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÷ ü â * ÷ From 2009/10 the MTFP includes £200k for the transfer of coroner's officers from TVP. TVP proposing to phase-in transfer of budgetary responsibility, 100% in 2009/10 and 2010/11, 75% in 2011/12, 50% in 2012/13, 25% in 2013/14 and 0% in 2014/15. â Use the additional funding allocated in the MTFP for the transfer of the coroners officers from TVP. There may be a pressure from 2013/14 when the funding becomes fully utilised for the management of the coroner's officers. TOTAL DIRECTORATE PRESSURES TOTAL DIRECTORATE SAVINGS YEAR ON YEAR VARIATION FTE Changes FTE Changes Net FTE Change ES# PRIORITIES & PRESSURES (CUMULATIVE)% EFFICIENCIES AND SAVINGS (CUMULATIVE) POLICY & STRATEGY# Public Transport Contract Inflation$ Public Transport Contract Efficiency NETWORK MANAGEMENT P&R compensation & operation OXFORDSHIRE HIGHWAYS Pitt Review - Flood/Drainage' Oxfordshire Highways efficiency savings Increased Gully cleaning Catchment studies Countywide drainage schemes Energy Contract increases Tree Management programme Street Scene Maintenance Property related energy costs( Oxfordshire Highways Contract Inflation GENERALS Income generation (fees & charges) various initiatves to maximise income generation PLANNING IMPLEMENTATION GROUP+ Planning Application and monitoring income West End Partnership Team Energy from Waste Applications' STRATEGIC POLICY & ECONOMIC DEVELOPMENT Environment and Climate Change# Unfunded Climate Change Adaptations Operational costs to support the measurement of NI's critical to the LAA and SCS plus delivery of SCS Envirnomnet and climate change priorities+ Service to be provided by UKCIP/consultancy% Minerals & Waste and Spatial Planning: Unfunded Spatial Planning and Minerals and Waste pressure WASTE MANAGEMENTA Governments re-definition of household waste £65 * 8kt - landfillJ Governments re-definition of household waste £40 * 2kt - recycling creditsS Increased LATS costs based on re-definition 8kt @ £35 (increased cost of diversion)D Costs of OWP financial arrangements (diversion credit) £20 per tonne* Reduced contribution to the Waste reserve COUNTRYSIDE, Funding shortfall for Ecologist Planner post: Revenue implications of offices relocation - running costsx Protected species surveys (Specialist Ecologist) bringing together several strands of E&E work under one specialist post Recharge to Capital Programme TOTAL SERVICE AREA % Unrealised savings from previous MTFP SUSTAINABLE DEVELOPMENT TRANSPORT TOTAL PRESSURES - TRANSPORT TOTAL SAVINGS - TRANSPORT) TOTAL PRESSURES - SUSTAINABLE DEVELOPMENT' TOTAL SAVINGS - SUSTAINABLE DEVELOPMENT PROPERTY SERVICES A Repairs & Maintenance inflation B2 Project Delivery fees charges to Capital Programme* Central Offices energy costs plus PS sites( Loss of rent income vacant staff housing Loss of rent income on disposals The Charter+ Rent increases net of properties leased out C+ Prudential borrowing cost pressures for R&M" Reduction in Repairs & Maintenance3 Dilapidation costs from lease termination (non-BOP) County Procurement& Energy Performance Certificates saving- Review of Central Offices FM/Business Support+ Reduced fees for consultant timecharge work TOTAL PRESSURES - PROPERTY TOTAL SAVINGS - PROPERTY. Directorate: Children, Young People & Families) CYP&F Unallocated (linked to restructure) Additional Efficiency SavingsŽ The Directorate will address the pressures following the restructure. At this stage it is not possible to allocate to individual service areasa Shared Services residual pressures (pressures following the transfer of Finance and HR functions)„ Detailed review of Support Services linked to Directorate Restructure (includes the £120k previously identified through RAS Service) M TOTAL DIRECTORATE UNALLOCATED/ Commissioning Strategy and Locality Development: New Efficiency savings target (above those agreed in MTFP)A Full review of Support Services linked to Directorate Restructureb Unachievable efficiency savings relating to income generation for schools included in current MTFP Directorate Legal costs@ Reduction In Joint use budget based on Historic Outturn analysis H Raising Achievement Service; Unachievable Shared Services additional directorate savingsO (Savings delivered through Directorate Restructure and Support Services review), Non provision of Educational Apprenticeships' Energy Pressures from Outdoor EducationD Increase the level of occupancy levels to utilise existing resources Children and Families› Underachievement in full of efficiency savings in current MTFP to be achieved through improved commissioning and contracting arrangements and external care€ Continued development of improved commissioning and pooled budget arrangements. The development of early intervention strategiese Non recruitment to post. Major impact to the Authority in terms of Health and Safety Responsibilities, Non provision of Social Care Apprenticeships$ Young People and Access to Education Efficiency savings target ~ Additional Savings generated from pooling of Directorate Agency placements through investment of early intervention strategies: Efficiency savings through retendering of transport routesL Energy Costs - Youth Centres, Youth Offending Service and SEN establishmentsc Diversion Scheme: To support the full cost pf the service currently funded through PSA reward grant$ Directorate : Environment & Economy Directorate : Corporate Core 0 Directorate : Community Safety (Shared Services)7 Directorate : Corporate and Cross Directorate Pressures COMMUNITY SERVICES CS1 ST Library Service3 TOTAL COMMISSIONING STRATEGY & LOCALITY DEVELOPMENT 3 Educational Apprenticeships" TOTAL RAISING ACHIEVEMENT SERVICE New costs following legal changes, increasing nos. children supported by LA cared for outside CLA system: Residence; Adoption; Special Guardianship. Real Cost Allowances £24k, Adoption Allowances £36k, Special Guardianship £104k, Family and Friends Care £36kk Raise threshold for accessing care services to reduce the number of children and families receiving support. An additional post to provide adoption support_ Additional post (1fte) for Health and Safety Inspections external care and education placement 2 Social Work Apprenticeships6 Energy Costs - Children's Homes and Children's Centres TOTAL CHILDREN & FAMILIES( TOTAL YOUNG PEOPLE & ACCESS TO EDUCATIONÇ Retain current BME capacity and improve capacity overall of Community Development team (1.4 fte) to meet core OCC and S&CS objectives - outcome of Strategy & Performance Review of Community Services.M Reduced need for residential care due to investment in prevention strategies. Changes to Internal Day Services charging policy in the light of the fundamental service review Applying a new standard rate of £5 per day which will bring our charges more into line with the charges of voluntary sector day centres and with other authorities.Ë Senior Practitioner for residential reprovision (1 fte). Reviewing care packages of existing clients and advising on new cases to enable greater independence and reduce the need for residential care.
