Meeting documents

Cabinet
Tuesday, 20 December 2005

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Children & Families) REPRIORITISATIONS ?TOTAL SOCIAL & HEALTHCARE (excl. Children & Families) PRESSURES^TOTAL SOCIAL & HEALTHCARE (excl. Children & Families) NET REPRIORITISATIONS TO MEET PRESSURESLEARNING & CULTURECultural Services6Library Service - Shortfall/surpluses in existing MTFP@Library Service - Reduce contribution to mobile replacement fund$Library Service - Unfunded pay awardALibrary Service - Delay harmonisation of hours in Central LibraryBanbury Library rent review8Library Service - Take one mobile library out of service"Library Service - Reduce Book Fund.Library Service - Delete Premises Manager post8Library Service - business process review of cataloguing8Heritage Services - Shortfall/surpluses in existing MTFPJHeritage Services - Delay recruitment to Natural History curator post (pt) CHILDREN FAMILIES & YOUNG PEOPLESOCIAL & COMMUNITY SERVICESENVIRONMENT & ECONOMY TOTAL PRESSURES TOTAL SAVINGS0TOTAL CHILDREN FAMILIES & YOUNG PEOPLE PRESSURESKTOTAL CHILDREN' FAMILIES & YOUNG PEOPLE REPRIORITISATIONS TO MEET PRESSURES+TOTAL SOCIAL & COMMUNITY SERVICES PRESSURESITOTAL SOCIAL & COMMUNITY SERVICES NET REPRIORITISATIONS TO MEET PRESSURES%TOTAL ENVIRONMENT & ECONOMY PRESSURESCTOTAL ENVIRONMENT & ECONOMY NET REPRIORITISATIONS TO MEET PRESSURESRESOURCES & CHIEF EXECUTIVE'S -TOTAL RESOURCES & CHIEF EXECUTIVE'S PRESSURESKTOTAL RESOURCES & CHIEF EXECUTIVE'S NET REPRIORITISATIONS TO MEET PRESSURES&Heritage Services - Unfunded pay award?Heritage Services - Reduce hours of (vacant) Documentation post3Heritage Services - Early retirements: hidden costspHeritage Services - Switch Centre for Oxfordshire Studies Saturday opening hours to weekdays (save enhancements)>Heritage Services - Centre for Oxfordshire Studies extra hoursHHeritage Services - Close Record Office on Tues (delete archivist hours)\Heritage Services - Cogges Manor Farm: fall-out of West Oxfordshire District Council fundingHHeritage Services - Close museum coffee shop on Mon (when museum closed)=Heritage Services - close Cogges Museum to schools and publicPMusic Service & Arts - Shortfall/surpluses in existing MTFP (excl Music Service)?Music Service & Arts - 50% reduction in arts development grants)Music Service & Arts - Unfunded pay awardRMusic Service & Arts - Change in charging/remissions policy (County Music Service)Music Service Premises Costs5Music Service cost of workforce remodelling agreement?Music Service - renegotiate teaching staff terms and conditionsGManagement, Policy & Performance - Shortfall/surpluses in existing MTFPUManagement, policy, performance - Let Central Library office space to Oxford Inspires5Management, Policy & Performance - Unfunded pay awardReduce central management costsmRevenue budget released from transferring Health & Safety works to capital programme (Resources service area)*TOTAL CULTURAL SERVICES REPRIORITISATIONS &LESS: SAVINGS TO MEET SAVINGS TARGET "TOTAL CULTURAL SERVICES PRESSURES?TOTAL CULTURAL SERVICES NET REPRIORITISATIONS TO MEET PRESSURES-Policy Choice Pressures and ReprioritisationsPRIORITY PRESSURESFTE2006/072007/082008/092009/10REPRIORITISATIONType of Reprior-itisation£000School Development:Governor Services - Education Development Plan Commitments˜Governor Services - Review balance of core/traded work; rationalise leadership work across Governor services and Oxfordshire Quality Schools Association1,3 & 47Foundation, Primary & Transition - Green Book Pay Award`School Development - Soulbury Pay Award and back pay on Structured Professional Assessment (SPA)`School Development - Funding released through vacancies used to refocus work and fund priorities1Secondary Advisers arising from Best Value ReviewAdvisory TeachersAdviser Vacancies0IMAGINE with Modern Art Oxford - matched funding+Duke of Edinburgh Award to match Amey grant'Manage pressures within existing budget#Ethnic Minority Achievement Service$School Development Reprioritisations%LESS: SAVINGS TO MEET SAVINGS TARGET School Development Pressures:School