Meeting documents
Cabinet
Tuesday, 20 December 2005
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x@ @ À à xp@ À à xw@ @ À à " x@ @ À à Z x@ @ À à Z x@ À à xw@ @ À à 8w@ @ À à xw@ @ À “ €ÿ“ €ÿ“ €ÿ“ €ÿ“ € ÿ“ €ÿ“ € ÿ“ €ÿ` … í˜ Pressures… À. SavingsŒ , ® ®² f CPlanningBUDGET2006-2007Scrutiny CommitteesCorporate GovernanceAnnex 5 Corporate Governance.xls Pressures Savings do not print do not print 2 do not print 3Y Y Y Y Y ®‚ ] CPlanningBUDGET2006-2007Scrutiny CommitteesEnvironment & Economyannex 5 (EE final).xls Pressures ReprioritisationsY Y ® h CPlanningBUDGET2006-2007Scrutiny CommitteesHealth & Community ServicesAnnex 5 Supporting Info.xls Pressures ReprioritisationsY Y ®Œ q CPlanningBUDGET2006-2007Scrutiny CommitteesChildren's ServicesANNEX 5 Childrens Supporting information.xls Pressures SavingsY Z 5 @ t˜@Y ®¨ g CPlanningBUDGET2006-2007Scrutiny CommitteesCommunity SafetyAnnex 5 CS Supporting Information.xls Community Safety - Pressures Community Safety - SavingsY Y , ; ; m ; ÿ ; ÿ Á Á `i ë Z ðR ð 3 ð ¿ À@ @ ñ
÷ ü í p Additional costs of subsidised bus services. Failure to fund these will result in fewer bus services continuing.P Increased operating costs for bus companies has resulted in higher tender pricess No alternative except to meet the costs and reduce other areas of Transport budget, principally Highway Maintenance§ Bench marking of operators costs is difficult due to the individual nature of each bus operation. This problem is a national one encountered by all highway authoritiesK There will be a reduced level of bus services, in particular in rural areasv Replacement of Government grant for Rural Bus Challenge Taxibus. Failure to fund this will result in no taxi bus link. Withdrawal of Government grant; There will be no taxi bus link to Lewknor / M40 interchangeŸ Additional cost of supporting withdrawn commercial bus routes. Failure to fund these will result in fewer bus services continuing, particularly in rural areas.¾ A number of bus routes which currently operate on a commercial basis will be withdrawn by the operator. If they are to continue the County council would have to provide funding at this level‚ Highways Management - Construction inflation over and above RPI, the impact of which will be reduced levels of Highway Maintenancel Inflation within the construction industry is running at approx 6-7% and the budget is inflated by only 2.0%q No alternative except to meet the costs and reduce other areas of Transport budget, principally Public Transport
Ê A review of contractor rates is being undertaken as part of the Oxfordshire Highways partnership to ensure improved value for money through efficiency. Market testing took place in awarding the contractn There will be reduced levels of highway maintenance across the County through a process of revising priorities„ Highways Management - Revenue impact of capital schemes, will result in reduced levels of Highway Maintenance if these are unfunded.` The implementation of capital schemes places an ongoing maintenance requirement on the authorityI No real alternative unless the implementation of new schemes was reduced. Road Safety - Scrutiny Committee recommendations. Local Transport Plan (LTP) Priority to improve safety and reduce casualties.‘ Scrutiny Committee review highlighted the need to provide additional staff resource to support the accident investigation and prevention functionv To continue with the current resource and not meet the requirements of LTP on safety improvements / casualty reduction The accident reduction team within the road safety group is resourced at a lower level than in similar authorities - as borne out by the Scrutiny Committee.z Identification of locations for accident / casualty reduction will not be as effective as possible to meet the LTP targets” Cleaner Greener Initiative - signs maintenance. Cabinet priority to keep highways infrastructure cleaner and tidier, including vegetation clearance.q Council Initiative to improve the appearance of highway infrastructure and vegetation through active maintenance.w To continue to place a low priority on appearance - rejected as this is a high council priority and has safety benefitsP Continued poor levels of maintenance of signage, lining and vegetation clearance EE1.3.2 Traffic Regulation Order (TRO) 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 TROs across the county.E Establishment of a team to maintain and review TROs across the Countyz Use of consultants to carry out this role on an ongoing basis but at much higher costs or not maintaining / reviewing TROs± This work is not currently carried out apart from on a reactionary basis. Use of consultants to perform this work is at a far higher costs than establishing an internal resources Not managing the TROs will result in lack of enforceable locations and inability to react to changing circumstances EE1.2.2á Safer 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.‘ Ceasing to provide this service. Not suggested due to high level of public support for speed reduction particularly in villages / rural locationsb No specific data available. Use of consultants to perform this work would be considerably greater.^ The service will cease and there will be a need to redeploy the staff or make them redundant. Transport Pressuresà Countryside Service - Definitive Map - Additional FTE to process increasing waiting list of Definitive Map Modification Orders Applications (as required under Wildlife & Countryside Act 1981 s53)
Public demand$ Use of consultants - more expensive./ Other counties have much shorter waiting lists. Waiting list will continue to grow and customers will become increasingly dissatisfied with service. Outputs 1,2, Outcome AC Countryside Services - Salaries - Unfunded inflation and Increments! Unfunded inflation and increments EE2.1/2.2M Planning Implementation Group - Salaries - Unfunded inflation, increments etc» 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. Political commitmentp Implementation of the West End project and development of other strategic sites will be compromised. Outcome B,C3 New Post - Planning Control and Enforcement OfficerQ Significant member pressure for this post. Essential to enforce planning control.Ÿ Alternative options would be to employ consultants which would be more expensive or not to enforce which would undermine public confidence in planning process.? Most other Authorities employ one or more enforcement officers.v Not to enforce would undermine public confidence in planning process and potentially encourages unauthorised activity.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
@ Local Area Agreement, policy priorities, statutory functions etcp Not providing these services - would conflict with council priorities and/or be in breach of statutory function.{ Limited information. Oxfordshire has consistently been one of the lowest spending county councils on its planning function.y These pressures represent the core work of the Strategic Policy and Economic Development Group. All outputs and outcomes EE2.4.10 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. Statutory requirement.C Landfill tax is currently £18 (2005/6) per tonne and will increase ) Statutory obligation to pay landfill tax._ Waste Recycling Centres/Waste Management Landfill - Waste Growth
Assuming 1.5% @ £40 per tonne.á Oxfordshire has the lowest amount of waste produced per head of population and is working hard to reduce waste. However, the national trend is upwards, and it is prudent to allow for a small increase in waste year on year. J Estimating a lower level of waste growth would not be financially prudent. Oxfordshire has the lowest amount of waste produced per head of population. Nationally waste trends vary. A recent consultants report indicated a waste gtrowth figure of 1.85% for Oxfordshire. 1.5% allows for some of the effect of our waste reduction initiatives.@ The risk is that if Oxfordshire does not meet its landfill diversion targets it will end up paying increasingly high levels of landfill tax and fines. It will also be failing in its aims to encourage waste minimi< sation and pursue the safe and effective management of waste in the county. Outputs 1,6,11, Outcomes A,B,Cº Waste 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.x Requirement to let contract(s) for the treatment of waste to meet obligations to reduce waste sent to landfill disposal.7 Currently assessing options to meet future obligations.· Costs indicated for the procurement process are typical of an authority of Oxfordshire's size. More accurate costs will be determined once the procurement strategy has been finalised.Ë Procuring new waste treatment contract(s) is critical to the ability of the county council to carry out its statutory functions as waste management authority. Outputs 1,2,6,7,8,9,10,11,12, Outcomes A,B,C{ Waste Management General - Need to recruit a Waste Strategy Manager to deliver Sustainable Waste Management in Oxfordshire.® This was a post that was removed approx. 2 years ago. However with the increasing importance of waste and the increased financial risks it is important to reinstate the post,¸ Not recruiting this position will result in a great risk that the County Council will not achieve its targets for landfill diversion which will result in increased financial pressures.: The Waste Management Team is small for Oxfordshire's size.] See preceding three columns. Outputs 1,2,6,10,11,12,14,15,16,17,18,19 Outcomes A,B,C ’ Waste Management General - WPEG