. ‘ Supported Living contract shortfall. Housing and support staff costs in two supported living schemes not fully covered by Supporting People Grantb New Independent Mental Health Advocacy service required by legislation. Matched funding with PCT.š Contract Officer (0.5 fte). Required as part of changes to the pooled budget arrangements. Review of high cost block and spot contracts to achieve savings0 Temporary Project Manager (0.5fte for 3 years).
… Make permanent project manager, care managers and occupational therapy posts (3.5 FTE) to deliver the long term efficiency programme.– Savings in residential placement costs anticipated through adopting the South East cost savings model (in addition to £80k already included in budget)w Targeted FACS reassessments in internal and contracted services. 1 senior practitioner and 3 care managers for 2 years.q This line assumes that the PCT makes a contribution in lin< e with its current contribution to this pool. At this stage the PCT has not included any increase, above inflation, in its medium term financial plan. However, the PCT has not yet received details of its operating framework for next year. Final decisions will be made by the PCT when these details are known. J Unit Manager and Procurement Officer to lead the framework tender. (2 FTE)¨ Access Team - increase size and capacity of team to deal with levels of calls and ensure KPI targets are delivered with quality support from professional staff. (4 fte)• Income from the sale of withdrawn items which has previously been credited to the depreciation fund and reduce expenditure on audio book on cassette.‘ Self service at Central Library savings already built into the MTFP will not be achievable as planned due to the delay in the Westgate project. ° Self service at Central Library. Savings will be found from elsewhere within the service for years 2009/10 and 2010/11 until they can be achieved through the Westgate project._ To be funded from a contribution from the Adult Social Care budget - Transforming Social Care. Heritage Services Cultural Loans.
0.5 fte to further develop service to meet the increased demand for Early Intervention/Prevention Services and respond to the dementia strategy.) To be funded from Social Care for Adults. Registration Service CS6. Income from General Registrars Office ceasing. Increase income target.! Cultural & Community Developments CS7z To be funded from the Transforming Social Care grant. Thereafter, from savings in adult social care subject to evaluation. CS81 Savings still to be identified to meet pressures. S TOTAL COMMUNITY SERVICES ACG12 ST9 SOCIAL CARE FOR ADULTS All Client Groups ACG1 ACG2 STBIt Share of savings not identified in 2008/09 to meet targets and balance pressures (inflated by 2% to 2009/10 prices). Occupational Therapy & Equipment ACG3Ž Young people transferring to the service requiring equipment and adaptations (approx 5 children per year, subject to further data collection). ACG4 ACG5 ACG6 ACG7 ACG8l Savings to be achieved through business process reengineering (BPR) work, reducing the time spent recording. ACG9 Adult Placement Service\ Home Share project. Support of project following cessation of Department of Health funding.§ In 2009/10 the project will be funded from Transforming Social Care. If the project is successful, it will continue and will fund itself from savings in future years.
Miscellaneous ALL CLIENT GROUPS PRESSURES ALL CLIENT GROUPS SAVINGS Older People OP1 OP2 Older People Pooled Budget Residential & Nursing Beds OP4 OP5 OP6; Savings resulting from investment in prevention strategies. OP7I Project costs relating to DTOC project. OCC to fund a third of the cost. OP8* Allow 2% on various contracts for 2009/10. Home Support OP9* Pro rata share of corporate savings targetÅ Write-off the remaining audio visual stock value. Total unfunded pressure is £116k of which £36k will be met from a carry forward from 2007/08 (£16k) and sale of withdrawn items in 2008/09 (£20k).X Increasing levels of dependency of clients requires more expensive specialist equipment.‚ Limit provision of expensive equipment except where it is strictly necessary and in accordance with revised prescribing protocols.û Increases in the number of people needing supported from therapists in Integrated Care Teams to support hospital discharge, the delivery of specialist care pathway for strokes and fracture neck of femur will lead to more equipment being prescribed. @ Staffing pressures in Occupational Therapy need to be addressed as service has the highest referral rate to Social & Community Services. Ongoing need to respond to spectrum of demand, preventative through to complex support requests. Action will reduce waiting list, achieve and maintain 28 days maximum response time.º The adoption of the national "Retail Model" of equipment provision will give service users more choice and control, and achieve significant savings in administration and delivery costs. µ Matched funding with partners for a Safeguarding Adults Training Co-ordinator to ensure compliance with Department of Health recommendation on co-ordinated training across agencies.… Independent Safeguarding Authority - Cost of implementing new registration requirements for all people working with vulnerable adultsu Reduced need for residential care due to the provision of more equipment to enable people to stay in their own homes.~ Review large packages of home support and actively enable some people to become more independent with a reduced need for care.Ú Running costs for 4 new bases for locality teams at Oxford, Banbury, Wallingford and West Oxfordshire (joint use with PCT so will be matched funded). Costs shown here represent 50% of the total costs of the new bases. Á Move to Supported Living (as per Learning Disabilities model).
