,750); Exclusions team (£33,750); Education Social Work Service (£22,500) and Student Support (£10,000). There will be further detailed work during 2007/08 to determine how savings will be achieved in future years across the Children & Young People Service.DSavings to be achieved by reducing staffing and improving purchasing%Children's Fund grant fallout in 2008Youth Support Service3Connexions Service - Delivery of existing contracts&Connexions Funding transferring to OCCEfficiency Savings Target
Savings of £66,000 will be achieved in 2007/08 by reducing expenditure on administrative support and reducing one training post. There will be further detailed work during 2007/8 to determine how savings will be achieved in future years across the Children & Young People Service.GSavings to be achieved by reducing staffing and improving purchasing. 'TOTAL PRESSURES CHILDREN & YOUNG PEOPLE%TOTAL SAVINGS CHILDREN & YOUNG PEOPLEEducational EffectivenessÎSet against vacancy factor in 2007/08. Plan reductions in staff from 2008/09 if grant funding not replicated through Dedicated Schools Grant/Revenue Support Grant and utilise grant funding where appropriate+Shared Services Efficiency - procure to paycSet against vacancy factor in 2007/08. Rationalise admin support from 2008/09. Reduce agency staff-Contribution to specialist e-procurement post'Set against vacancy factor and/or grantIReduction in Secondary National Strategy Standards Fund grant in 2007/08.áExit strategy for management of reduction in staff. Impacts on ability to intervene appropriately in schools of concern and to support school improvement and development in specialist secondary areas. Potential for redundancyv
Loss of £1.3m to support implementation of 14 -19 Area-wide Inspection Action Plan. Funding jointly managed by OCC/Learning & Skills Council through 14 -19 Strategy Group (Does not appear in OCC Accounts). Funds provision across services. Pressure on Educational Effectiveness Service budget is shown but the total impact on the Council of loss of £1.3m needs to be noted.
Set against Local Capacity Building Grant up to 2007/08. Reduce 14 - 19 staff by one 0.5 fte Strategy Manager and one full time Project Manager from 2008/09 if grant funding not replaced. Inability to implement 14 -19 Strategy including introduction of New Specialised Diplomas. ¼A more accurate income target of £900,000 was set based on the actual income earning capacity of the professional staff employed , this results in a pressure on the EES budget of £219,000 ÙImplementation of New Relationship with Schools, including School Improvement Partners. Funding of 2 fte advisers from Grant from 2008/09 or reduction in 2 fte if grant not replicated through Dedicated Schools Grant. )TOTAL PRESSURES EDUCATIONAL EFFECTIVENESS'TOTAL SAVINGS EDUCATIONAL EFFECTIVENESSEarly Years and Family SupportºPlacements for Looked After Children - Transferred Budget shortfall of £1m following realignment to address current commitments. In addition, £600,000 of pressure funded - see Annex 2.[Contribution from Dedicated Schools Grant - Allocation of Headroom funding over three yearsPEfficiency Savings Target. Target of £411,000 for 2006/07 funded - see Annex 2.ƒ

Increase the establishment of Social Workers - The number of children s social workers per 10,000 population is also 10th lowest nationally, at 14.7, compared with an England average 27.2, and Institute of Public Finance (IPF) average of 19.1 (to be funded from the contribution from Dedicated Schools Grant to placement budgets). In addition, £100,000 of pressure funded - see Annex 2.+Special Guardianship - Increased assessmentMIn house residential provision - unachievable efficiency savings from 2006/07'Improved commissioning of external care7Increase staff turnover factor based on historic trends~Increased efficiency savings through improved commissioning and contracting arrangements through placements and external care.LLegal Recharges Budget - Currently overspend position in 2006/07 of £100,000Review of Legal FeesFamily Group conference serviceHSavings generated from improved purchasing and commissioning of ServicesrChildren's Act Complaints Officer - New regulations introduced in 2006 requiring dedicated complaints officer role,TOTAL PRESSURES EARLY YEARS & FAMILY SUPPORT*TOTAL SAVINGS EARLY YEARS & FAMILY SUPPORTStrategy and PerformanceEfficiency savings target'Former Health and Safety revenue budget(Increased income generation from schoolsiUnion Facilities Time - fully fund current arrangements as agreed by Teachers Joint Committee in May 2006fTo be met<� from an extension in the supply insurance package in Quality Education Services Team (QuEST)ASupport for Joint Commissioning and Children's Trust arrangements*Reduce Directorate general expenses budget&TOTAL PRESSURES STRATEGY & PERFORMANCE$TOTAL SAVINGS STRATEGY & PERFORMANCEYouth Offending ServiceUse of PSA Reward GrantCuts to base budget'Children's Fund budget future uncertain'Prevention Fund budget future uncertain'TOTAL PRESSURES YOUTH OFFENDING SERVICE%TOTAL SAVINGS YOUTH OFFENDING SERVICENET PRESSURES/SAVINGSYEAR ON YEAR VARIATIONKey:REF2007/082008/092009/10 After 2009/102010/11£000"Cultural & Adult Learning ServicesCALS_1$Corporate Efficiency Savings TargetLibrary ServiceCALS_2ªUnder achievement of income in audio visual hire. As a result of competition from digital download services and from postal loan services. (Total income budget £750,000)