Part of the Waste Performance and Efficiency Grant has been ring fenced for specific partnership working projects.• An element of the Waste Performance and Efficienncy Grant will have conditions attached whereby it has to be ringfenced for new partnership projects.¦ 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.c The redeveloped Dix Recycling Centre requires more revenue to ensure the site operates effectively.s The County Council is committed to a contract that is linked to the life of the site - currently predicted as 2028.Á This is now one of the best sites in the county but does have a large revenue cost. Cost savings will be sought but currently the county council is contractually committed to this arrangement. á The county council has a statutory duty to provide waste recycling centres. The Dix Centre is the most up to date in the county, and the county council is contractually committed to it. Outputs 1,6,11,12,13,14 Outcomes A,B,C– Waste Management General - Salaries - shortfall on salary budget
This shortfall includes the new Project Manager post for the Waste Treatment Project.} Unfunded inflation and increments. Project manager for treatement contract(s) has been appointed through internal secondment.r Stafffing reductions - would impact on council priorities and have potentially significant financial implications.Q The Waste Management Team is relatively small for a county of Oxfordshire's size./ See preceding columns. All outputs and outcomes! Sustainable Development Pressures, Salaries - Unfunded inflation and increments Budget increase below inflation# Alternatives are covered in Savings Covered in savings ENVIRONMENT & ECONOMY& TOTAL ENVIRONMENT & ECONOMY PRESSURES COMMUNITY SAFETY CORPORATE Member Driven Initiatives: RC9.2.0, Communities Team - make funding permanent New policy priority- Neighbouring counties spend considerably more$ partnership working will be hampered RC9.1.0- Assistant to Cabinet - make funding permanent Comparisons not practical No direct impact RC9.1.2 Modernisation fund Continuation of previous policy Not possible to compare5 Reducing funding available to support change projects/ Unison - funding 2nd assistant branch secretaryž The Council funds the Branch Secretary and one Assistant. There is no budget within the Unison branch or the Council for a second Assistant Branch Secretary.¬ No real options available. Local branch has instigated a recruitment drive (funded regionally) to increase fees and enhance branch ability to repay the additional funding. Å This shortfall has arisen at a time when we are seeking Unison support to our broad change agenda. Their ability to successfully deliver this support will be severely compromised without this post.@ Oxfordshire 2007 - funding for 1000th celebration of Oxfordshire± Core funding of Oxford Inspires falls out of the base budget in 2006/07. The 5 main stakeholders have been asked to make contributions to the celebration of Oxfordshire 2007.½ 3 of the 5 stakeholders have already re-affirmed their support for at least the next 2 years. A contribution from the Council would be expected if the celebration is to go ahead next year.D Oxfordshire 2007 may have insufficient funding for it to take place._ - Commitment to additional funding for West End Project: £50k agreed by each of the partners.
! Children and Young People's Plan:C Investment required to implement the Children & Young Person's PlanU Where possible, the actions in the Plan will be implemented using existing resources.2 Full implementaion of the Plan may not be possible% Development of integrated ICT system $ Locality Teams - Senior Manager Post Youth Service 0 Engaging Children, Young People & Families post TOTAL CORPORATE PRESSURESD Corporate Property Group - Salaries (underfunded posts & increments)o Mainly a consequence of the restructuring of Property Services following the Best Value Review. Insufficient funding transferred from L&C and S&HC; pay increase and increments not funded; appointments in new structure made at higher than anticipated scale points following difficulties in recruitment; no allowance in transferred funding for employment related costs.8 See policy choice savings for options for reducing costsË Best Value Review recommend-ations not implemented; adverse implications for Repairs & Maintenance, Health & Safety; Property Management; Recovery of Income; Capital Programme; Strategic Asset Management RC7“ Effect of 1.5% above RPI inflation on R&M and H&S costs - results from increased labour and material costs and high demand in construction industryI Inflation on Repair and Maintenance works higher than inflation allowance Reduce R&M programme@ Increase in assessed need; high priority repairs not carried out RC6.6< Information & Support - Evolution Licence and web enablement¥ Licence for software for Evolution Property Database is due for renewal in 2006/7. Annual cost for renewable licence. Pressure also includes cost for web enablement} Failure to renew the licence would mean investment in Property Database wasted and severe impact on all Property and L&C work’ Essential Property data unavailable, failure to meet DfES requirements for Education Asset Management Plan; loss of income; loss of essential dataK Operational Asset Management - Review of landscape management & tree safety, HSE requirement for suitable tree management^ Review currently being undertaken to identify minimal cost option for meeting H&S requirementsN Health & Safety risks from lack of data re monitoring of trees on OCC property RC95 Unfunded element of pay award and other pay pressures pay award above budget provision$ External relations/change management Policy priority3 Use of existing resources will partly meet the need Not comparableQ Reduce impact of change programme and less effective in key partnership projects ( TOTAL CHIEF EXECUTIVE'S OFFICE PRESSURES TOTAL COMMUNITY SAFETY PRESSURES TOTAL RESOURCES PRESSURES TOTAL PRESSURES LC1.4 trans-frd from LC2.3.59 TOTAL CHILDREN, FAMILIES & YOUNG PEOPLE REPRIORITISATIONS5 TOTAL CHILDREN, FAMILIES & YOUNG PEOPLE NET PRESSURES4 TOTAL HEALTH & COMMUNITY SERVICES REPRIORITISATIONS / TOTAL HEALTH & COMMUNITY SERVICES NET PRESSURESK Trading 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.& A reduction in non statutory activity./ Statutory activities have not been considered. š A reduction in non statutory activities. A reduced contribution to key priorities around lifelong learning, safer communities and economic sustainability.N Trading Standards - Reduction in professional/technical/qualification training& A reduction in qualification training.m Registration - Staffing Budget underspend due to departure of senior staff replaced by staff at lower grades.~ Registration - Additional Income from Fees & Charges (above corporate savings target) as a result of current budget pressures.9 Total Trading Standards & Registration Reprioritisations- TOTAL ENVIRONMENT & ECONOMY REPRIORITISATIONS) TOTAL ENVIRONMENT & ECONOMY NET PRESSURES Retained Firefighters Contractsj Not to extend countywide the current pilot scheme for rostering and remuneration of Retained Firefighters.š The alternative option is to appoint a Retained recruitment officer (0.5fte) This is the preferred option and has been included as a pressure (priority 8)Œ The pilot is more expensive per unit cost than the current provision and hasn't addressed the underlying retention and recruitment problem. ¬ If the pressure (priority 8) is accepted and the current level of performance of the Retained recruitment officer is maintained the underlying problems should be addressed." Efficiency savings to be identifed CS2( Emergency Planning - Supplies & Services CS3A Youth Offending Service - Reduction 0.5 FTE in front line service CS4) Travellers Services - Supplies & Services- Total Fire & Rescue Service Reprioritisations; Total Community Safety Scrutiny Committee Reprioritisations1 Community Safety Scrutiny Committee Net Pressures
RESOURCES F Planning Application Process exceeding government performance targets. EE2.3 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 functionu Other options considered would either not achieve the savings required and/or have a more damaging impact on service.ƒ The impact of these proposals will depend to some extent on the ability of others to contribute. Outputs 3,4,19,20 Outcomes A,B,C,Di Strategic Policy and Economic Development
- Income from administration contribution from grants received None provided grant received.3 Other options would have adverse impact on service. N/A income generation. EE2.4.1¶ Waste Management General - WPEG
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.! None, provided grant is received. NA EE2.4.3Ñ Waste 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).> None, provided producer responsibility changes as anticipated.i Waste Management General - Conferences
Efficiency savings partly enabled by better office accommodation. 0 Efficient saving with little anticipated impact. Little anticipated impact. EE2.4.2– Waste Reduction Initiatives - Reduction in Commercial and Community Initiatives. Savings delivered by stopping successful Waste Reduction Initiatives.¡ Serious detrimental effect on waste reduction initiatives. In the longer term this could increase waste management costs if less waste is diverted from landfill.Y