Savings to be achieved through de-registering homes and being able to access housing benefits and Independent Living Fund income. j Further demographic pressures identified on the pool. In addition to the £1.8m already built in the MTFP.u Prudential borrowing costs associated with service re-design project (in addition to £70k already included in budget)® Further restriction of supported living rents which are above local reference rent level. The County Council has contractual responsibility for rent shortfall for 22 tenants.º Pressure from projected overspend in 08/09 arising from increased costs arising from decisions of the funding panel to approve new cases or approve increased support to existing cases." ¸ The Corporate Procurement Team would have to be reduced if it was to meet the financial pressures that it faces. This is not in the interests of services who would face higher prices as a result. Consequently, it has been agreed corporately that Directorates will find savings to enable the Corporate Procurement team to continue to function at its existing level and thus allow Directorates to reap the financial benefits from their work { Pressures resulting from the transfer of budget from the directorate to Shared Services agreed as part of the Business Case Additional income resulting from more timely financial assessments following a review of the financial assessment and care assessment processes ST10^ Additional funding for 0.5FTE post in the Staff Care Service in Shared Services to support SCS ST11 Community Librarian.
2 year temporary post (1fte), funded from 2007/08 carry forward in 2008/09 and part of 2009/10. Post will need to continue throughout 2010/11 to develop alternative service provision in rural libraries and contribute to community building with S&CS.N Review the use of External Home Support in the light of self directed support. OP10 OP11= Only allow 2% on External Home Support contracts for 2009/10. Internal Day Services OP12 OP13n Rental income from letting rooms at Day Centres. Based on renting 2 rooms per week at 5 centres for £20 each. OP14= External Day Service - reprovision of day services in Henley. Integrated Care Services OP15 OP16Œ Extended Clinical Cover. To provide weekend and evening cover on an on-call basis. Will be matched funded by the Primary Care Trust (PCT). OP17 Review of charging policy for clients staying in intermediate care (non-charging service) longer than required, rather than moving on to fee paying services. OP18C Efficiency savings based upon changes to processes and/or staffing. OP19M Extra Care Housing costs met from Transforming Social Care Grant and savings., Net revenue savings from Extra Care Housing. OLDER PEOPLE PRESSURES OLDER PEOPLE SAVINGS Physical Disabilities (PD) & & & PD1 PD2 OCC Contribution to the PD Pool PD3« Changes to Independent Living Fund (ILF) funding. The criteria has changed meaning a number of clients fall outside the high priority category so do not receive funding. PD4¾ Reduce contribution to the PD Pool. Savings from cost of care packages resulting from work of S< enior Practitioner and reassessment of clients qualifying for Continuing Care and ILF funding. PD5 PD6 PHYSICAL DISABILITIES PRESSURES PHYSICAL DISABILITIES SAVINGS
Mental Health MH1 MH2@ Review of processes and systems in Pay & Employment Information.c Virement of LiNK budget from ICT (£94K) with the balance from increased income collection in S&CS.+ Provision of a Job Finder Service - Shared Services funding ends in 2008/09 and the contribution from the Change Fund ends in 2009/10. The Job Finder Service has demonstrated that it has enabled directorates to avoid redundancy costs. It is proposed that this is treated as a corporate pressure.à Use surplus in the insurance recharges budget. The budget is higher than the actual charges due to different inflation rates being applied to the budget and the recharges in 2007/08 and 2008/09. Energy conservation measures` This series of pressures totalling £583K in 2009/10 and including 8 fte's can be managed in part by cost reduction measures including staff reviews, software distribution, software re-licensing, server consolidation and desktop virtualisation. There would also be a requirement for directorates to transfer permanent budget to ICT to provide additional resources for systems engineering and applications support etc. This has not yet been agreed with directorates and the additional resources will only be procured if there is agreement to transfer budgets or if alternative savings can be found in ICT.F OCC Contribution to Primary Care Trust pool (Service Level Agreements) MH3 MH4C OCC Contribution to Oxfordshire Mental Health Trust Pool (Staffing) MH5+ Savings resulting from service restructure. Non Pooled (Purchased Services) MH6' Further review of high cost placements MH7 MH8! P&R ancilliary income generation # Increase occupier energy efficiency Partner contributions1 Procurement and OWP Financial arrangement savings Market increase cost of landfill Loss of Royalty income! Savings from forward LATS Trading MENTAL HEALTH PRESSURES MENTAL HEALTH SAVINGS Learning Disabilities LD1 LD2/ OCC Contribution to Learning Disabilities pool LD3 LD5 LD6 ACG10 ACG11 OP3œ Reach agreement with 2 service providers to cease "Deficit funding agreement" which incurs higher costs to OCC. This will have no impact on service quality.0 To be funded from Transforming Social Care Grantg The total demographic pressure on the learning disabilities pool is estimated to be an extra £2.8m every year. This reflects the increased costs arising from decisions of the panel approving new cases or agreeing improved support to existing cases. The County Council currently funds approximately 55% of the LD pool and the PCT 45%. In its Medium Term Financial Plan, the County Council has set aside additional funding of £1.8m each year to meet its share of the costs of these demographic pressures of £2.8m. This line assumes that the PCT continues to make a contribution at current levels into the pool. At this stage the PCT has not included any increase, above inflation, in its medium term financial plan. However, the PCT has not yet received details of its operating framework for next year. Final decisions will be made by the PCT when those details are known. LD4» Additional funding required to cover Financial Services posts within Shared Services due to the non delivery