Reduce casual staffing cover: reduces capacity for events in libraries and cover for staff absence. In later years this efficiency is achieved by re-prioritising staff time This does not relate to specific posts but to budget for extra hours for part-time staff and casuals.CR/SRMedCALS_3¬Revenue implications of audio visual valuation Immediate pressure in 2006/07 is £232,000; further pressure of eventual write-off is ca £900,000 over period to be determinedStill to be Quantified CALS_48Increase library opening hours (would improve CPA score)GNo increase to library hours unless it is identified as a policy choiceLowCALS_5-Increase book stock (would improve CPA score)RNo additional investment in book stock unless it is identified as a policy choiceCALS_69Increased running costs of Watlington, Thame and BicesterƒReduce contribution to vehicle replacement. Will mean a slower refresh rate, but mitigated by negotiated reduced price of vehicles.CR/ SRCALS_7$Savings on early retirement paymentsCALS_8Reduce deposit collectionsCALS_9Reduce bindingCALS_10Reduce equipment procurementCALS_11Reduce bookfundCALS_12Reduce newspapers & periodicalsCALS_13CALS_14.
Fundamental review of all services will lead to planned changes in the nature of services and the way they are delivered, and to consequent efficiencies arising from organisational modernisation, reprioritisation within services and the possibility of rebalancing relative priorities between services. Heritage ServicesCALS_15TContinue freeze on Natural History curator post for a second year (Part time post) CALS_16CReduction in curatorial resource in archaeology and natural historyCALS_17+Reduce procurement of supplies and servicesCALS_182Reorganise management of Heritage Services (1 fte)CALS_19HIncrease income from contracted in work through service level agreements Music ServiceCALS_20DReduce County Music Service equipment purchase (musical instruments)CALS_211County Music Service management efficiency/travelCALS_22Increased take-up of tuitionlowCALS_23 Increase income from sponsorshipArts & RecreationCALS_243Delay reinstatement of arts grants (3.5% reduction)CALS_25Suspend project grantsCALS_267Reprioritisation of regularly funded arts organisationsCALS_27-Temporary reduction in youth arts developmentCALS_28=Reprioritisation of regularly funded recreation organisations Management, Policy & PerformanceCALS_29„Delay recruitment to Cultural Entitlement post could be re-instated following the review of service priorities for 2008/09 onwards.CALS_30GReduce customer service promotion provision (One-off budget of £40,000)CALS_31¦Provision for legal costs arising from a potential employment dispute is no longer needed as dispute has been resolved, transferred from balance sheet (one-off gain) CALS_32-Reduction in cultural development initiativesAdult LearningCALS_33[Adult Learning recovery plan has already been agreed. It has no net impact on OCC resourcesCALS_348Income generation through increased activity and charges4TOTAL CULTURAL AND ADULT LEARNING SERVICES PRESSURES2TOTAL CULTURAL AND ADULT LEARNING SERVICES SAVINGSSOCIAL CARE FOR ADULTSAll Client GroupsACGACG_1Occupational TherapyACG_2Ë
Occupational Therapy - to address waiting times for assessments and therapy. (Funds 1.5 fte therapists, plus 2.5 occupational therapists support workers, plus associated admin support). Currently there are 30 fte occupational therapists and 8.5 fte support workers . Would increase performance on BV195 (assessments completed within 28 days) from 63% to around 75%. This was an area identified for improvement in the Annual Review and will impact on CPA score