Development Net Reprioritisations to meet pressuresChildren's Services1Children's Services Staffing underlying pressure gChildren's Services Central Staffing - reorganising services to reduce posts and not filling vacancies.1 & 3;Children's Services Central Staffing - Green Book Pay AwardQSpecial Educational Needs (SEN) - Green Book Pay Award & Soulbury Pay Award (SPA)8Special Educational Needs (SEN) - not filling vacancies.'Social Inclusion - Green Book Pay Award‘Social Inclusion - reorganising services to reduce posts, further increasing the threshold for access to home tuition and not filling vacancies.XSocial Inclusion - There are budget pressures totalling £117,000 for 2005/06 for social inclusion due to: - increased costs of home tuition - the requirement to find £60,000 efficiency savings in 2005/06 - requirement to make full education available for excluded pupils, increasing costs to Pupil Referral Unit & Integration Service (PRUIS).ij3SEN & Social Inclusion - Split across service areas%Children's Services ReprioritisationsChildren's Services Pressures;Children's Services Net Reprioritisations to meet pressures(Community Learning (excl Adult Learning)(Community Learning - Pay award pressuresYouth service Admin ReviewÁYouth Service - Need to bring budget more closely in line with current levels of staffing in order to reduce dependence on short-term external funding and meet increasing community expectations;Youth Service - reduce management and support service posts_Youth Service - possible funding from additional resources for Children and Young People's Plan>Community Learning Support Unit - Additional income generationgStudent Support - Need to safeguard existing staffing levels in order to avoid service failure in 06/07!Student support - reduce staffingReduce central costs(Reduce central costs for Head of Service$Community Learning ReprioritisationsCommunity Learning Pressures:Community Learning Net Reprioritisations to meet pressures ResourcesGreen Book Pay AwardIncrease vacancy factor‹HR Staffing: Underfunding of current provision and cessation of Teacher Training Agency Grant on core services (teachers recruitment grant) Ex Gratia Payments - discontinueUnison RechargeTraining - reduce provision-Joint Use Sports - reduce provision for works3Health & Safety Works - meet from capital programme*Macclesfield House running costs - savingsMIS/SAP support - savingsResources ReprioritisationsResources Pressures1Resources Net Reprioritisations to meet pressuresPTOTAL LEARNING & CULTURE PRESSURES (excl. Cultural Services and Adult Learning) mTOTAL LEARNING & CULTURE (excl. Cultural Services and Adult Learning) NET REPRIORITISATIONS TO MEET PRESSURESSOCIAL & HEALTHCAREChildren & FamiliesWPlacement strategy - to reduce out of county spend and strengthen local family support.…Spend on initiatives to underpin the Placement Strategy (per Modernisation Fund Bid: note that exact plans are still being finalised)HModernisation Funding with payback in 2008/09 (includes £50k in 2005/06)JPlacement Strategy - Re-investment of savings in Family Support Services. ÍIncreased numbers of children looked after - making the placement strategy difficult to achieve in 2006/07. Reduction in future pressure supported by work undertaken in the Modernisation Fund bid proposal.7Green book pay award. 0.45% above 2.5% funding per MTFPHUnit Manager £50k to meet pressures from rising number of service users.MAssessment Teams -Balanc< e of pressure not included in "non discretionary" bidZContinuing care increased health contribution to placements of children with complex needs>Additional Unaccompanied Asylum Seeking Children (UASC) grant.NCapitalisation of staffing costs against building projects to achieve savings.xRedesign of residential service - to deliver savings over and above those that have been assumed in placement strategy.