of projects which would have enabled Shared Services to reduce staff numbers. AD1 AD2= Oxford Inspires - Contribution to corporate pressure of £100k AD4— Additional costs of supported living placements from 5 % reduction in Supporting People contribution to the pool and no inflation in pool contribution. LD7[ Supported Accommodation Review: Increased savings target (£300k already included in budget) LD8 LD9E Reassessment of individual needs in contracted and internal services. LD10R Invest in outreach support from forensic services to prevent inpatient admissions.Q Reduce contracted forensic inpatient beds by 1 (residual from reduction in 07-08) LD11 LD12/ Carry forward of projected overspend from 08-09: Full year effect of re-tendered supported living contract. LD13 LD14- Increase income from Independent Living Fund. LD15 Health & Wellbeing post Strategy. Consequential savings from past restructuringb Building Schools for the Future (BSF): Preparation and implementation of major development Project£ FTE: Increases in head count will be matched by equivalent reductions refocusing overall staffing levels on client facing roles and key professional support staff.H Work with children's team to reduce placement costs prior to transition. LD16+ Ask occupiers to reduce energy consumption Pensions revaluationR Slippage on delivery of savings to be carried forward and met by extended pay back3 Extension of Opening times for some Youth Centres. " Share of Oxford Inspires pressure.# To be funded from Adult Social Care! Manage increased costs with unit.: Hold all contract inflation to 1% below inflation funding. LD17, Further reviews of care packages under FACS. LD18W Decommission Residential home and move residents to block vacancies in supported living LD19# Reduction in Preserved Rights grant LD20 LD21< Invest in community and preventative mental health services. LD22" Efficiencies from framework tender LD23J Decommission 1 inpatient bed and reduce cost of step-down beds (half year) LD244 Reassess Caretech residents access to VISION service LD25@ Reassessments in day services, and move spot purchasing to block LD269 Re-tender supported living and supporting people contract LEARNING DISABILITIES PRESSURES LEARNING DISABILITIES SAVINGS& TOTAL SOCIAL CARE FOR ADULTS PRESSURES$ TOTAL SOCIAL CARE FOR ADULTS SAVINGS Strategy & Transformation ST1 ST2 Facilities Management ST3 Unachievable rent income ST4- Interpretation Service - unachievable income. ST5 ST6 ST7 ST8# STRATEGY & TRANSFORMATION PRESSURES! STRATEGY & TRANSFORMATION SAVINGS Across Directorate Energy price increases.M Ask occupiers to reduce energy consumption to keep expenditure within budget. ACROSS DIRECTORATE SAVINGS+ TOTAL SOCIAL & COMMUNITY SERVICES PRESSURES) TOTAL SOCIAL & COMMUNITY SERVICES SAVINGS) Directorate : Social & Community Services Adults Demographyv Divert Success project funding in 2009/10 and use PSA reward grant in 2010/11 and 2011/12. To be reviewed post 2011/12) EFFICIENCIES, SAVINGS & REPRIORITISATIONS IMPACT DESCRIPTION 2009/10 20010/11 2011/12 2012/13 2013/14 TYPE RISK £000 TOTAL PRESSURES
TOTAL SAVINGS Key: NET PRESSURES/SAVINGS
Cross Service HR Financial Services! Financial & Management AccountingG Continuing programme of continuous improvement and business development MedE Development and implementation of e-learning and e-booking solutions.> HR services - savings target of 4 fte's will remain in 2009/10I Delivery of the balance of the business case savings for Accounts Payable? Delivery of the balance of the business case savings for Income< Loss of income earning opportunities for payslip advertisingD Business process re-engineering and automation of invoice processing LowF Increased mortuary costs.
The Council has a 30 year contract with the JR Hospital Trust for mortuary provision (storage of bodies). The contract sum can be increased if the Trust can demonstrate to the Council that the mortuary's direct or indirect costs have increased and that these increases are fair and reasonable.Ã LiNK not delivering system improvements to support the Business Case assumption that 3fte staff currently undertaking system reconciliations and upload work can be removed from the establishment. IGr Delay in delivering SAP for Schools resulting in a delay in reducing staffing by 2fte to meet Business Case targetf It should be possible to manage this pressure by increasing the AP savings target by £10K (see above)./ Allocate vacancy factor across Shared Services.Y Further funding will be required from the SAP for Schools project in 2009/10 and 201< 0/11. Efficiency Savings Target b Learning & Development - around 25% of the business case savings target will remain in 2009/10. D Budgets transferred from S&CS were net of a vacancy factor of £119K j Business process re-engineering and re-structuring of a joint team with the Department of Work & Pensions.* Increased recharge from County Procurement# Reduce supplies & services budgets D Funding of posts from increased income collection on behalf of S&CS. STRATEGY Legal & Democratic Services* Efficiency Savings Target - Legal Services Increased Section 106 incomeH Reduced use of counsel and rely more on existing staff to cover hearings/ Efficiency Savings Target - Democratic Services! Re-structure Democratic Services ' Pay pressure within Democratic Services Members' Services Efficiency Savings Target Regional Control Centre. Increased requirements (and therefore costs) for data management required in FRS. No longer able to absorb this cost due to movement in the business case from predicted 30% saving. Based on workload equivalent of 2 FTE and data system / interfacing costsñ ö u This budget for Members covers IT hardware, training, conference attendance, subsistence, mileage, etc. Any reduction in this budget will curtail opportunities for Members to attend training events and conferences. It will not be possible to fund all major IT hardware upgrades/replacement and Member training, induction and development after the quadrennial elections. High Partnerships Working Unit” 2009-2010 will be managed within existing resources. A further review of unit structure will be carried out to meet medium and longer-term targets. to be reviewed@ New LAA manager post to be funded by the Oxfordshire Partnership Policy Unit q These pressures can be managed by the use of a planned underspend in 2008/09 and by managing a vacancy target.