a ¿ Other options, such as the closure of more waste recycling centres, has been considered. This proposal has been out forward because waste minimisation is one of our few non statutory services` Oxfordshire's waste recycling initiatives are considered to be amongst best practice nationally.é This would have an impact on many of the outputs of the Waste Management Group and would damage the county council's ability to protect the environment and encourage waste minimisation. Outputs 1,6,11,14,15,16,17,18,19 Outcomes A,B,C EE2.4.6¼ Waste 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.L Revsion of waste management budget to reflect lower than predicted tonnages.U Oxfordshire has the lowest amount of waste produced per person of any County Council.K Waste Recycling Centres - Renegotiate Contract to reduce Dix Pit WRC Costs.j Recycling Centres/Waste Landfill - Reduce budget for Dix Pit Cellworks estimated to be overstated by £50k.) Sustainable Development Reprioritisations Business Support EE4W Business Support Management - Early Retirement - reduction in future years' commitments No impact No need to consider alternatives No information available€ Finance - Income - recharge to Countryside Services for grant funded work. This already happens currently causing an underspend.‡ Performance Management - Supplies and services budgets (for review work) not required. Employee on Secondment. Role no longer required.[ It may make it more difficult to undertake reviews in the future where some funding needed.U Performance Management - Deletion of financial provision for Principal Admin Manager à Employee currently on Secondment. This could cause a problem if employee returnsas there will be no funding or role in deirctorate. Business Support restructured with little detriment to service. None identifiable at this stage." Business Support Reprioritisations **[ For example, decreased volume, policy priorities, quality impact on statutory requirements. Older People SHC2.6| Fairer Charging - Inflationary increase to reduce deficit (in addition to £150k which is 2006/07 effect of 2005/06 increase)$ impact on costs for users and carers/ reduction of services rejected as impact on PIs No comparative data is collected˜ 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. increased income for OCC users SHC2.1ü OCC 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 increased pressure on placements7 Residential care is expensive even accounting for the nature of Oxfordshire (PAF B13 Cost of residential care is based on an area cost adjustment). Spot residential and nursing placements are in line with other home counties. However places purchased through block contracts are significantly higher. Generally, lower residential placements is better performance (PAF indicators C26 and B11), but Oxfordshire is very low (only 14 authorities placed fewer people in 03/4). Performance is measure on a bell shaped curve & we are now in danger of placing too few people., Vulnerable people at risk; stress on carers S OCC Contribution to Pooled Budget - Complete withdrawal of 5 intermediate care bedsv reduced opportunity for rehab: but this is minimised as the proposed withdrawal is at the least efficiently used home8 decrease purchase of other beds. Already in savings pland OCC Contribution to Pooled Budget - Reduce long term spot placements by 24 over the course of a year decrease volume of placementso Residential and nursing inflation savings. Reduce inflation 0% on spot purchasing and 2.3% on block purchasingC risk of providers refusing placements and of clients having to move. all other options already part of savings plan¦ reduction in volume or cost of other services but range of services is limited and we have low volume now. All other cost /volume reductions are already in this plan.D We are a low spend authority 14th of 16 in like for like comparatorsh Care Management - Replace 4 qualifi< ed Social Worker/Occupational Therapist posts with unqualified staff.< decrease purchase of other services. Already in savings plan< 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 weeks Physical Disabilities Savings Directorate Management Team SHC6aª Reduction in use of Legal Services - Change in management of Legal Services to Service Manager level. Budget apportioned to Service Managers less £150k retained centrally# Directorate Management Team Savings) Business Support & Performance Management SHC6b- Business Support - Use of 2005/06 underspendX Business Support - Review of business processes including reduced use of temporary staffA Business Support redesign of support services to operations teams@ Reduce staff numbers - Human Resources - Business Process Review8 Reduce staff numbers - Finance - Business Process Review Business Support Savings% Commissioning, Planning & Partnership SHC6c> Use of 2005/06 Commissioning Planning & Partnership underspend# Capitalisation of vehicle purchase - Commissioning, Planning & Partnership Savings Supporting People Contract Reductions SHC6.1 reduce unit costs Reduced Cost per unit¶ Alternative options that have been rejected are where the service level is below regional benchmarking and where a reduction would stop a complete service, e.g. Refugees and HIV/AIDSH £300 capping on LD services to bring in line with regional benchmarking SHC6.2 reduce activity Decreased volumeE Generally in line with benchmarkings, but the largest spending areas.= The contract will support a lower level of supported clients. Supporting People SavingsH TOTAL SOCIAL & HEALTHCARE (excl. Children & Families) REPRIORITISATIONS ^ TOTAL SOCIAL & HEALTHCARE (excl. Children & Families) NET REPRIORITISATIONS TO MEET PRESSURES Cultural Services LC4.1.3@ Library Service - Reduce contribution to mobile replacement fund Delays replacement programmeB Average age of fleet increases; lower quality customer experience. LC4.1.2A Library Service - Delay harmonisation of hours in Central Library8 Not all services are open to the public at the same time Less choice8 Library Service - Take one mobile library out of service 12% reduction in capacity LC4.1.1.1" Library Service - Reduce Book Fund Less choice of new stockG Reduction in customer satisfaction leading to reduced issues and visits LC4.1. Library Service - Delete Premises Manager posth Additional workload for library and senior managers; increased risk of health and safety non-compliance.E Reduction in amount of time library managers spend on public service.8 Library Service - business process review of cataloguing5 Achieved through better use of ICT - not until 07/08.X Genuine efficiency saving - originally intended to be reinvested in the Library Service. LC4.2J Heritage Services - Delay recruitment to Natural History curator post (pt)( Temporary loss of expertise in this area# Few, if any, alternatives available@ Staffing capacity (half a post) in this area is already minimal. Inability to respond to public enquiries; use of collection through exhibitions etc not promoted; build-up of curatorial backlog.? Heritage Services - Reduce hours of (vacant) Documentation post Loss of expertise in this areaŸ Reduced ability to respond to public enquiries, plan management of collections, promote public understanding; some loss of ICT expertise; build-up of backlogs. LC4.2.1.7p Heritage Services - Switch Centre for Oxfordshire Studies Saturday opening hours to weekdays (save enhancements) LC4.2.2H Heritage Services - Close Record Office on Tues (delete archivist hours) LC4.2.1.3H Heritage Services - Close museum coffee shop on Mon (when museum closed) LC4.2.1.5= Heritage Services - close Cogges Museum to schools and public LC4.3.2? Music Service & Arts - 50% reduction in arts development grantsG Less opportunity to support small development initiatives in the county@ Fewer projects supported.
Fewer opportunities for participation. LC4.3.1R Music Service & Arts - Change in charging/remissions policy (County Music Service)] Adjustments to be proposed in the concessionary charges policy which will increase net income+ Opportunity cost of reinvestment in service? Music Service - renegotiate teaching staff terms and conditions LC4.4U Management, policy, performance - Let Central Library office space to Oxford Inspires: [Apparently, income will actually go to Property Services]+ Possible beneficial impact from collocation Reduce central management costsm Revenue budget released from transferring Health & Safety works to capital programme (Resources service area)* TOTAL CULTURAL SERVICES REPRIORITISATIONS ? TOTAL CULTURAL SERVICES NET REPRIORITISATIONS TO MEET PRESSURES" 2 : Efficiency: Non Cash Releasing< TOTAL LEARNING & CULTURE (excl. Cultural Services) PRESSURESE TOTAL LEARNING & CULTURE (excl. Cultural Services) REPRIORITISATIONS% LESS: SAVINGS TO MEET SAVINGS TARGET % Children & Families Reprioritisations& Education Development Plan Commitmentsl a) increase in time taken to complete statements.
b) reduction in quality of SEN casework and risk of increased out-county placements and SEN tribunals.
c) reduction in time for budget monitoring of high risk, volatile budgets ( including Transport). d) reduction in quality of casework to maintain children in school or organise planned transfer to another schoolt a) increase in time taken to organise education for pupils out of school.
b) reduction in quality of casework to maintain children in school or organise planned transfer to another school. This, in turn could increase costs of home tuition and PRUIS.
c) reduced time for budget monitoring of high risk, volatile budgets.
d) increase in exclusions.
e) increase in truancy.m "a) increase in time taken to complete statements.
b) reduction in quality of SEN casework and risk of increased out-county placements and SEN tribunals.