Offset pressure for additional Occupational Therapy staff by: 1. Savings due to self assessment for Occupational Therapy services (1.0 fte) -£40,000 in 2006/07, increasing to £60,000 by 2006/10; 2. Restructure Occupational Therapists teams saving management costs (1 fte) -£45,000Equipment serviceACG_3«1,000 additional items of equipment at £60 per item to support people in their own homes. Linked to demography pressures, the service strategy and reducing waiting lists.!TOTAL ALL CLIENT GROUPS PRESSURESTOTAL ALL CLIENT GROUPS SAVINGSOPOlder PeopleOP_1Older People Pooled BudgetResidential & Nursing BedsOP_2ÀOption B: Increase nursing placements by 2.5 per week (above current budget provision) rather than 3 per week proposed in Option A. Whilst Option B increases the budget above the 2006/07 level, it would in fact represent a slower placement rate than during 2006/07 (because some of the additional funding is needed to cover the on-going costs of the additional clients placed in 2006/07). This decrease in investment would not impact on Delayed transfer of care performance but would increase waiting times for placements for clients at home. Saving relates to a reduced cost of making new placements; 2007/08 costs of £1,379,000 for this Option, rather than £1,654,000 in Option A , saving £276,000HighOP_37
"Threshold" beds - Clients' wealth falls below the level for OCC funding. An additional 0.5 beds per week (net cost) expected to be funded above the current weekly numbers of 1.5 beds per week. It is assumed that levels will remain constant, with the increase in 2008/09 being the full year effect of 2007/08.U
Manage most of the thresholds within current model - I.e. purchase 18 fewer beds for non-threshold clients during the year. (Note that £82,000 cash releasing savings identified throughout this schedule fund the balance of this £270,000 threshold pressure in 2007/08; £218,000 funded from cash releasing savings in year 2008/09 and beyond)OP_4T
Residential beds - buy 1 fewer bed each week as rehabilitation (funded through Primary Care Trust's investment in Intermediate Care) should enable clients to remain at home. I bed per week saved during 2007/08; full year effect of the reduced 2007/08 placements, and this on-going reduction leads to increased savings in 2008/09 OP_5UFunding for 6 clients, transferring from Mental Health as they are now aged over 65.ÍAllocate residential/nursing placements for Mental Health clients from revised placement model (7.5 new placements per week) . This would increase the waiting times for other clients by one week on averageOP_6ÉDemographic pressures - Residential & nursing beds Nursing beds: 15 x £511p/w x 52 - 20% = £319,000 Residential beds: 16 x £526p/w x 52 - 20% = £350,000 This equates to approximately 0.5 bed per week.†Find non-cash releasing efficiency savings and/or increase waiting times for services and/or consider other service reductions OP_7¹
Continuing Care Case reviews (client's condition improves, and is no longer assessed as continuing care) - but bed price remains the same. Price differential between a health bed and an Social & Community Services bed is around £200 per week. Would normally expect these people to become our clients, but we have nothing in the budget to pay for beds at this £200p/w pr<� emium. £50,000 provides funding for this happening 5 times per year. OP_8!
Ongoing net costs of 17 clients who were placed in spot -purchased residential & nursing care following the closure of a ward in the Radcliffe Infirmary in 2006/07. Primary Care Trust are increasing their pool contribution to fund this in 2006/07, but there will be no funding in 2007/08.OP_9
Order of St John to re-finance the development costs associated with residential & nursing beds, leading to reduced costs for OCC. Loans (linked to capital financing) with Bedford Pilgrims Housing Association would be re-paid back over a longer time scale: various options OP_10
Buy 8 fewer nursing beds in (non-Order of St John) blocks and replace with cheaper spot purchased beds (saving £50 per bed per week) Part year effect in year 1 - will need to wait for bed to become empty. There are currently 128 non-Order of St John nursing beds in these blocks.OP_11¨No exceptional payments to increase rates paid to homes from medium band Registered Nursing Care Contribution (RNCC) to high band RNCC. Saves £40 per year on 10 clientsOP_12f
Stop paying for 3 empty Order of St John beds at Iffley/Orchard. There are 3 empty beds in double rooms at Donnington House which we are paying for within the Order of St John contract. These beds will be re-provided in single rooms with the re-build of Donnington but we will not purchase them so Order of St John can sell them on the open market instead.OP_13ßReduced residential care due to telecare - savings in addition to £250,000 savings in home support already assumed for 2006/07 and on-going. To enable people to stay in their own homes with the aid of electronic equipment.OP_14…Nursing Beds - Order of St John banding mix. (Nursing beds are increasingly replacing residential beds within Order of St John homes)OP_15kOrder of St John Property maintenance - homes for which the County Council has a maintenance responsibilityOP_16rOrder of St John Day Care (part of the contract) - for older people spending the day in residential/nursing homes óNegotiate an end to Day Care in Order of St John homes as it is deemed to be poor value for money. This would affect fewer than 10 clients. Note this does not relate to dedicated Day Care Centres, but day care provided within residential homesOP_171Reduced rental income from Homes for Older PeopleOP_18X