%Children & Families ReprioritisationsChildren & Families Pressures;Children & Families Net Reprioritisations to meet pressures%TOTAL SAVINGS TO MEET SAVINGS TARGET „* where service savings are greater than target, efficiencies identified have been shown to contribute towards Directorate pressures"Key to Types of Reprioritisations:%1 : Efficiency Saving: Cash Releasing)2 : Efficiency Saving: Non Cash Releasing3 : Service Reduction4 : Income Generation 5 : OtherCOMMUNITY SAFETYFire & Rescue ServicePReinstatement of one-off 2005/06 efficiencies - Reinstate Vehicles Renewals FundRetained Firefighter ContractsGReinstatement of one-off 2005/06 efficiencies - Reinstate income budget§Realignment of Staffing Establishment - unfreeze 8 posts (Star Chamber recommended that the "unfreezing" be implemented over 2 years equivalent to to 4 FTEs each year)Vehicle Renewals FundQPublication and consultation costs for Integrated Risk Management Planning (IRMP)(Retained Firefighter Recruitment Officer Uniforms and protective clothing'Community Fire Safety - Junior citizensgCommunity Fire Safety - to carry out Community Safety education at specific groups within the communityOccupational health provisionKReplacement of digital radio system for the Fire Service (FireLink project)"FireLink - Rear pump bay terminalsRFireLink - Contingency for white fleet cars requiring Mobile Data Terminals (MDTs)"FireLink - staffing for transition¥FireControl - Secure resilience in existing control room prior to cutover to Regional Control Centre (retention payments for key staff). !FireControl - redundancy paymentsBFireControl - additional project staff to deal with data cleansingiIT solutions for Integrated Personal Development System (IPDS) - paper based system is resource intensive Fire & Rescue Services Pressures(Fire & Rescue Services ReprioritisationsSupplies & ServicesEmergency Planning Pressures$Emergency Planning Reprioritisations)Reduction 0.5 FTE from front line service!Youth Offending Service Pressures)Youth Offending Service ReprioritisationsSupplies & Services Travellers PressuresTravellers Reprioritisations TOTAL COMMUNITY SAFETY PRESSURES>TOTAL COMMUNITY SAFETY NET REPRIORITISATIONS TO MEET PRESSURES Trading Standards & Registration0Trading Standards - Staffing Budget UnderfundingKTrading Standards - Reduce the numbers of staff employed. A moratorium has been placed on recruitment until agreement has been reached on the way forward. This could potentially lead to at least two posts not being filled with immediate effect. Wherever possible staff numbers would be reduced by natural wastage and redeployments.bTrading Standards - Professional Training Budget (changes to the national qualification framework)NTrading Standards - Reduction in professional/technical/qualification trainingSRegistration - Increase in Call-centre staffing to meet Customer Service Standards.mRegistration - Staffing Budget underspend due to departure of senior staff replaced by staff at lower grades.‡Registration - Provision for Marketing & Promotion Budget to maintain market share in current activities and to promote new activities.ƒRegistration - Additional Income from Fees & Charges (above corporate savings target) as a result of charges benchmarking exercise.;LESS: SAVINGS TO MEET SAVINGS TARGET (SHARE OF TYPE 1 & 4) *Trading Standards & Registration Pressures2Trading Standards & Registration ReprioritisationsCORPORATE & CROSS DIRECTORATE/Unison - funding 2nd assistant branch secretary@Oxfordshire 2007 - funding for 1000th celebration of OxfordshireWest End Steering Group!Children and Young People's Plan:%Development of integrated ICT system $Locality Teams - Senior Manager PostYouth Service 0Engaging Children, Young People & Families postMember Driven Initiatives:)Communities Team - make funding permanent-Assistant to Cabinet - make funding permanentModernisation Fund-TOTAL CORPORATE & CROSS DIRECTORATE PRESSURES5TOTAL CORPORATE & CROSS DIRECTORATE REPRIORITISATIONS Financial Services & ProcurementEReduced pensions liability with respect to former Berks CC employees *Financial Services & Procurement Pressures:Financial Services Net Reprioritisations to meet pressuresHuman Resources/Agreed reduction in the hours of certain posts.Human Resources Pressures7Human Resources Net Reprioritisations to