c) reduction in time for budget monitoring of high risk, volatile budgets (including Transport). d) reduction in quality of casework to maintain children in school or organise planned transfer to another school. None3 Impact on viability and quality of service provided7 May result in insufficient budget to meet overall costs| Savings from other service areas within Community Learning either not possible for technical reasons or even less acceptable* See previous comments in pressures section None specifically¡ SEN & Social Inclusion - Split across Service Areas including, education, social work, children looked after, PRUIS, educational psychology, SEN support service.† Allocating the savings across fewer services has been considered but rejected as this would increase the impact on individual servicesŠ Reduction in direct support to children and families and potential for increased out-county placements, exclusion from schools and truancy‘ No national benchmarks. Cost per applicant lower in 05/06 (£31.58) than in 1999/2000 (£32.84). Overall performance rated internally as 'good'” The home tuition budget is projected to overspend by £32,000 in 2006/7 as a result of increased pupil numbers and increased costs of home tuition. There are underlying pressures of £25,000 in 2005/6 on the PRUIS budget as a result of reduction in income for permanently excluded pupils. There is an underlying pressure of £60,000 in 2006/7 on social inclusion budgets (behaviour support, education social workers, travellers service) as a result of the requirement to make efficiency savings in Children's Services overall of £256,800 in 2005/6. This is being contained in the current year by reorganising services to reduce posts and not filling vacancies.% Limiting range of service rejected because of priority to increase governors leadership capacity and in order to avoid damaging Charter Mark status and national reputation. Increase of fees rejected as scheme very recently revised and published following review of statutory/core requirem< entsJ Reduction in intervention strategies considered but rejected because of detrimental effect on increasing schools' capacity for improvement. Increase to income target rejected here but used to address other pressures - limit on increase to income earning affected by reduction in size of team and therefore income-earning capacity, Decreased buy back from schools using delegated funds. Surplus of staff but these needed to provide support to increasing number of isolated learners in Oxfordshire - 10 fold increase. We therefore have the staff to manage the changed situation but do not have equivalent funding for their salaries./ "a) increase in time taken to organise education for pupils out of school.
b) reduction in quality of casework to maintain children in school or organise planned transfer to another school. This, in turn could increase costs of home tuition and PRUIS.
c) increase in exclusions.
d) increase in truancy.J Participation in future Arts Council Projects threatened. Contribution of the Arts to improving outcomes for children and young people to raise their achievement limited. Opportunity for Oxfordshire to participate in high profile event which shows Oxfordshire as a leading promoter of culture for children and young people lostê Do not bid for funding in future - cease to participate in Arts Council Projects - rejected because of significance of status of event and contribution to the outcomes for children and young people and lives of citizens of Oxfordshire Ex Gratia Payments - discontinue3 Health & Safety Works - meet from capital programme- Joint Use Sports - reduce provision for works Training - reduce provision MIS/SAP support - savings' Social Inclusion - Green Book Pay Award_ Three options - of which this is one - are set out on page 2 of the accompanying briefing note K The service's establishment and associated costs exceed its current budget As aboveh Reduce staffing (not advisable) Combine staffing with other sections (complex to achieve) N/A¿ Increasing stress and sickness amongst staff leading to failure to meet national benchmarks for 'reach' and recorded and accredited work with young people. Community demands left unfulfilled.) Inflationary pressures from pay agreementN Unavoidable in HR/payroll/planning/ finance sections which are tightly staffedu Serious potential implications, including very real prospect of not all agreed capital funding being able to be spent No comparable unit! CHILDREN, FAMILIES & YOUNG PEOPLE0 TOTAL CHILDREN FAMILIES & YOUNG PEOPLE PRESSURESÄ OCC 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)
demography absorb pressureb Residential care is expensive even accounting for the nature of Oxfordshire (Performance Assessment Framework Indicator PAF B13 Cost of residential care is based on an area cost adjustment). Spot residential and nursing placements are in line with other home counties. However places purchased through block contracts are significantly higher. Generally, lower residential placements is better performance (PAF indicators C26 and B11), but Oxfordshire is very low (only 14 authorities placed fewer people in 03/4). Performance is measure on a bell shaped curve & we are now in danger of placing too few people.7 Risk of legal challenge; stress on carers & families × 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] service to reduce long term needI not to buy. Rejected (apart from one home) as will impact on future costsP Increased Delayed Transfer of Care (DTOC); need for higher cost long term care ª Clients 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 & high number of private funders in Oxon none - statutory duty Risk of legal challenge ¢ 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 ] " demography and high number of DTOC3 not to buy .Rejected will impact on DTOC and carers2 Vulnerable people at risk; stress on carers; DTOC @ Day Services - 2nd year implementation of Day Service Strategy. B strategy to deliver social inclusion and meet higher level of needS delay strategy implementation. Partially rejected but some delay in savings targetsÌ Analysis of (unaudited) CIPFA figures show we spend a higher % of budget on day care than other authorities. No performance or unit cost information available because of the drop- in nature of the service5 Negative impact on health, well being, independence ® Home Support & Respite - Per commissioning strategy: 1.5FTE shared between Purchasing assistant for Home Support and admin support for Respite to improve service efficiencies/ we need to strengthen our purchasing efficiency: Do not recruit but this will impact efficiency improvement Cost of intensive social care are high (B12). We have a high level of average hours per client per week, but not of intensive clients (i.e. we are below the national average on C28). We do not allocate hours in a way that maximises reported performance, but based on individual need. Inefficient purchasing; R Home Support - Reduced health contribution for shared care. Based on case analysis$ pressure in health to redirect spend; not to proceed but this will impact on Pool Budget balance.p Very vulnerable people at risk; increase in admissions to long term care impact on Performance Indicators (PIs).> Home Support External contracts - Reported abnormal inflation.< tender process for Home Support to secure supply and quality4 Select only tenders that come within lower inflation5 Reduction in quality and overall countywide coverage Z Projects financed through Access & Systems Capacity Grant (A&SC) - A&SC likely reduction.
grant changes Older People Pressures_ Pressure linked to grant funded posts: grant inflation has not kept pace with salary inflation No inflation uplift.z Residential Care - Changes following reassessment of continuing care clients - remaining pressure after using base budget{ Service Users receiving continuing care funded placements have been reassessed as requiring Social and Health Care funding.’ In the reassessment process a wide range of options were considered to meet the needs of the Service Users. These were rejected because the needs of Service Users did not fall within the Continuing Care Criteria and they had identified needs for continue support in Residential Care. From existing budgets £155K can be found to reduce the impact of the cost of meeting the Continuing Care pressure. § Outputs: Existing placements would break down. Failure to fund and continue placements would breach our statutory duties under the Community Care Act 1990 and could lead to legal challenge. Failure to fund will impact negatively with partner agencies at Primary Care Trust (PCT) and Oxfordshire Mental Health Trust (OMHT) level. Outcomes: Service Users Aftercare needs would not be met leading to re- admission to hospital.4 Residential Care - Willow House Service reprovision ¤ Service Users have long standing needs for resettlement from long term hospital care. Mental Health Trust and Social Care services need redesigning and reproviding.ø Service Users in Willow House have been assessed and need Residential/Supported Housing services. A PCT, OMHT, S&HC, Supporting People partnership undertaking a combined savings/service redesign exercise to find shared economies could be an option.B Outputs: Failure to fund these Service User assessments and needs means a failure to meet statutory duties to provide Aftercare. Partnership relationships and progress with integrating mental health services will suffer. Outcomes: Service Users remain in long term hospital care and prevented from< maximising independence. Mental Health Pressures Pay Awardt Demographic pressures linked to: (i) medical advances enabling children to survive birth (ii) clients living longer 5 Demographic pressures - increasing numbers of people Š Real loss if involvement in key worker housing ceases. Ditto supply agency Recruitment fares: difficult to draw clear cause & effect lines9 The suggested "solution" is the most cost-effective known+ New activity, so not an answerable question+ Risk of discord & lack of union cooperation¬ Adviser work reviewed and range narrowed to take account of increased workload and ensure detrimental effect on school support and challenge to raise achievement is limitedÓ Unable to meet all the priorities originally identified in EDP - refocusing on priorities within CYPP, linking with other SDS support programmes to maximise benefits of joint working and limit negative impact Green Book pay award1 Funding of post no longer included in core budget¾ Need to ensure continuation of Secondary Adviser posts (where funding has ceased) to ensure appropriate support, challenge and intervention to increase schools' capacity to raise achievement Post needing to be retained to cover core work, including health and safety checks. Risk to Council of legal action if school residential visits not appropriately monitored` No County Council funding in core budget to match grant funding from Arts Council (South East) ý No core funding from Oxfordshire County Council to match £30K Amey Grant. 