Net savings due to investment by Order of St John in 20 Units of Extra Care Housing at Donnington which would replace residential care for 50% of occupants. Extra Care Housing is a more economical model of care provision because the client pays rent and continues to receive benefits. (Assumes phased occupancy in 2007/08). Indicative savings OP_19Sustainable DevelopmentPlanning Implementation Group.Strategic Policy & Economic Development (SPED)Waste Management TransportPolicy & StrategyNetwork ManagementOxfordshire HighwaysProperty Services1TOTAL CHILDREN, YOUNG PEOPLE & FAMILIES PRESSURES.TOTAL CHILDREN YOUNG PEOPLE & FAMILIES SAVINGS%TOTAL ENVIRONMENT & ECONOMY PRESSURES#TOTAL ENVIRONMENT & ECONOMY SAVINGS TOTAL COMMUNITY SAFETY PRESSURESTOTAL COMMUNITY SAFETY SAVINGSFire & Rescue ServiceService Delivery TOTAL PRESSURES SERVICE DELIVERYService SupportTOTAL PRESSURES SERVICE SUPPORT"TOTAL PRESSURES EMERGENCY PLANNING!TOTAL PRESSURES SAFER COMMUNITIES!TOTAL PRESSURES TRADING STANDARDS&TOTAL SAVINGS SUSTAINABLE DEVELOPMENT TOTAL SAVINGS TRANSPORTDirectorateüReduction in low level Home Support Services, based on 130 clients being re-directed over the course of the year to alternative services. See right for corresponding investment in voluntary sector services. Single Front Door will facilitate this changeOP_20ÓTo achieve 26 fewer residential spot placements, increase in intensive home support services (average package 15 hours per week) for 26 clients over the course of the year - as a replacement for residential careÝ26 fewer residential spot placements over the course of the year because clients' needs will be met through home support. Unit cost is £500p/w less £100 client income, being reduced at one bed per fortnight over the year.OP_21
Investment for 10 Adult Family Placements from April 2007@ £300 per wk, replacing residential care (20 from April 2008). Investment shown here, but budget will move to Adult Family Placements (Services for all Client Groups) plus half time post for admin support (£15,000).¯10 fewer residential placements because care will be provided through Adult Family Placements (see left) (20 fewer from Apr 2008). Residential placements cost £480 per week.OP_22
Residential/nursing income - revenue implications of new bad debt. Balance sheet provision is sufficient for 2007/08, but the revenue cost of new bad debt needs to be recognised in future years. Provision represents 0.5% of total nursing and residential income.OP_23˜Increased Independent Living Fund income from 2 clients who begin claiming aged 65 or younger ( Independent Living Fund income assumed at £300 per week)€Reduce all residential & nursing bed band rates (I.e. the standard price OCC will pay to a home) for newly purchased spot beds:OP_24_Option A - By £15 per week compared to standard 2006/07 prices. (Around 3.3% price reduction )OP_25UOption B - By a further £10 i.e. £25 reduction in total (Around 5.5% price reduction)OP_26ßCreate a winter contingency to fund peaks in demand for residential/ nursing beds and/or home support. This would help avoid hospital admissions and would limit the increase in waiting lists during periods of high demand. Intermediate CareOP_27g
Increased fees for Intermediate Care beds at Watlington Home because the loan of Intermediate Care Capital Grant has been repaid. Loan was repaid by way of reduced bed prices, but prices will now revert to market rate. Capital Grant was put into the Pool by Thames Valley Health Authority and passed on to Sanctuary (who run Watlington care home) as a loan.6Share Watlington fee increase pressure with PCT (50%)Respite BedsOP_28ÐDirect Payments for respite beds to increase client choice . Funds 52 payments of 6 weeks' residential/nursing respite care per year (added in £66,000 from demography funding to the existing investment here)UReduce cost of empty beds in Order of St John respite beds (buy 7 fewer respite beds)OP_29MReduce non Order of St John respite beds by 2 to reduce number of empty beds.OP_30ˆMental Health Beds - 2 additional respite beds for Older People's Mental Health clients - giving 6 weeks' relief each year to 17 carers Care ManagementOP_31™1 care manager and 1 admin support to facilitate transfers in external home support to cheaper providers. To achieve savings set out in saving ref OP_41See Saving ref OP_41OP_32Œ