meet pressuresLegal ServicesReduce car allowances budget6Increase fees and charges budget (Sec 106 agreements)  - increased activityLegal Services Pressures6Legal Services Net Reprioritisations to meet pressuresICTdEfficiencies arising from re-negotiation of contracts, consolidation of licences, better procurement ICT Pressures+ICT Net Reprioritisations to meet pressuresBusiness SupportRTranslation & Interpretation Service - additional income and business efficiencies1, 4Business Support Pressures8Business Support Net Reprioritisations to meet pressuresPropertyDCorporate Property Group - Salaries (underfunded posts & increments))Reduction in working hours of 3 employeesReview of staff housing rentstOperational Asset Management - Effect of 1.5% above RPI inflation on Repairs & Maintenance and Health & Safety costs2Review of staff recharges to the capital programme<Information & Support - Evolution Licence and web enablement!Remove post in the General OfficeKOperational Asset Management - Review of landscape management & tree safetyjTemporary classroom renewals -saving in external fees by undertaking work within Corporate Property Group 6Outsource cleaning of County Hall & Macclesfield House-Capitalise part of the health & safety budget/Recharge 1 post to Prudential schemes (5 years)&Other capitalistion of revenue budgetsProperty Pressures0Property net reprioritisations to meet pressuresTOTAL RESOURCES PRESSURES7TOTAL RESOURCES NET REPRIORITISATIONS TO MEET PRESSURESCHIEF EXECUTIVE'S OFFICE5Unfunded element of pay award and other pay pressures5Cancel Local Government Information Unit subscription$External relations/change managementMembers budget for IT3=Democratic Initiatives budget*Customer Services (2 fixed term contracts)Social Inclusion 6Contribution from Modernisation Fund (one-off 2006/07).Savings within Chief Executive's Office BudgetPrinting Budget (TOTAL CHIEF EXECUTIVE'S OFFICE PRESSURESFTOTAL CHIEF EXECUTIVE'S OFFICE NET REPRIORITISATIONS TO MEET PRESSURES TransportpAdditional costs of subsidised bus services. Failure to fund these will result in fewer bus services continuing.šTransport Planning - Non support for increased costs of subsidised services, which is against an administration pledge to stand up for rural bus services.vReplacement of Government grant for Rural Bus Challenge Taxibus. Failure to fund this will result in no taxi bus link.¨Transport Planning - Inability to support Rural Bus Challenge Taxibus without Gov't grant, which is against an administration pledge to stand up for rural bus services.ŸAdditional cost of supporting withdrawn commercial bus routes. Failure to fund these will result in fewer bus services continuing, particularly in rural areas.‘Transport Planning - Non support for withdrawn commercial services, which is against an administration pledge to stand up for rural bus services.‚Highways Management - Construction inflation over and above RPI, the impact of which will be reduced levels of Highway Maintenance¡Highways Management - Combined Maintenance Contract efficiency savings from Oxfordshire Highways (addit. To Financial Plan), via Business< Process Re-engineering.„Highways Management - Revenue impact of capital schemes, will result in reduced levels of Highway Maintenance if these are unfunded.¤Highways Management - Increased income, via increased charges for management functions such as skip and scaffold permits and management of public utility works etc& Highways Management - Revised priorities for highway maintenance incl. street lighting, will result in reduced levels of highway maintenance.yRoad Safety - Scrutiny Committee recommendations. Local Transport Plan Priority to improve safety and reduce casualties.”Cleaner Greener Initiative - signs maintenance. Cabinet priority to keep highways infrastructure cleaner and tidier, including vegetation clearance.*Traffic Regulation Order team - To maintain and review Traffic Orders/Controlled Parking Zones/Special Parking Areas. Cabinet commitment to have an Oxfordshire wide Special Parking Area. To do this a team needs to be established to maintain and review Traffic Regulation Orders across the county.