50% of matched funding provided in kind by providing office base and admin support within current resources. Agreed in discussion with portfolio holders to manage this pressure. No comparators availablex Matched funding is a requirement of grant funding and the assumption is that all/most LAs would meet this requirement. i Redundancy of staff - rejected as specialist staff needed for other growth areas - see previous column. ) Quality impact on statutory requirements.š It is not possible to meet the efficiency savings from schools block items. Every effort has been made to protect front line direct services to children.‡ The recent Ofsted inspection of the LEA noted that the SEN and Social Inclusion services were good services, providing value for money.* Inflationary pressures from pay agreement. Unavailable Unavoidable PRIORITY0 IMAGINE with Modern Art Oxford - matched funding FTE School Development Pressures Children's Services Pressures` School Development - Funding released through vacancies used to refocus work and fund priorities Youth service Admin Review Reduce central costs1 Children's Services Staffing underlying pressure g Children's Services Central Staffing - reorganising services to reduce posts and not filling vacancies. School Development Children's Services Community Learning 1,3 & 4 1&3 £000 PRESSURES Resources Advisory Teachers+ Duke of Edinburgh Award to match Amey grant7 Foundation, Primary & Transition - Green Book Pay Award; Children's Services Central Staffing - Green Book Pay Awardg Student Support - Need to safeguard existing staffing levels in order to avoid service failure in 06/07Á Youth 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( Community Learning - Pay award pressures Unison Recharge Ref. % of 2005/06 Budget 2004/05 Outturn 2005/06 Projected OutturnN What alternative options have been considered and why have they been rejected?< Implications of not funding in terms of outputs and outcomesN How does the service compare with others in terms of unit cost and performance: Implications of reduction in terms of outputs and outcomes * 3 : Service Reductions 4 : Income Generation 5 : Other 2006/07 PressureL Costs of PRUIS and home tuition are line with the median for shire counties. Adviser Vacancies 1,3&4# Reducing the amount of home tuition per pupil is not possible in the context of government guidance to increase the level of home tuition provided. Reduction in places at PRUIS is not possible in the context of a new statutory requirement to provide full time education for excluded pupils. There is an underlying pressure of £95,000 on the central staffing budget in 2006/7 as a result of the requirement to meet efficiency savings in Children's Services overall of £256,800 in 2005-6. This pressure is being met in the current year by reorganising services to reduce posts and by not filling vacancies. This pressure will continue in future years and the actions taken in 2005/6 will need to continue in 2006/7 in order to contain the pressure. A further efficiency saving of £20,000 is required in 2006/7.À Option 1: Cease activity - difficult to do without negative effect on services Option 2: Schools to fund activity - very unlikely to be acceptable to schools as benefits are "indirect" Not appropriate - see previous% Minor activity: no alternative soughtD Need to ensure continuation of Secondary Adviser posts (where funding has ceased) by taking decision not to fill a number of other adviser vacancies allowing continuation of posts no longer in receipt of core funding and creating opportunities to contract staff for particular tasks or functions on more cost-effective basis1 Secondary Advisers arising from Best Value Review6 Soulbury Pay Award and back pay on Soulbury Pay AwardsU Funding for advisers arising from Best Value Review no longer included in base budget˜ Governor Services - Review balance of core/traded work; rationalise leadership work across Governor services and Oxfordshire Quality Schools Association> Difficulty meeting all Education Development Plan requirements8 Special Educational Needs (SEN) - not filling vacancies. Green Book Pay Award' Manage pressures within existing budget> Community Learning Support Unit - Additional income generation( Reduce central costs for Head of Service! Student support - reduce staffing Service Impacts Policy Choice Reprioritisations Type of Reprior-itisation 2006/07 Reprior-itisation$ School Development Reprioritisations% Children's Services Reprioritisations Resources Reprioritisations! Key to Types of Reprioritisation:% 1 : Efficiency Saving: Cash Releasing) 2 : Efficiency Saving: Non Cash Releasing REPRIORITISATIONS Children & Families7 Green book pay award. 0.45% above 2.5% funding per MTFPH Unit Manager £50k to meet pressures from rising number of service users.M Assessment Teams -Balance of pressure not included in "non discretionary" bidZ Continuing care increased health contribution to placements of children with complex needsx Redesign of residential service - to deliver savings over and above those that have been assumed in placement strategy. Children & Families Pressures SHC1ù Not meeting the needs of young people in transition to adult services, older people, people with changing and deteriorating conditions would lead to people being at severe risk and put extreme pressures on families and not meeting statutory duties. K Average Unit Costs and spends and good performance and outcomes for people.2 People left at risk. Not meeting statutory duties.C Repayment of 2005/06 Overspend (£940K less 05/06 virement of £445k) Repayment of overspendŠ Further reducing the level of services being provided. This would leave people at severe risk and not meeting statutory responsibilities. 3 People left at risk. Not meeting statutory duties. SHC4.1E Residential External - increase in high dependency costs from 2005/06, Supporting more people than the budget funds‰ Further reducing the level of service being provided. This would leave people at severe risk and not meeting statutory responsibilities. SHC4.11 Home Support External" Day Care External - contract costsA Supported Living - 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 ) Loss of one off funding received in 05/06U Project Manager - to facilitate the reconfiguration of Supported Living arrangements. Learning Disabilities Pressures SHC5 SHC5.3F Acquired brain injury 2005/06 clients- above current budget provision " continuing care eligibility changeF absorb costs but this would seriously impact number of SPOT placementsd prices are set on individual need, most providers are national so prices will be the same across Las# DTOC; stress on carers & families . OCC Contribution to Pooled Budget (demography)\ absorb costs but this would seriously impact level of other service provision and affect PIs1 DTOC; stress on young carers & working families ^ OCC Contribution to Pooled Budget - Reported abnormal inflation pressures on Domiciliary Care F tender prices for specialist service level requiring additional skills1 select only tenders that come in at low inflation* see price comments in Older People sectionO Reduced skill levels; vulnerable people at risk; impact on carers and families Q OCC Contribution to Pooled Budget - Reduced health contribution for shared care. R health funding pressures needing health funding to offset other critical services 5 not to proceed but will impact on pool budget balance9 Vulnerable people at risk; impact on carers and families Physical Disabilities Pressures Repayment of 2005/06 Overspend% Directorate Management Team Pressures Business Support Pressures Commissioning Pressures$ Repayment of 2005/06 grant shortfall Payback over overspend General restrictions on the timing of the grant cuts dictate the level of pressure. Options that increase further the potential cost shunting/demand to other services, ignore the sensitivity of vulnerable people and actions outside the contractual conditionality have been rejected. All services have been benchmarked as part of the 5 year strategy, at a regional level. Overall there is variable variation within the grant as services are above and below benchmark unit costs.6 Unavoidable due to government grant funding reduction. 2005/06 on-going pressures Loss of Government Grant funding? Grant reduction based on Supporting People distribution formulaJ Pressure to generate Supporting People savings to support grant reduction Loss of 2004/05 carry forward% Loss of carry forward one-off funding Supporting People Pressures? TOTAL SOCIAL & HEALTHCARE (excl. Children & Families) PRESSURES6 Library Service - Shortfall/surpluses in existing MTFPV Previous years' reductions in base budget achieved in the past through one-off savingsD Continuing to make ad hoc savings. Unsustainable and poor practice.Þ Cost per visit to library (£2.16 in 03/04; est. £2.13 in 04/05) is in top quartile (i.e. cheapest) among English counties. (Top quartile boundary = £2.37.)
Public satisfaction with libraries is 68% (all county aver = 69%).… Planning and achievability of targets rendered more risky; higher risk of overspending; risk of having to make ad hoc cuts in service$ Library Service - Unfunded pay award Shortfall in provision in base? Hoping for fortuitous savings. Unsustainable and poor practice. Ditto Banbury Library rent review Increase imposed by landlordK Find alternative location for new library. Requires site, time and capital. Non-discretionary8 Heritage Services - Shortfall/surpluses in existing MTFPð Comparisons with other counties and comparable services demonstrate that Oxfordshire heritage services operate at low overall cost and low cost per user" (Best Value Review).
Public satisfaction with museums is 58% (all county aver = 42%).& Heritage Services - Unfunded pay award3 Heritage Services - Early retirements: hidden costs/ Time-limited unplanned cost of early retirement> Heritage Services - Centre for Oxfordshire Studies extra hours( Need to provide cover for public service8 Ad hoc closure of public service. Poor customer service.c Heritage Services - Cogges Manor Farm: fall-out of West Oxfordshire District Council (WODC) fundingV Full cost of Cogges, mitigated in 05/06 by one-off payment by WODC and use of reservesž Close Sundays: reduces gap to £82K.
Fewer attractions and shorter public season (6 weeks/year): reduces gap to £30K
Close to public and schools: £33K saving.Y Annual visits are ca 27,000, of which over 3,500 are school children on organised visits.z Drop in museum visitor numbers (public and schools) BVPI and CPA.