Pay pressures CHANGE Communications & Marketing> Savings arising from the communications and marketing review. Strategic HR & OD Restructuring of the service Customer First% Reduce supplies and services budgets. SR Change Reduce working hours. FINANCE & PROCUREMENT / ICT Finance & ProcurementH Berkshire pensions - reduced charges as the number of pensioners reduces O% Reduction in early retirement charges Internal Audit - anti fraud work Savings to be identified* Corporate Core Management & Administration0 Efficiency Savings Target - Subscriptions budget Review the subscriptions budget2 Management of vacancies / Re-structure the service ICTP Efficiency Savings Target - net of savings from the re-negotiated Serco contract¿ New SAP support contract will commence in October 2012 - some savings are likely but are not quantifiable. The remaining savings will be achieved by cost reduction measures to be identified.# Reduce supplies and services budget Estimated increased OCN costs after the existing contract ends in February 2009. BT rental costs are also likely to increase. „ Data centre - increased energy requirement as a result of the consolidation of servers into the central server room plus inflation. C Software licences - increases above allowed inflation for contracts 2010/11 Assistant to the Cabinet$ IT Investment Fund - SAP HR, CRM etcK Members Allowances - post 2009 election. Approved by Council 19 June 2007. Directorate: Community Safety REF RISK
CS1.1 & CS1.2 FIRE & RESCUE SERVICE - DELIVERY Share of savings target $ Included in savings identified below% Increased cost of gas and electricityD Implications of flooding review as a result of IRMP - Provision of 2 further dry suits per appliance to allow crews to have a safe system of work and renewals and contribution to whole life costing of essential flood response equipment (in first 2 years to be found from contribution got FRS operational equipment reserves). TOTAL STRATEGY! Total Legal & Democratic Services Total Members' Services Total Partnerships Working Unit Total Policy Unit Total Communications & Marketing Total Strategic HR & OD Total Customer First Total Change TOTAL CHANGE Total Finance & Procurement0 Total Corporate Core Management & Administration Total ICT! TOTAL FINANCE & PROCUREMENT / ICT! Appointment of LAA manager (1fte)1 Appointment of a Capital Programme Manager (1fte). Additional programme office resources (1 FTE).Ž Additional resources for systems engineering (3 FTE) . New systems are being introduced including new SAP technologies and Disaster Recovery.— Additional resources for applications support (3 FTE) - skills shortages exist in the areas of database maintenance, reporting and incident resolution.i Compliance support - additional support in ICT for benchmarking and internal performance reporting (1FTE)‘ Flood Training underspend due to reduced costs by procuring alternative training facilities in 2008/9 allowing carry forward of this contribution N/A¾ Implications of flooding review as a result of the Integrated Risk Management Plan - second boat and swift water rescue capability to cover south of the county and create a resilient service˜ Additional funding for increased staffing as a result of duty system change and enhanced facilities required at Bicester due to increased risk (population, business and commerce and progressively worsening congestion issues) based on 7 staff to create 1 pump Mon- Fri. Effect will be to reduce attendance times and increase ability to undertake proactive Community Fire Safety activities in the Bicester areaª Removal of key stage 4 youth activity (mainly connected to youth diversionary schemes); Significant threat to meeting 365 alive targets and inability to contribute to CAA¾ Withdrawal from the Phoenix Youth Intervention Scheme; This will reduce youth engagement, reduce opportunities to recruit from underrepresented groups and affect ability to contribute to CAAÒ Removal of the firesetter intervention service; This will prevent engagement with young people who have proven very high risk behaviours and could result in increased fires, injuries and potentially fatalities TOTAL SERVICE AREA TOTAL SERVICE AREA SAVINGS CS1.3-5 FIRE & RESCUE SERVICE - SUPPORT CS1.4ü Movement to regional approach for selected Control and mobilising support functions. Effect is to reduce opportunities for current staff redeployment and to require complete alignment with regional procedures which may require changes to the OFRS IRMPd 1 staff member to undertake ongoing continuation training for flood response / safe systems of work U Police Officer seconded to the Doorstep Crime Unit - no funding after 2008/09 (1 fte) Better process for ordering. Additional Staff (1fte)* Tree Management - Inspection staff (fte 2)4 Project Lead resource on Capital project work (1fte) ES / SR ES/IG The price of diesel has increased by up to 40% in the last year, increasing 08/09 fleet costs by £60K. Whilst the current costs have reduced slightly, the current price creates an exceptional pressure and may increase further in the current and future years. Pressure based on current year average costs +10%. This pressure is net of a 10% reduction in non emergency mileage for non red fleet. ? Fleet management - continued inflation above RPI. This has been absorbed over several years by constant innovation and cost savings but cannot be sustained indefinitely. Costs are associated with appliance and core equipment ongoing maintenance - e.g. increased costs of tyres, oils and specialist parts for red fleet? Fleet and front line emergency equipment provision - extension of whole life costing for required range of equipment (e.g. Positive Pressure Ventilation). This has been absorbed over several years by constant innovation and cost savings but cannot be sustained indefinitely. Costs are based on 3.5 appliances per year+ Increased recharge from County Procurement \ Increased values of some white fleet vehicle disposals (not appliances due to extended life) TOTAL FIRE AND RESCUE SERVICE. Difference between FRS pressure and efficiency FRS FTE Changes FRS FTE Changes< L CS2 EMERGENCY PLANNING# Renegotiation of external contracts CS3 SAFER & STRONGER COMMUNITIES TOTAL SERVICE AREA PRESSURES CS4 GYPSY & TRAVELLER SITES CS5 TRADING STANDARDS` This post can only be funded in future years by a service cut elsewhere within Trading Standards CORONER'S SERVICE CC2.3 Transfer of coroner's officers from TVP - budgetary responsibility is expected to transfer in stages from 2011/12 to 2014/15. £200K has been included in the MTFP from 2009/10. This may not be sufficient when OCC takes on full financial responsibility in 2014/15.ÿ 2 K dM l LN T 1O 9 aP i R ÃS Ë U %
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‰
‘ $ ’ “ ì r ðr ¢
ð
ƒ ð0 € LÕ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] `LÕ®À« ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð !
ƒ ð0 € œÕ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] !`œÕ®øÀ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð "
ƒ ð0 € ìÕ®… ¿
¿ À@ ÿ ¿ ð ¸ Ÿ ð ] "`ìÕ®èÁ« <
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q < r ðr ¢
ð #
ƒ ð0 € <Ö®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] #`<֮ث <
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š < r ðr ¢
ð $
ƒ ð0 € ŒÖ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] $`ŒÖ®Èë <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð %
ƒ ð0 € ÜÖ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] %`ÜÖ®¸Ä« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð &
ƒ ð0 € ,×®… ¿
¿ À@ ÿ ¿ 𠸥 Ú ¥ ð ] &`,×®¨Å« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð '
ƒ ð0 € |×®… ¿
¿ À@ ÿ ¿ 𠸥 Ú ¥ ð ] '`|×®˜Æ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð (
ƒ ð0 € Ì×®… ¿
¿ À@ ÿ ¿ 𠸥 Ú ¥ ð ] (`Ì×®ˆÇ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð )
ƒ ð0 € Ø®… ¿
¿ À@ ÿ ¿ 𠸥 Ú ¥ ð ] )` Ø®xÈ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < Œ ð„ B
ð *
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
/ & 9 & 9 ð ] *` hÉ« < Œ ð„ B
ð +
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
& @ + & @ ð ] +` ÈÉ« < Œ ð„ B
ð ,
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `- 7- ð ] ,` ÀÊ« < Œ ð„ B
ð -
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `0 70 ð ] -` ¸Ë« < r ðr ¢
ð .
ƒ ð0 € Ù®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] .` Ù®°Ì« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ < r ðr ¢
ð /
ƒ ð0 € \Ù®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] /`\Ù®8Ϋ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð 0
ƒ ð0 € ¬Ù®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] 0`¬Ù®(Ï« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð 1
ƒ ð0 € üÙ®… ¿
¿ À@ ÿ ¿ ð ¸ Ÿ ð ] 1`üٮЫ <
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q < r ðr ¢
ð 2
ƒ ð0 € LÚ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] 2`Lڮѫ <
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š < r ðr ¢
ð 3
ƒ ð0 € œÚ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] 3`œÚ®øÑ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð 4
ƒ ð0 € ìÚ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] 4`ìÚ®èÒ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð 5
ƒ ð0 € <Û®… ¿
¿ À@ ÿ ¿ 𠸥 Ú ¥ ð ] 5`<Û®ØÓ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð 6
ƒ ð0 € ŒÛ®… ¿
¿ À@ ÿ ¿ 𠸥 Ú ¥ ð ] 6`ŒÛ®ÈÔ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð 7
ƒ ð0 € ÜÛ®… ¿
¿ À@ ÿ ¿ 𠸥 Ú ¥ ð ] 7`ÜÛ®¸Õ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð 8
ƒ ð0 € ,Ü®… ¿
¿ À@ ÿ ¿ 𠸥 Ú ¥ ð ] 8`,Ü®¨Ö« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < Œ ð„ B
ð 9
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
/ & 9 & 9 ð ] 9` ˜×« < Œ ð„ B
ð :
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
& @ + & @ ð ] :` ø׫ < Œ ð„ B
ð ;
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `- 7- ð ] ;` ðØ« < Œ ð„ B
ð <
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `0 70 ð ] <` èÙ« < r ðr ¢
ð =
ƒ ð0 € Ý®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] =` Ý®àÚ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ < r ðr ¢
ð >
ƒ ð0 € lÝ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] >`lÝ®hÜ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð ?