áSafer Roads Partnership - Speed Indication Dispay operators. One-off funding in 2006/07 provided by grant from the Safer Roads Partnership is ending. High level of support from the public and parishes to continue with this.•Safer Roads Partnership - No continued support for Speed Indication Dispay operators following the withdrawal of the grant. Seek alternative funding.$LESS: SAVINGS TO MEET SAVINGS TARGETTransport Pressures1Transport net Reprioritisations to meet pressuresSustainable DevelopmentÃCountryside Service - Definitive Map - Additional FTE to process increasing waiting list of Definitive Map Modification Orders Applications (as required under Wildlife & Countryside Act 1981 s53)ÛCountryside Service - Definitive Map - Non support for funding additional FTE to process increasing waiting list of Definitive Map Modification Orders Applications (as required under Wildlife & Countryside Act 1981 s53)CCountryside Services - Salaries - Unfunded inflation and IncrementsÚCountryside Service - Maintenance - Reduced Rights of Way Maintenance on Ridgeway National Trail as a result of the imposition of a permanent seasonal Traffic Regulation Order banning vehicular use in the winter monthsMPlanning Implementation Group - Salaries - Unfunded inflation, increments etcRPlanning Implementation Group - Reorganisation of staff/reduced use of consultants1,3»Planning Implementation Group - West End Project/Strategic Site Work - Growing area of work initially being met by new post but only have 3 years funding. Work predicted to be on-going.mPlanning Implementation Group - New post Planning Control and Enforcement Officer to enforce planning control—Planning Implementation Group - Increased income from Planning Application Fee income due to significant increase in charges implemented from 01/04/05.a Strategic Policy and Economic Development - Economy & Research e.g. Local Area Agreement,Children and Young Peoples Plan. - Data and Analysis - Education for Sustainable Development in schools - Planning - Mineral and Waste Planning Function Regional Planning, Monitoring etc.. - Delivery Unit - acting as accountable body for funds e.g. OEP <Strategic Policy and Economic Development - Planning - End of Structure Planning function - Education for Sustainable Development - Saving from integrating with other sustainable institution work and from income from WMG and L&C - Company Information Database - Cease function - Reduce grants to outside bodies. –Strategic Policy and Economic Development - Income from administration contribution from grants received Waste Recycling Centres/Waste Management Landfill - Landfill Tax. Not in policy & budget plan beyond 2007/8. Even if landfill decreases cost will be incurred in using other methods of disposal or through the payment of recycling credits. Total 316 tonnes of waste.»Waste Management General - WPEG Grant Waste Performance and Efficiency Grant will total more than £500k per year for 2006/7 and 2007/8. Confirmation of grant level has yet to be received._Waste Recycling Centres/Waste Management Landfill - Waste Growth Assuming 1.5% @ £40 per tonne.ÑWaste Management General - Producer Responsibility It is anticipated that producer responsibility will reduce OCC's expenditure on processing fridges and other Waste Electrical and Electronic Equipment (WEEE).ºWaste Management General - Procurement costs of waste treatment - Requirement to let contract(s) for the treatment of waste to meet obligations to reduce waste sent to landfill disposal.iWaste Management General - Conferences Efficiency savings partly enabled by better office accommodation. {Waste Management General - Need to recruit a Waste Strategy Manager to deliver Sustainable Waste Management in Oxfordshire.–Waste Reduction Initiatives - Reduction in Commercial and Community Initiatives. Savings delivered by stopping successful Waste Reduction Initiatives.’Waste Management General - WPEG Part of the Waste Performance and Efficiency Grant has been ring fenced for specific partnership working projects.