Loss of access to significant Oxfordshire heritage site. LC4.3P Music Service & Arts - Shortfall/surpluses in existing MTFP (excl Music Service)1 Unit cost of Music Service is comparatively high.) Music Service & Arts - Unfunded pay award Music Service Premises CostsC Additional recharge from school resulting from move to new premises5 Music Service cost of workforce remodelling agreementD New national conditions of service for staff on teachers' conditionsv Negotiate removal of tutors from teachers pay and conditions. Lengthy + uncertain process; adverse impact upon morale.G Management, Policy & Performance - Shortfall/surpluses in existing MTFP5 Management, Policy & Performance - Unfunded pay award! TOTAL CULTURAL SERVICES PRESSURES SOCIAL & COMMUNITY SERVICES LEARNING & CULTURE+ TOTAL SOCIAL & COMMUNITY SERVICES PRESSURESÉ This pressure was forecast as part of the Placement Matters Strategy and agreed at, Executive in April 2005. Future years of the strategy provide potential for re-investment in Family Support ServicesŸ Considered further cutting placements but this could destabilise outcomes for children. Also more foster placements are not yet available as per the strategy. Placements costs are on a par with other Local Authorities. Plans are in place however for 2006/07 to reduce costs by smarter commissioning. Children's social care (at the 15th centile) is the lowest comparative spend in the authority on recent Audit Commission analysisM Reduced outcomes for children, impact on performance targets and APA and JAR. SHC1.6-10J 3 year agreed pay award not fully funded throughout the life of the award.n Reduction of two professional staff rejected on the grounds of capacity issues (see CSCI Inspection) and risk.O Children's Services in Oxfordshire are low funded on all comparator indicators.: Risks to children's outcomes and departmental performance.
SHC1.13-14Å Unit Managers are seen as critical in safeguarding children and maintaining performance. There is a lack of management capacity currently, which is impacting unfavourably on service users and PIs.Ú This is a new post. Only other options are for Service Managers to 'act down' with a resultant drop in performance of their own targets, or to use agency staff with consequent additional costs and lack of consistency. (1)Children's Services Inspection 2005 highlighted a lack of capacity in Assessment Teams in Oxfordshire. (2)Increasing number of referrals and those with no recourse to public funds. (3)Increase in Domestic violence, substance misuse and conduct disorder cases.G Raise thresholds even more but CSCI would criticise this approach and could call into question our ability to safeguard children effectively. Reduce numbers of Prevention and Intervention Team professional staff to meet running costs but this could lead to more children entering the care system, as has happened historically.µ Children's Services in Oxfordshire are low funded on all comparator indicators. (CSCI recommended setting realistic budgets for the future to meet government and national targets).= (1)Increased risk to children (2)Difficulty in harnessing the co-operation of other agencies and therefore a reduction in multi-agency safeguarding (3)Those families with no recourse to public funds potentially having children taken into care with resultant further costs. (4)Failing to meet legislative requirements.L will be challenging to achieve, but will not adversely impact on performance‚ currently a relatively low contribution from health, so should be room for improvement; however all health budgets under pressure no impactM could be challenging to achieve, < but will not adversely impact on performanceL reduction in staff in front line teams: not safe to reduce or cost effectiveM internal placement cost is lower than Private and voluntary sector placements SHC1.26u unit costs: near the bottom of the third quartile for all LAs. Performance: very good (Ofsted 2004)
? L HR/Payroll - subject to structural change in 2003/04 & is efficient c.f comparable units Finance - section subject to reorganisation & growth 2004: not timely to reverse this is parallel with realignment. Planning Development (Premises) subject to scrutiny & reorganisation 2003, at same time as corporate premises & agreed establishment deferred great difficulty in services capital programme
Y ` Í á Policy Choice Pressures‹ HR Staffing: Underfunding of current provision and cessation of Teacher Training Agency Grant on core services (teachers recruitment grant) Increase vacancy factor* Macclesfield House running costs - savings Community Learning Pressures * Resources Pressures * % of 2005/06 Budget, 2004/05 Outturn and 2005/06 Projected Outturn figures exclude Adult Services and City Schools Reorganisation SHC1.1-5$ Underlying reasons for the pressure % Community Learning Reprioritisations*W Placement 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)J Placement Strategy - Re-investment of savings in Family Support Services. N Capitalisation of staffing costs against building projects to achieve savings.> Additional Unaccompanied Asylum Seeking Children (UASC) grant.* Underlying impact of the reprioritisation 0 Pressure managed (See reprioritisations section)0 Pressure managed (see reprioritisations section)` School Development - Soulbury Pay Award and back pay on Structured Professional Assessment (SPA)# Ethnic Minority Achievement ServiceX Social 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).i j H Modernisation Funding with payback in 2008/09 (includes £50k in 2005/06)Í Increased 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.A Governor Services - Education Development Plan (EDP) Commitments U n a b l e t o m e e t a l l t h e p r i o r i t i e s o r i g i n a l l y i d e n t i f i e d i n E D P - r e f o c u s i n g o n p r i o r i t i e s w i t h i n C h i l d r e n a n d Y o u n g P e o p l e s P l a n ( C Y P P ) , l i n k i n g w i t h o t h e r S c h o o l s D e v e l o p m e n t S e r v i c e ( S D S ) s u p p o r t p r o g r a m m e s t o m a x i m i s e b e n e f i t s o f j o i n t w o r k i n g a n d l i m i t n e g a t i v e i m p a c t Í Public Service Agreement (PSA) targets for ethnic minority achievement not met. Council open to accusations of inequalities in support for children. Raising of achievement of vulnerable groups threatened.é Likely delays for applicants and failure to meet the requirements of service level agreement with Department for Education & Skills, leading to possible service failure and withdrawal of the service franchise from the County Council.H Principal factor is withdrawal of Teacher Training Agency grant. Work will so need to be done via OCC funding, or activity reduced. Work at risk: running OCC presence at recruitment fares; L&C involvement in key worker housing projects; L&C "client" role in supply agency; running "taster" courses & "return to teaching" coursesÏ Management capacity at greater risk. This is already low. (See Children Looked After Service Manager and Placements Service Managers span of control, noted by Commission for Social Care Inspection (CSCI)).D impact on numbers of Looked After Children placed locally and budget¡ For the past 18 months all trade unions have had the statutory right to appoint Union Learning Representatives (ULRs) whose responsibility is to advise union members about learning opportunities. ULRs are entitled to time, during their working day, to carry out their duties. For ULRs in schools, this entitlement will involve paying for supply cover, because there are a number of unions which represent school employees, the cost could potentially be very large indeed. However, our trade union representatives have been willing to agree a reasonable and practicable level of provision and to wait until April 2006 before demanding this, on the understanding that we would need to make a budget bid. Proposed is a 1day a week per union during term time model, i.e. 5 unions @ 0.2 a week x 39 weeks a year. This is the minimum which could be regarded as reasonable for dealing with all school employees throughout the county.