ƒ ð0 € ¼Ý®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] ?`¼Ý®XÝ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð @
ƒ ð0 € Þ®… ¿
¿ À@ ÿ ¿ ð ¸ Ÿ ð ] @` Þ®HÞ« <
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q < r ðr ¢
ð A
ƒ ð0 € \Þ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] A`\Þ®8ß« <
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š < r ðr ¢
ð B
ƒ ð0 € ¬Þ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] B`¬Þ®(à« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð C
ƒ ð0 € üÞ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] C`üޮ᫠<
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð D
ƒ ð0 € Lß®… ¿
¿ À@ ÿ ¿ 𠸧 Ú § ð ] D`L߮⫠<
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð E
ƒ ð0 € œß®… ¿
¿ À@ ÿ ¿ 𠸧 Ú § ð ] E`œß®øâ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð F
ƒ ð0 € ìß®… ¿
¿ À@ ÿ ¿ 𠸧 Ú § ð ] F`ìß®èã« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð G
ƒ ð0 € <à®… ¿
¿ À@ ÿ ¿ 𠸧 Ú § ð ] G`<à®Øä« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < Œ ð„ B
ð I
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
/ & 9 & 9 ð ] I` Èå« < Œ ð„ B
ð J
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
& @ + & @ ð ] J` (æ« < Œ ð„ B
ð K
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `- 7- ð ] K` ç« < Œ ð„ B
ð L
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `0 70 ð ] L` è« < r ðr ¢
ð M
ƒ ð0 € ,á®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] M`,á®é« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ < r ðr ¢
ð N
ƒ ð0 € |á®… ¿
¿ À@ ÿ ¿ ð ¸ Ÿ ð ] N`|á®˜ê« <
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q < r ðr ¢
ð O
ƒ ð0 € Ìá®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] O`Ìá®ˆë« <
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š < r ðr ¢
ð P
ƒ ð0 € â®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] P` â®xì« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ < r ðr ¢
ð Q
ƒ ð0 € lâ®… ¿
¿ À@ ÿ ¿ ð ¸ Ÿ ð ] Q`lâ®hí« <
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q < r ðr ¢
ð R
ƒ ð0 € ¼â®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] R`¼â®Xî« <
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š < Œ ð„ B
ð S
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
/ & 9 & 9 ð ] S` Hï« < Œ ð„ B
ð T
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
& @ + & @ ð ] T` ¨ï« < Œ ð„ B
ð U
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `- 7- ð ] U` ð« < Œ ð„ B
ð V
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `0 70 ð ] V` ˜ñ« < Œ ð„ B
ð W
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
/ & 9 & 9 ð ] W` ò« < Œ ð„ B
ð X
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
& @ + & @ ð ] X` ˆó« < Œ ð„ B
ð Y
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `- 7- ð ] Y` €ô« < Œ ð„ B
ð Z
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `0 70 ð ] Z` xõ« < r ðr ¢
ð [
ƒ ð0 € Lä®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] [`Lä®pö« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ < r ðr ¢
ð \
ƒ ð0 € œä®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] \`œä®ø÷« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð ]
ƒ ð0 € ìä®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] ]`ìä®èø« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð ^
ƒ ð0 € <å®… ¿
¿ À@ ÿ ¿ ð ¸ Ÿ ð ] ^`<å®Øù« <
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q < r ðr ¢
ð _
ƒ ð0 € Œå®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] _`Œå®Èú« <
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š < r ðr ¢
ð `
ƒ ð0 € Üå®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] ``Ü宸û« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð a
ƒ ð0 € ,æ®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] a`,殨ü« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð b
ƒ ð0 € |æ®… ¿
¿ À@ ÿ ¿ 𠸧 Ú § ð ] b`|殘ý« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð c
ƒ ð0 € Ìæ®… ¿
¿ À@ ÿ ¿ 𠸧 Ú § ð ] c`Ì殈þ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð d
ƒ ð0 € ç®… ¿
¿ À@ ÿ ¿ 𠸧 Ú § ð ] d` ç®xÿ« <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð e
ƒ ð0 € lç®… ¿
¿ À@ ÿ ¿ 𠸧 Ú § ð ] e`lç® ¬ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < Œ ð„ B
ð f
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
/ & 9 & 9 ð ] f` 0¬ < Œ ð„ B
ð g
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð
& @ + & @ ð ] g` P¬ < Œ ð„ B
ð h
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `- 7- ð ] h` H¬ < Œ ð„ B
ð i
£ ð< … ¿ D ¿ À@ Ñ ÿ ? "ñ ¿ ‚ ‚ ð `0 70 ð ] i` @¬ < r ðr ¢
ð j
ƒ ð0 € \è®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] j`\è®8¬ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ < r ðr ¢
ð k
ƒ ð0 € ¬è®… ¿
¿ À@ ÿ ¿ ð ¸ Ÿ ð ] k`¬è®À¬ <
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q < r ðr ¢
ð l
ƒ ð0 € üè®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] l`üè®°¬ <
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š < r ðr ¢
ð m
ƒ ð0 € Lé®… ¿
¿ À@ ÿ ¿ ð ¸ Ú ð ] m`Lé® ¬ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
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ˆ $ ‰ Š ì r ðr ¢
ð
ƒ ð0 € `,å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] ``,åP¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð
ƒ ð0 € °,å… ¿
¿ À@ ÿ ¿ ð ¥ ð ] `°,å Q¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð
ƒ ð0 € -å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] ` -åðQ¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð
ƒ ð0 € P-å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] `P-åàR¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð
ƒ ð0 € -å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] ` -åÐS¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð
ƒ ð0 € ð-å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] `ð-åÀT¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð
ƒ ð0 € @.å… ¿
¿ À@ ÿ ¿ ð ¥ ð ] `@.å°U¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð
ƒ ð0 € .å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] `.å V¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð
ƒ ð0 € à.å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] `à.åW¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð
ƒ ð0 € 0/å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] `0/å€X¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð
ƒ ð0 € €/å… ¿
¿ À@ ÿ ¿ ð Á, Ú , ð ] `€/åpY¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð
ƒ ð0 € Ð/å… ¿
¿ À@ ÿ ¿ ð Á, Ú , ð ] `Ð/å`Z¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð
ƒ ð0 € 0å… ¿
¿ À@ ÿ ¿ ð Á, Ú , ð ] ` 0åP[¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð
ƒ ð0 € p0å… ¿
¿ À@ ÿ ¿ ð Á, Ú , ð ] `p0å@\¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð "
ƒ ð0 € À0å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] " `À0å0]¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð #
ƒ ð0 € 1å… ¿
¿ À@ ÿ ¿ ð ¥ ð ] # `1å ^¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð $
ƒ ð0 € `1å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] $ ``1å_¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð %
ƒ ð0 € °1å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] % `°1å `¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð &
ƒ ð0 € 2å… ¿
¿ À@ ÿ ¿ ð ¥ ð ] & ` 2åð`¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð '
ƒ ð0 € P2å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] ' `P2åàa¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð (
ƒ ð0 € 2å… ¿
¿ À@ ÿ ¿ ð Á' Ú ' ð ] ( ` 2åÐb¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð )
ƒ ð0 € ð2å… ¿
¿ À@ ÿ ¿ ð ' ¥' ð ] ) `ð2åÀc¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð *
ƒ ð0 € @3å… ¿
¿ À@ ÿ ¿ ð Á' Ú ' ð ] * `@3å°d¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð 7
ƒ ð0 € 3å… ¿
¿ À@ ÿ ¿ ð Á. Ú . ð ] 7 `3å e¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð 8
ƒ ð0 € à3å… ¿
¿ À@ ÿ ¿ ð . ¥. ð ] 8 `à3åf¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð 9
ƒ ð0 € 04å… ¿
¿ À@ ÿ ¿ ð Á. Ú . ð ] 9 `04å€g¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð :
ƒ ð0 € €4å… ¿
¿ À@ ÿ ¿ ð Á8 Ú 8 ð ] : `€4åph¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð ;
ƒ ð0 € Ð4å… ¿
¿ À@ ÿ ¿ ð 8 ¥8 ð ] ; `Ð4å`i¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð <
ƒ ð0 € 5å… ¿
¿ À@ ÿ ¿ ð Á8 Ú 8 ð ] < ` 5åPj¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð =
ƒ ð0 € p5å… ¿
¿ À@ ÿ ¿ ð ÁH Ú H ð ] = `p5å@k¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð >
ƒ ð0 € À5å… ¿
¿ À@ ÿ ¿ ð H ¥H ð ] > `À5å0l¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð ?