In partnership with Primary Care, work with clients who have long-term conditions (e.g. diabetes, dementia, stroke recovery) to prevent emergency hospital admissions and hence long term residential nursing placements. Note that the most common route to these nursing & residential placements is via hospital, following an emergency admission. (Funds 2 fte care managers and 2 fte support workers)OP_33ŠCare Management skills mix savings. Based on a 60:40 ratio of qualified to unqualified staff. 31.5 posts will be re-designated by year 2. OP_34 Time to change and Single Front Door savings: linked to electronic social care record- savings in admin teams (5 fte) (Older People and Physical Disabilities)OP_35„Savings in care management due to self assessment of care needs (Contact assessor sends form to client and analyses returned data). OP_36íPartly off- set delayed transfer of care pressure with virement from Care Management. (Funding, proposed to be allocated in 2006/07, for transitional costs of new home care contracts, not needed in Care Management in 2007/08 and beyond)External Home SupportOP_37Å
Demographic pressures - Home Support. Based on predicted population changes applied to the current age-profile of home <� support service users. 2008/09 - 26 additional care packages (1.7% increase); 2009/10 a further 38 care package; 20010/11 a further 15 care packages. Average package assumed to be 9 hours care per week at an hourly rate of £19 per hour. Service currently provides approx. 1,500 care packages.~Find non-cash releasing efficiency savings and/or increase waiting times for services and/or consider other service reductionsOP_38™
Increased Home Support to keep delayed transfer of care figures down and meet demographic changes. Will fund 16 additional care packages at 9 hours per week and an hourly rate of £19 per hour. Demographic changes suggest that 39 extra packages will be needed in 2007/08, but £250,000 additional and on-going budget vired to internal home support in 2006/07 on a permanent basis should reduce this pressure.OP_39žSection 21 - people who have no recourse to public funds. Around 15-20 vulnerable adults are supported at any one time. Funding needed to match current spendOP_40w
Savings in Home Support due to knock-on benefit of Primary Care Trust's investment in intermediate care. Whilst clients are receiving Intermediate Care services, they will not be needing home support . Savings based on 100 people during the year benefiting from 6 weeks' Intermediate Care rather than Home Support: average net cost of package £120 per weekOP_41¨Transfer additional 1,000 hours/week external home support from spot rate of £18.50 into blocks at £15/hour (cheapest providers). 1,000 hours = 13% of total block hoursOP_42óFreeze direct payment rates at 2006/07 levels for one year. In July there were 103 Older People receiving Direct payments. Current rates are from £17.53 per hour for clients using an agency and from £10.50/hour for people employing directlyInternal Home SupportOP_43
Internal Home support - savings arising from Fundamental Service Review Proposed initiatives include reduce travel time from 19.7% to 16%, obtaining parking permits for City home support workers, reducing sickness levels and reducing pay incentives for working Sundays. OP_44ŽAccess and Systems Capacity grant reduction in real terms. Note that some of this additional budget relates to other areas within Older People\No Access and Systems Capacity grant inflation to internal home support or equipment serviceOP_45Impact on Service:Type of Saving:
1 Statutory duty/unavoidable

2 Significant impact

3 Moderate impact

4 Minimal/No impact
$
CR Cash releasing efficiency saving(
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
N/A Not Applicable/The keys below are used on the following pages:URelief to care (Sitters service) - to enable service to be restored to 2005/06 levelØFalls Prevention Service - expand the current services by 75%. Clients who received this service showed a 74% improvement in their ability to balance with a significant reduction in emergency admissions to hospital. OP_46šReview of health care tasks. Additional 15 minutes home care per week identified as health funded, for 100 clients, identified over the course of the yearFairer ChargingOP_47ïHome Support: Revenue implications of new bad debt. Balance sheet provision is sufficient for 2007/08, but the revenue cost of new bad debt needs to be recognised in future years. Provision represents 1% of total fairer charging income. MiscellaneousOP_48&Carers Grant - reduction in real termsOP_49