ä There is no scope in the existing Trade Union Duties budget to fund the new statutory entitlement because that budget is already insufficient to cover the existing costs. If we did not reach an agreement with the teaching unions, in particular, for a reasonable level of provision, there is potential for greater demands from them. For example, each union could claim separately for the cost of carrying out Health & Safety inspections in every school, rather than co-operating with the Council's "roving representatives" approach, which is much more cost-effective. The ULR approach could well be of great benefit to our employees in terms of continuing professional development and access to learning budgets set up by the TUC and others. LC1.8 LC1.2 LC1 LC1.3 LC1.7 LC1.4 LC2.1 LC2.2 LC2.3 excl. LC2.3.12 LC3 LC3.4 LC3.5 LC5 LC5.3 LC5.3.7 LC2 excl. LC2.3.12 LC3.2 LC3.1 LC5.3.3 LC5.4.2 LC5.4.4 LC5.5.2 LC5.6.1Q Special Educational Needs (SEN) - Green Book Pay Award & Soulbury Pay Award (SPA); Youth Service - reduce management and support service posts Social Inclusion - reorganising services to reduce posts, further increasing the threshold for access to home tuition and not filling vacancies._ Youth Service - possible funding from additional resources for Children and Young People's Plan Fire & Rescue Service CS1P Reinstatement of one-off 2005/06 efficiencies - Reinstate Vehicles Renewals FundQ One-off saving of non replacement of spare Aerial Ladder Patform (ALP) in 2005/06~ Not to replace the one-off base budget saving. Rejected due to the adverse impact on the overall vehicle replacement programmeˆ See CIPFA unit cost per head of population and CPA rating for the service as compared to nearest neighbours and English county councils.U Potential impact on fleet operational costs and resale value on end of life vehicles.G Reinstatement of one-off 2005/06 efficiencies - Reinstate income budget* In 2005/06 one-off income from sale of ALP2 See proposed 2006/07 base budget savings proposals See above( Overspend on Transport budget in 2006/07§ 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)q The need to align the organisational structure to deliver the Fire Authority's IRMP and the Modernisation agenda.Š To remain with the current structure, which has been rejected because it fails to meet the changing needs and demands of Service Delivery.Z Potential failure to deliver the IRMP and increased corporate risk and firefighter safety. Vehicle Renewals Fundm National Procurement Strategy requires Fire Authority's to purchase red fleet through the FiReBuy consortium.’ Alternative would be to negotiate outside the National Framework. This has been rejected due to its conflict with central government requirements.J Our current ve< hicle purchase costs are lower than comparative authorities.: Potential intervention /direction from central government.Q Publication and consultation costs for Integrated Risk Management Planning (IRMP)‚ Statutory requirement to formally consult and publish an Integrated Risk Management Plan (IRMP) and associated Annual Action Plans3 The alternative is not to consult/publish the IRMP.7 Failure to meet legislative and statutory requirements.( Retained Firefighter Recruitment Officer@ Temporary contract for current postholder expires 31 March 2006.n Pilot scheme for alternative contract arrangements for Retained staff rejected on cost and efficiency grounds.“ Potential failure to meet agreed local response standards. Potential failure to provide a safe system of work under Health and Safety legislation. Uniforms and protective clothingn Increased turnover of retained staff has increased demand for Personal Protective Equipment (PPE) and Uniform.¤ Increased recycling of old/returned PPE to be developed by negotiating current contract. Not practicable for all kit on Dignity at Work and Health & Safety grounds.F Reduced protection for operational staff and increased corporate risk.' Community Fire Safety - Junior citizensT No budget to fund business rates for premises used for the Junior Citizen programme.Q No other alternative premises have been identified to accommodate this programme.n Junior Citizens scheme to be abandoned increasing the overall risk to the safety of approx 6,000 young people.g Community Fire Safety - to carry out Community Safety education at specific groups within the community; Current ODPM Community Fire Safety funding is time limited.’ To increase use of existing staff to interact with vulnerable groups. Rejected due to the difficulty in accessing the hard to reach and influence. Failure to effectively interact with specific vulnerable groups will increase the potential risk to these groups and the FA's failure to meet its PSA.(Reduction in fire fatalities and injuries). Occupational health provision Increase in retained recruitment, Disability Discrimination Act, Large Goods Vehicle licences, specialist vehicle tests, medicals for over 55's. Counselling. Recruitment medicals and/or return to work assessments will be delayed, leading to loss of crewing and failure to meet local response standards. Trading Standards & Registration EE3.10 Trading Standards - Staffing Budget UnderfundingS Predicted savings from recruitment drag and increased income have not materialised.f Trading Standards is staff intensive and there is little scope for continually reducing other budgets.S The cost of the service is about the average for County Trading Standards Services.‘ A reduction in non-statutory duties. A reduced contribution to key proirities around lifelong learning, safer communities and economic stability.b Trading Standards - Professional Training Budget (changes to the national qualification framework)A Increased costs of providing a national qualifications framework. Not applicable& Under qualified and disaffected staff. EE3.2S Registration - Increase in Call-centre staffing to meet Customer Service Standards.2 New telephony system has identified that approximately 60% of incoming calls are currently not answered, resulting in a failure to meet Customer Service standards. Calls are likely to increase with the wider range of services and ceremonies that are to be offered, and new, more efficient ways of working.£ Online booking systems and the ability to order and pay for copy certificates online are currently being progressed but will not provide all the necessary savings.H No comparative information available, but circa 60% of calls unanswered.œ Failure to meet Customer Service Standards, and a loss of market share both for the Registration service and the wedding business market within Oxfordshire.‡ Registration - Provision for Marketing & Promotion Budget to maintain market share in current activities and to promote new activities.Ñ Potential loss of market share in wedding business, and subsequent damage to this market sector within Oxfordshire (£63m p.a.). Need to maximise business available from newly available services and ceremonies.l A loss of market share both for the Registration service and the wedding business market within Oxfordshire. RESOURCES Human Resources/ Agreed reduction in the hours of certain posts. no significant impact- Less: Share of savings to meet savings target7 Human Resources Net Reprioritisations to meet pressures Financial ServicesR Pensions liability with respect to former Berks CC employees is reducing each year: Financial Services Net Reprioritisations to meet pressures Legal Services Reduce car allowances budget* Increase fees and charges budget (Sec 106 agreements) - increased activity6 Legal Services Net Reprioritisations to meet pressures ICT RC4.3.2d Efficiencies arising from re-negotiation of contracts, consolidation of licences, better procurementf Reduced resources inevitably puts pressure on all existing service delivery units and ICT development.` Alternative was a reduction of staff count. This was considered to be undesirable at this time.# Per unit cost is slightly improved.Q Outputs and outcomes will remain unchanged with the exception of ICT development.1 Total ICT Net Reprioritisations to meet pressures Business SupportR Translation & Interpretation Service - additional income and business efficiencies 1, 48 Business Support Net Reprioritisations to meet pressures Property RC6.1.1 & RC6.2.1) Reduction in working hours of 3 employees $r Quality impact in General Office and Operational Asset Management but will endeavour to manage with minimal impact_ Redundancy of 1 post - reduced hours for 3 staff will have less impact and suit staff concerned$ No comparative information available( Will be managed to ensure minimal impact RC6.2.4 Review of staff housing rents No adverse impactN Disposal of staff houses - 4 identified for disposal when possession available: All rents to be reviewed to market level from 1 April 2006 No adverse implications RC6.1.12 Review of staff recharges to the capital programme( Reduction in capital programme financingQ Reduce staffing - direct impact on delivery of capital programme/capital receipts' Marginal reduction in capital programme RC6.2.1! Remove post in the General Office) Will endeavour to maintain service levels -P May be some impact on internal mail deliveries and other General Office services RC6f Temporary classroom planning consent renewals - saving in external fees by undertaking work within CPG3 Less priority to community lettings on school sites9 Consents for longer periods contrary to planning policies+ Reduced time for work on community lettings6 Outsource cleaning of County Hall & Macclesfield House! Implications for viability of CFM% Reduce specification - not acceptableJ CFM tender for Speedwell House highest price and lowest quality assessmentZ Possible improved standard of cleaning but implications for other services provided by CFM RC7.1 & RC6.1.1- Capitalise part of the health & safety budget? Reduction of repair & maintenance budget - poor value for money/ Recharge 1 post to Prudential schemes (5 years)1 Reduces funding for R&M from Prudential Programme Reduce R&M revenue spend PROPERTY REPRIORITISATIONS7 TOTAL RESOURCES NET REPRIORITISATIONS TO MEET PRESSURES CHIEF EXECUTIVE'S OFFICE, Funding external relations/change management 3= Democratic Initiatives budget which has been used for one-off promotional projects for local democracy week, to promote elections, support area forum pilots etc! more pressure on marketing budget Not possible to measure3 Reduced funding to support local democracy week etcM Customer Service Team (reduce by 2 posts) rationalisation of resources No comparable data : Will require a more focused approach to secure improvement Social Inclusion (part) Rationalisation of resources No comparable data6 Contribution from Modern< isation Fund (one off 2006/07) Pay pressure Printing Budget decreased volume no comparable data Democratic Initiatives (part) see above Savings to meet Pressures Corporate Efficiency Savings Cancel LGIU Subscription We will rely on LGA briefings Members budget for IT" Total Corporate Efficiency Savings! Less Corporate Efficiency Savings0 TOTAL CHIEF EXECUTIVE'S OFFICE REPRIORITISATIONS1 TOTAL RESOURCES & CHIEF EXECUTIVE'S NET PRESSURES Transport EE1.2.8š Transport Planning - Non support for increased costs of subsidised services, which is against an administration pledge to stand up for rural bus services.L Fewer bus routes supported by the Council. LTP targets potentially affected.a Only option is to fund some or all routes but the impact is to reduce highway maintenance furtherU All services are tendered as and such represent the best value for money at that time Less bus services will be supported particularly in areas where accessibility is poor hence commercial services do not operate.