¼Waste Recycling Centres/Waste Landfill - Base Budget based on 316,000 tonnes, 2004/05 revised projections based on 306,000 tonnes. Base Budget overstated by 10,000 tonnes @ £40 per tonne.¦Waste Recycling Centres - Dix Pit Increased revenue costs of the Dix Recycling Centre. Estimate is of revenue costs that could not be funded from the existing budget.KWaste Recycling Centres - Renegotiate Contract to reduce Dix Pit WRC Costs.–Waste Management General - Salaries - shortfall on salary budget This shortfall includes the new Project Manager post for the Waste Treatment Project.jRecycling Centres/Waste Landfill - Reduce budget for Dix Pit Cellworks estimated to be overstated by £50k.!Sustainable Development Pressures?Sustainable Development net Reprioritisations to meet pressuresBusiness Support ,Salaries - Unfunded inflation and incrementsWBusiness Support Management - Early Retirement - reduction in future years' commitments€Finance - Income - recharge to Countryside Services for grant funded work. This already happens currently causing an underspend.yPerformance Management - Supplies and services budgets (for review work) not required. Requirement can vary year to year.Restructuring of Service8Business Support net Reprioritisations to meet pressures Older People|Fairer Charging - Inflationary increase to reduce deficit (in addition to £150k which is 2006/07 effect of 2005/06 increase)˜Fairer Charging - Increase in income due to tie up with Department for Work & Pensions. Based on £70 per week for 10% of clients. Includes set-up costs.ÄOCC Contribution to Pooled Budget - Cases in transition from Mental Health and Physical Disabilities: due to longer life expectancy of Mental Health and Physical Disabilities clients. (14 clients)üOCC Contribution to Pooled Budget - Cases in transition from Mental Health and Physical Disabilities: due to longer life expectancy of Mental Health and Physical Disabilities clients. (14 clients) -absorb the pressure within the current placement model×OCC Contribution to Pooled Budget - Remaining full year effect (FYE) of 10 Intermediate Care beds- preventing delayed discharge & preventing admission. [10 beds @ £710 less Part Year (PY) funding (£197k) in 2005/06]SOCC Contribution to Pooled Budget - Complete withdrawal of 5 intermediate care bedsªClients living longer; their assets are falling below threshold for S&HC funding. Based on 05/06 trends: cost of 24 extra funded beds coming in over the course of a year dOCC Contribution to Pooled Budget - Reduce long term spot placements by 24 over the course of a year¢OCC Contribution to Pooled Budget - Remaining FYE of 10 mental health beds for Older People. [10 beds @ £550 net less PY funding for 10 beds (£153k) in 2005/06 ] @OCC Contribution to Pooled Budget - <ÆReported abnormal inflation.oResidential and nursing inflation savings. Reduce inflation 0% on spot purchasing and 2.3% on block purchasing;Oxfordshire Care Partnership (OCP) Contract Cost Reduction.ZOCC Contribution to Pooled Budget - Review of purchasing: increased contract efficienciesXOCC Contribution to Pooled Budget - Reduce respite bed numbers by 1 [1 bed at £462/week]†OCC Contribution to Pooled Budget - reduced spot purchasing because increased use of technology will keep clients in own homes longer.rOCC Contribution to Pooled Budget - Reduce Order of St. John's spot purchasing: from 19 beds to 5 by 31st March 06…Care Management - Replace 4 qualified social worker/occupational therapist posts with unqualified staff (20k for 6mths 06/07;40K FYE)JCare Management - Reduce care managers by 2 FTE ( 80k) using vacant posts.Care Management savings due to self assessment@Day Services - 2nd year implementation of Day Service Strategy. IDay Services - Go forward with Bicester, Shotover and Witney schemes only®Home Support & Respite - Per commissioning strategy: 1.5FTE shared between Purchasing assistant for Home Support and admin support for Respite to improve service efficienciesRHome Support - Reduced health contribution for shared care. Based on case analysis@Home Support External contracts - Reported abnormal inflation. 