Award no abnormal inflation on Home Support contracts, nor on contracts for Residential and Nursing beds. Use abnormal inflation Policy & Budget plan agreed in 2004/05 to offset pressures instead. Total policy plan for directorate for 2007/08 is £1.344m. OLDER PEOPLE PRESSURESOLDER PEOPLE SAVINGSPDPhysical DisabilitiesPD_12OCC Contribution to the Physical Disabilities PoolPD_2KGreenhill House reprovision: 10 clients at additional cost of £200 per weekPD_3PD_43Move 4 clients from residential to supported livingPD_5XIncreased Independent Living Fund income - 3 additional clients receiving £320 per weekPD_6çFreeze direct payment rates at 2006/07 levels for one year only. In July, 121 clients received a direct payment. Current rates are from £17.53 per hour for clients using an agency and from £10.50/hour for people employing directlyPD_7³10 additional clients with live in support, funded through direct payments, rather than hourly care (net saving). In July 2006, there were 121 clients receiving a direct paymentPD_8ŽIncrease spot purchasing with cheaper home support providers, and decrease spot purchasing with more expensive providers (250 hours per week)PD_9pDifferential inflation rates on spot purchased Home Support contract (both Older People & Physical Disabilities)PD_10ƒProcess and role efficiencies within care management: revise skills mix (3fte posts regraded from qualified to non-qualified rates)PD_11.Care Management: reduce unit managers by 1 fteAcquired Brain InjuryPD_12
Brain Injury Support Workers x 2. To fund two existing posts which would otherwise finish in March 2007 due to cessation of lottery funding. Main area of work is information and advice (via Headway Day Services) for service users and families who have recently acquired a brain injury, identifying opportunities for moving into work (paid and unpaid) . Brain Injury support workers work with 200 clients per yearPHYSICAL DISABILITIES PRESSURESPHYSICAL DISABILITIES SAVINGSMH Mental HealthMH_1Corporate efficiency savingsFOCC Contribution to Primary Care Trust pool (Service Level Agreements)MH_2/Remove late evening opening at 3 town librariesÆ
Option A: 3 additional weekly nursing bed placements to meet demographic pressures and keep delayed transfer of care figures down (net of client income) This reflects actual activity levels in 2006/07. In future years an increasing element of this will be redirected to prevention, rehabilitation, carers' support and home-based support. This investment will maintain headline delayed transfer of care measure at around 50 per week. The Medium Term Financial Plan includes savings relating to a reduction of 1.5 placements per week in 2006/07, this has not been achieved. Analysis of 2007/08 investment: £366,000 = On-going costs relating to clients placed during 2006/07. Average 94 clients fund for the year @ £510 per week less 20% for client income. £1,654,000 = To fund 156 clients by the year end based on 3 clients coming in per week @ £510 per week less 20% for client income. Total pressure is shown net of the £1,425,000 proposed funding (see annex 2).yí
Home support - catch up demography - existing budget shortfall. Shortfall in 06/07 currently £400,000, but work in-year should reduce this by £200,000 Total pressure of £200,000 is shown net of the £75,000 proposed funding (see annex 2).—_Mental Health Grant (£10,000) & Carers' grant (£8,000) - funding to offset real terms reductionMH_3§Mental Health - reprioritise spend on Service Level Agreement contracts: £56,000 represents a 3% saving on the current budget, by non renewal of lower priority schemesVOCC Contribution to Oxfordshire & Buckinghamshire Mental Health (OBMH) Pool (Staffing)MH_4<�Mental Health Grant - funding to offset real terms reductionMH_5jElectronic Care Package recording system running costs (IT tool used to plan assessment and care packages)MH_6=Mental Health staffing pools: overheads not currently funded wOBMH pool - staffing restructure. Delete training post, 1.5 unit managers and increase vacancy factor by £14,00, (0.5%)Residential ServicesMH_7pMental Health placements - client transferring from Simon House (health establishment) to residential placementsMH_8z3 Clients' transferring from Continuing Care (residential): their needs have become social - rather than health related‡3 Clients' transferring to Continuing Care : change of responsibility since their ne<� eds have become health-rather than social-related.MH_99Mental Health clients over 65 transferred to Older PeopleMH_10~Rowan House (previously known as Willow House): One client will transfer to Rowan House from residential & budget will follow MH_11TInflation savings on residential contracts: Option A offer 2% inflation to providersMH_12dSee the line above. Option B - additional savings if offer 1% rather than 2% inflation to providersAdults at RiskMH_13QMental Health Adults at Risk (Addictions residential - more efficient procurementMH_14CAdditional budget provision to meet 2006/07's on-going commitments MH_15õRowan House - additional cost of contract. Opened in September 2006 and inherited some former health clients. Weekly price is £515 and there are 19 places. Pressures represent this contract price less funding already identified in the budget.MENTAL HEALTH PRESSURESMENTAL HEALTH SAVINGS&TOTAL SOCIAL CARE FOR ADULTS PRESSURES$TOTAL SOCIAL CARE FOR ADULTS SAVINGS,COMMISSIONING, PLANNING & PARTNERSHIPS (CPP) CPP (Learning Disabilities Pool)LDPOOLLD_1.OCC Contribution to Learning Disabilities Pool#Pool - Externally Provided ServicesLD_2(Demography - various types of provision 