¨ 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.^ Loss of a recently introduced taxi bus scheme. No connection to Lewknor interchange for users.' The taxi bus service will be withdrawn ‘ Transport Planning - Non support for withdrawn commercial services, which is against an administration pledge to stand up for rural bus services.1 Commercially withdrawn services will not continue EE1.4.1¡ Highways Management - Combined Maintenance Contract efficiency savings from Oxfordshire Highways (addit. To Financial Plan), via Business Process Re-engineering. No underlying impactR Re-evaluation of rates and better ways of working are bringing about these savings No impact - efficiency saving EE1.4.2¤ H i g h w a y s M a n a g e m e n t - I n c r e a s e d i n c o m e , v i a i n c r e a s e d c h a r g e s f o r m a n a g e m e n t f u n c t i o n s s u c h a s s k i p a n d s c a f f o l d p e r m i t s a n d m a n a g e m e n t o f p u b l i c u t i l i t y w o r k s e t c & 7 Charges for services are in line with other authorities Highways Management - Revised priorities for highway maintenance incl. street lighting, will result in reduced levels of highway maintenance.N Reduced levels of highway maintenance in some areas / issues by reprioritising_ Only option is to fund some or all but the impact is to reduce public transport support further´ Less services will be provided for the budget available. Areas of spend will need to be prioritised against the Council's key priorities but highway maintenance outputs will suffer• Safer Roads Partnership - No continued support for Speed Indication Dispay operators following the withdrawal of the grant. Seek alternative funding. Transport Reprioritisations Sustainable Development EE2.5.1Ù Countryside Service - Maintenance - Reduced Rights of Way Maintenance on Ridgeway National Trail as a result of the impostion of a permanent seasonal Traffic Regulation Order banning vehicular use in the winter monthsB Potentially none provided Traffic Regulation Orders are effective.Ž Reduced maintenance elsewhere - effect on service. End subscription to AONB's - damaging effect on council priorities and partnership working.÷ The implications should be small provided that: a) the Traffic Regulation Orders are obeyed; b) bad weather does not interfere with the maintenance work; c) vehicular off-road users do not divert to other parts of the network. Output 3, Outcome BÛ Countryside 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) EE2.2R Planning Implementation Group - Reorganisation of staff/reduced use of consultants 1,3} Reduced capacity to deal with e.g. public enquiries.Potential impact on BVPI109A (speed of determining planning applications)< Staff reductions - even bigger and direct impact on service.? In top quartile for speed of determining planning applications.ƒ This could affect the county council's ability to secure development in line with its policy objectives. Outputs 1,2,3 Outcomes B,C€ Planning Implementation Group - Increased Planning Application Fee Income due to significant increases in charges from 01/04/05. ANNEX 3( risk than providers will not sell to OCC; Oxfordshire Care Partnership (OCP) Contract Cost Reduction. none noneZ OCC Contribution to Pooled Budget - Review of purchasing: increased contract efficiencies* reduced certainty of availability of beds1 Possibility of delayed access to residential careX OCC Contribution to Pooled Budget - Reduce respite bed numbers by 1 [1 bed at £462/week]% increase stress and demands on carers! cost reduction already in savings† OCC Contribution to Pooled Budget - reduced spot purchasing because increased use of technology will keep clients in own homes longer. In line with strategic directionr OCC Contribution to Pooled Budget - Reduce Order of St. John's spot purchasing: from 19 beds to 5 by 31st March 06 SHC2.3… Care Management - Replace 4 qualified social worker/occupational therapist posts with unqualified staff (20k for 6mths 06/07;40K FYE), increase in delay for specialist assessmentsQ decrease purchase of other services. Already in savings plan this will affect PIsN We are below national performance measures on assessment waiting times (D55) I Care Management - Reduce care managers by 2 FTE (80k) using vacant postsQ potential increase waiting lists, vulnerable people may not get a timely response5 reduction of other services rejected as impact on PIs6 Will be harder to improve performance on waiting times. Care Management savings due to self assessment+ release of capacity for other service usersh all other options are not as strategic as this as this in line with the forward strategy for the service SHC6.14I Day Services - Go forward with Bicester, Shotover and Witney schemes only[ reduce support for social inclusion and carers, increase loneliness and decrease well beingA increase in reduction of other services rejected as impact on PIs: Negative impact on number of people helped to live at home5 Home support - HS Contract Inflation restriction to:
SHC2.4 Option A - 7% (above normal 3%)G potential lower quality of supply, inconsistent cover across the county high for SE but high cost area3 Clients could experience a rapid turnover of carers- Option B - 5% (in addition to Option A above)= lower quality of supply, inconsistent cover across the county ditto4 Option C - 3% (in addition to Options A and B above)2 Home support - Provide more effective gatekeeping. savings plan; cost reduction but this is already part of our savings plan1 Home support - Internal - Reduce cost of downtime' Difficulty in retaining existing staffd Savings in Home Support due to use of assistive technology - equipment will be funded by £300k grantK fewer face to face visits, but increased opportunity to be more independent4 Home support - Reduce double handed & 15 min visitsJ increased risk management, but release of capacity for other service users SHC2..1@ Independent Living Fund (ILF) extra funding - 3 clients to apply SHC2& Use of 2005/06 Older People underspend Older People Savings
Mental Health SHC3.2. Willow House - longer period of implementation The delays in re-providing Willow House through another Service redesign will impact on Oxfordshire Mental Health Trust (OMHT) delivering their savings plan.0 Service Users needs for services will be delayed SHC3@ Apply and additional 3.1% vacancy factor to all staffing budgets¾ The current budget has an assumption of 2.6 staff turnover factor in addition a further 3.1 staff turnover efficiency factor and reducing posts to achieve £35K will meet these new pressures.Ÿ Oxfordshire currently spends £15.40 per person on Mental Health Services for adults of working age; in comparis< ) on other Shire Counties spend on average £20.22.@ Outputs: Reduced capacity to deliver on statutory duties under the Community Care Act 1990 and Mental Health Act 1983. Increasing delays in discharge from hospital. Outcomes: Service Users and Carers access to statutory Aftercare and social care services to support their mental and emotional well being will be reduced.' Use of 2005/06 Mental Health underspend Mental Health Savings Learning Disabilities SHC4.8N Contract Management Savings Oxfordshire Learning Disability Trust (section 31)Á All other options would mean that the needs of vulnerable people were not met. This would put people at severe risk and put extreme pressures on families . Statutory duties would not be met. L Average Unit Costs and spends and good performance and outcomes for people. SHC4.6+ Day Services External - Review Day Services+ risk of loss of co-operation with providers/ Supported Living - Review of Night time support Clients may need to move Upheaval for clients
SHC4.6 & 8< Supported Living/ Day services external - limiting inflation* risk of loss of co-operation with providerU Supported Living - Develop cost effective accommodation (move 85 people over 3 years) Clients will need to move b Supported Living - Move 3 Mental Health and 3 Autism out-of county clients to in-county provision M Supported Living - Move 7 out-of county placements to Adult Placement Service; Supported Living - Managing impact of inflationary pressure SHC4; Use of previously agreed Policy Plan for abnormal inflation More effective gatekeeping Learning Disabilities Savings Physical Disabilities SHC5.2a OCC Contribution to Pooled Budget - savings achieved through contract efficiencies (Home support)< reduction in quality of service and lack of necessary skillsj reduction in volume or cost of other services but range of services is limited and we have low volume now.+ see cost comparison in Older people sectionm OCC Contribution to Pooled Budget - savings achieved through contract efficiencies. (Specialist home support)r loss of specialist placements leading to DTOC, higher risk of people being served eviction from current placementsS our inflation offer is often lower than other authorities placing in the same home.k OCC Contribution to Pooled Budget - savings achieved through contract efficiencies. (Residential contracts)( risk that providers will not sell to OCCR reduction in quality of service and lack of necessary skills, loss of availability; OCC Contribution to Pooled Budget - Reduce placements by 2.D people will need to remain in hospital and could impact on families N individual prices on need most are national providers so cost are same for Las` OCC Contribution to Pooled Budget - Reduce number of new home support placements by 2 per month.ÿ ª ²H `L º ýP W U Û Z t ï\ I ã_ = Éd # öi , ºn ð -t c ðu &
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