5Home support - HS Contract Inflation restriction to: Option A - 7% (above normal 3%)-Option B - 5% (in addition to Option A above)4Option C - 3% (in addition to Options A and B above)1Home Support - Provide more effective gatekeeping1Home support - Internal - Reduce cost of downtimedSavings in Home Support due to use of assistive technology - equipment will be funded by £300k grant4Home support - Reduce double handed & 15 min visitsZProjects financed through Access & Systems Capacity Grant (A&SC) - A&SC likely reduction. @Independent Living Fund (ILF) extra funding - 3 clients to apply&Use of 2005/06 Older People underspendOlder People PressuresOlder People Reprioritisations Mental Health_Pressure linked to grant funded posts: grant inflation has not kept pace with salary inflation zResidential Care - Changes following reassessment of continuing care clients - remaining pressure after using base budget4Residential Care - Willow House Service reprovision .Willow House - longer period of implementation@Apply and additional 3.1% vacancy factor to all staffing budgets'Use of 2005/06 Mental Health underspendMental Health PressuresMental Health ReprioritisationsLearning DisabilitiestDemographic pressures linked to: (i) medical advances enabling children to survive birth (ii) clients living longer CRepayment of 2005/06 Overspend (£940K less 05/06 virement of £445k)EResidential External - increase in high dependency costs from 2005/06Home Support External"Day Care External - contract costsJSupported Living External - increase in high dependency costs from 2005/06®Supported Living - Loss of one-off grant funding given in 2005/06 to offset Supporting People 04/05 FYE Pressure £303,000 and funding of Renaissance (RSL) pressures £200,000 NContract Management Savings Oxfordshire Learning Disability Trust (section 31)+Day Services External - Review Day Services/Supported Living - Review of Night time support<Supported Living /Day services external - limiting inflationUSupported Living - Develop cost effective accommodation (move 85 people over 3 years)bSupported Living - Move 3 Mental Health and 3 Autism out-of county clients to in-county provision MSupported Living - Move 7 out-of county placements to Adult Placement Service;Supported Living - Managing impact of inflationary pressure;Use of previously agreed Policy Plan for abnormal inflationMore effective gatekeepingUProject Manager - to facilitate the reconfiguration of Supported Living arrangements.Learning Disabilities Pressures'Learning Disabilities ReprioritisationsPhysical DisabilitiesFAcquired brain injury 2005/06 clients- above current budget provision .OCC Contribution to Pooled Budget (demography)^OCC Contribution to Pooled Budget - Reported abnormal inflation pressures on Domiciliary Care aOCC Contribution to Pooled Budget - savings achieved through contract efficiencies (Home support)mOCC Contribution to Pooled Budget - savings achieved through contract efficiencies. (Specialist home support)kOCC Contribution to Pooled Budget - savings achieved through contract efficiencies. (Residential contracts)QOCC Contribution to Pooled Budget - Reduced health contribution for shared care. ;OCC Contribution to Pooled Budget - Reduce placements by 2.`OCC Contribution to Pooled Budget - Reduce number of new home support placements by 2 per month.£Contribution to the pool - Adderbury Home redesign - costs associated with increased fees are more than offset by savings from clients moving to Supporting Living.hCare Management - Replace 4 qualified Social Worker/Occupational Therapist posts with unqualified staff.<Move 3 people out of residential and in to community schemes@I extra Independent Living Fund (ILF) funding for the year (net)>ILF income development - bring forward applications by 3 weeksPhysical Disabilities Pressures'Physical Disabilities ReprioritisationsDirectorate Management TeamªReduction in use of Legal Services - Change in management of Legal Services to Service Manager level. 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