2008/09 demography is largely funded by Learning Disabilities service re-design (see item below). For 2009/10 and beyond, would need to find non-cash releasing efficiency savings and/or increase waiting times for services and/or consider other service reductionsLD_3^Residential providers additional costs to meet Commission for Social Care Inspection standardsLD_4‡2 Care Manager posts to undertake the assessments of the clients who will be affected by the re-design of the supported living service.CLearning Disabilities Service re-design (External Supported Living)highLD_5äFairer Access to Care reviews. Linked to £-100,000 more effective gatekeeping saving agreed in 2006/07 where a review of 40% of the clients achieved this saving. The 2007/08 saving therefore represents a review of all clients.LD_6MIncreased Independent Living Fund income - 3 clients receiving £320 per weekLD_7OOn-going effect of increased Independent Living Fund income achieved in 2006/07LD_8ZFull year effect of savings due to decommission Sense. (has already been de-commissioned )LD_10’Develop prevention & rehab services. This work will be undertaken by existing staff to decrease clients' needs for services (mainly day services)LD_11¯No abnormal inflation awarded on contracts. Re-allocate the additional, earmarked budget for abnormal inflation (Policy & Budget plan agreed in 2004/05) to balance pressures.:Pool - Service Level Agreement Services purchased from OCCLD_124Re-configure Learning Disabilities internal services,CPP - (LEARNING DISABILITIES POOL) PRESSURESCPP - OtherCPPCPP_1Central Planning,Reduce admin support from 1.25 fte to 1 fte.ŸFreeze 0.5 fte service manager post in Commissioning Team. Will impact on resource available for strategic planning, partnership working and service re-designInternal Day ServicesCPP_2¢Intermediate Care at Day Centres - To provide 1.0 fte therapy post and 1.2 fte rehab assistants at day centres to roll out the successful Bicester day care model.CPP_3oAdult Mental Health Day Services - investment in partnership with Mental Health. Funds 2 workers plus transportCPP_4

Rationalisation of day centre provision: both internal and external. Full saving shown in internal Day Centres, but some of the saving could relate to external provision. Represents 5% saving on total budget. Very provisional figures - assume 25% in 2007/08CPP_5jReduce management costs by 0.5fte when management of internal day services is moved to within Older People!Reduction in Care Assistant time 2External Day Services/ Voluntary Sector AgreementsCPP_64Health Improvement and Modernisation funding ceasingCPP_7‹Additional low level Home Support (volunteer sector). To offer support to an additional 110 people (3 hours per week, costing £5 per hour).CPP_8zCarers respite breaks - Volunteer services: expand current scheme in operation in the north of the county to whole county CPP_9œInvest in voluntary sector scheme called "Home from Hospital" to facilitate hospital discharge for vulnerable adults, preventing referral to SPARC teams.CPP_10
Decommissioning of voluntary sector information and advice services: withdraw funding from 3 debt counselling services, Oxfordshire Welfare Rights (Barton) and the Chinese information and advice centre. Assumes notice is given on 1st January. Approx 3,000 service users each year in total Prevention and Community WorkersCPP_12?Reduce voluntary sector contract officer time from 3.5 to 3 fteCPP_134Reduce Community Development Workers team by 0.5 fte Emergency Duty Team & ComplaintsCPP_14#Abolish 0.5 Operations Manager postCPP - OTHER PRESSURESCPP - OTHER SAVINGSSupporting PeopleSP_1eGrant reduction: maximum reduction for 2007/08. (based on July info: need more info fro future years).On going effect of 2006/07 contract reductionsSPSUPPORTING PEOPLE PRESSURESSUPPORTING PEOPLE SAVINGSTOTAL CPP PRESSURESTOTAL CPP SAVINGS)Business Support & Performance ManagementBSPM_1BSPM_24Facilities management: staffing efficiencies (3 fte)BS&PM PRESSURES BS&PM SAVINGSDirectorate Management TeamDMT_1 DMT PRESSURESDMT SAVINGSCross DirectorateCD_1ECorporate efficiency savings - Adult Social Care and Business Support¯
Savings will be met through a combination of: 1. Procurement efficiencies (better contract prices for externally provided services; more partnership-working with the voluntary sector). 2. Efficiencies within the delivery of care services (e.g. due to 2007/08 investment in Occupational Therapy and Carers' support; better signposting to voluntary sector services through the Single Front Door; regular review of care needs ).+TOTAL SOCIAL & COMMUNITY SERVICES PRESSURES)TOTAL SOCIAL & COMMUNITY SERVICES SAVINGS:E-Planning Project - system and infrastructure investmentŽCarry forward from 2005/06 of the Planning Delivery Grant plus £100k contribution from Transport drawing down on developer funding S38 monies;Temporary E-Planning Officer (1 fte) - to implement projectKCarry forward underspend from 2006/07 on E-Planning project due to slippage:E-Planning annual maintenance costs (split with Transport)4E-Planning efficiency savings (split with Transport)+Temporary Developer Funding Officer (1 fte)6Carry forward underspend from 2006/07 due to slippage.5Temporary Strategic Sites Officer for 3 years (1 fte)(Reprioritisation of budgets to fund postOReduce Sustainable Communities research and plan monitoring capacity by 0.5 fteKIncreasing profile of economic development function county and region wide:#1. Oxfordshire Economic PartnershipxFunding for Secretariat of Oxfordshire Economic Partnership (first year yet to be confirmed - all four years are likely)"2. Area Programme and Adult skills<�Loss of a vacant admin post in the Personal Office (1.0 FTE)MLoss of a part-time administration post within Democratic Services (0.43 FTE)IReduction of hours for a postholder within Democratic Services (0.19 FTE)ßEfficiency savings may be available to fund the Freedom of Information pressure. If not and no additional funds are allocated, budget will need to be transferred from elsewhere within ICT. This would be a service reduction.OEffect of repair & maintenance inflation remaining at 1.5% above RPI inflation.Î
Repair & Maintenance - The Medium Term Service & Financial Plan 2006/07 to 2010/11 included abnormal inflation as a pressure on the repair and maintenance budget (estimated at 1.5% above RPI). The pressure was for the whole R&M budget including schools. The school R&M budget is now part of Dedicated Schools Grant and no longer included within Property Services. The schools element is therefore removed from the list of pressures from 2007/08 to 2009/10. ­Capitalise health & safety -<�„ these are additional to the savings in the Medium Term Service & Financial Plan 2006/07 to 2010/11; the saving is reduced downwards in 2009/10. CR & IG°The Medium Term Service & Financial Plan 2006/07 to 2010/11 includes an entry in 2009/10 'Other capitalisation of revenue budgets'. This is removed as a saving for that year.n/aNSavings arising from the restructuring and re-alignment of the corporate core.TOTAL SAVINGS SERVICE DELIVERYTOTAL SAVINGS SERVICE SUPPORT TOTAL SAVINGS EMERGENCY PLANNINGTOTAL SAVINGS SAFER COMMUNITIESTOTAL SAVINGS TRADING STANDARDSGFunding for Area Programme and Local Area Agreement adult skills target"3. Administering funded programmesxContribution to overheads (funding of existing staff) by funded projects including Oxfordshire Broadband Partnership etcLow to high14. Redeploying capacity into Economic Development¢Housing partnership roles either taken on by Head of Service (Oxfordshire Members Affordable Housing Group) or reduced capacity put into economic development worknMinerals and Waste Development Framework 2005 -2009 - Additional staff 1.25 fte and then decline when achievedPPlan Making part of Planning Delivery Grant will fund part of first year of thisInternal re-prioritisation `Increasing evidence base for policy formation and facilitating change - running Data Observatory)Funding from Data Observatory Partnership9Facilitating adaption to and mitigation of Climate ChangeQRedeploying resources from schools focus to Oxfordshire County Council wide focus3Encouraging businesses to reduce their resource use¢South East England Development Agency (SEEDA) funding of Sustainable Business Partnership - next years funding is agreed but future years is unknown at this stage
Need to redesign and build data systems for monitoring land use changes in the county and reporting to South East England Regional Assembly (SEERA), Government Office for the South East (GOSE). This is a statutory responsibility of principle planning authoritiesYRedesign Land Development Progress System system using E-planning Planning Delivery GrantIProduce improved monitoring reports on Structure Plan and South East PlanCRedeploy staff from data entry to plan monitoring and policy adviceHIncreased Cost pressure on Hazardous Waste (mostly arising from fridges)½
Waste arising from Electrical and Electronic Equipment (WEEE) Directive - makes producers responsible for the cost of disposing of TV's and fridges. The current cost of this to the authority is £0.8m p.a. and the date for implementation is 1st July 2007. Agreed in 2006/07 that savings of £0.52m would come into effect in 2008/09 and beyond. This saving is in addition to what has already been agreed and totals the £0.8m cost to the authority.dInability to realise the efficiencies previously identified (£100,000) within the Dix Pit Contract. Efficiencies in Dix transportÿâ SWFYEƒ[‚ž] Ñ_Ð‹aŠŽd hkµl´žoŠp‰ r ÄsŸñtÌ
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