ƒ ð0 € 6å… ¿
¿ À@ ÿ ¿ ð ÁH Ú H ð ] ? `6å m¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð @
ƒ ð0 € `6å… ¿
¿ À@ ÿ ¿ ð ÁT Ú T ð ] @ ``6ån¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð A
ƒ ð0 € °6å… ¿
¿ À@ ÿ ¿ ð T ¥T ð ] A `°6å o¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð B
ƒ ð0 € 7å… ¿
¿ À@ ÿ ¿ ð ÁT Ú T ð ] B ` 7åðo¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð C
ƒ ð0 € P7å… ¿
¿ À@ ÿ ¿ ð Ác Ú c ð ] C `P7åàp¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð D
ƒ ð0 € 7å… ¿
¿ À@ ÿ ¿ ð c ¥c ð ] D ` 7åÐq¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð E
ƒ ð0 € ð7å… ¿
¿ À@ ÿ ¿ ð Ác Ú c ð ] E `ð7åÀr¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð F
ƒ ð0 € @8å… ¿
¿ À@ ÿ ¿ ð Ác Ú c ð ] F `@8å°s¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð G
ƒ ð0 € 8å… ¿
¿ À@ ÿ ¿ ð c ¥c ð ] G `8å t¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð H
ƒ ð0 € à8å… ¿
¿ À@ ÿ ¿ ð Ác Ú c ð ] H `à8åu¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð N
ƒ ð0 € 09å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] N `09å€v¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ ì r ðr ¢
ð O
ƒ ð0 € €9å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] O `€9åpw¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð P
ƒ ð0 € Ð9å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] P `Ð9å`x¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð Q
ƒ ð0 € :å… ¿
¿ À@ ÿ ¿ ð ¥ ð ] Q ` :åPy¬ ì
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q ì r ðr ¢
ð R
ƒ ð0 € p:å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] R `p:å@z¬ ì
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š ì r ðr ¢
ð S
ƒ ð0 € À:å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] S `À:å0{¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð T
ƒ ð0 € ;å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] T `;å |¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ ì r ðr ¢
ð U
ƒ ð0 € `;å… ¿
¿ À@ ÿ ¿ ð Á# Ú # ð ] U ``;å}¬ ì
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð V
ƒ ð0 € °;å… ¿
¿ À@ ÿ ¿ ð Á# Ú # ð ] V `°;å ~¬ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð W
ƒ ð0 € <å… ¿
¿ À@ ÿ ¿ ð Á# Ú # ð ] W ` <åð~¬ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð X
ƒ ð0 € P<å… ¿
¿ À@ ÿ ¿ ð Á# Ú # ð ] X `P<åଠ<
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð Y
ƒ ð0 € <å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] Y ` <åЀ¬ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ < r ðr ¢
ð Z
ƒ ð0 € ð<å… ¿
¿ À@ ÿ ¿ ð ¥ ð ] Z `ð<åÀ¬ <
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q < r ðr ¢
ð [
ƒ ð0 € @=å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] [ `@=å°‚¬ <
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š < r ðr ¢
ð \
ƒ ð0 € =å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] \ `=å ƒ¬ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ < r ðr ¢
ð ]
ƒ ð0 € à=å… ¿
¿ À@ ÿ ¿ ð ¥ ð ] ] `à=儬 <
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q < r ðr ¢
ð ^
ƒ ð0 € 0>å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] ^ `0>倅¬ <
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š < r ðr ¢
ð _
ƒ ð0 € €>å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] _ `€>åp†¬ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ < r ðr ¢
ð `
ƒ ð0 € Ð>å… ¿
¿ À@ ÿ ¿ ð ¥ ð ] ` `Ð>å`‡¬ <
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q < r ðr ¢
ð a
ƒ ð0 € ?å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] a ` ?åPˆ¬ <
ð ¶ Š p < ‹ Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
< p $ >
… 3
5 š [
_ O q
s L † ‡
ˆ $ ‰ Š < r ðr ¢
ð b
ƒ ð0 € p?å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] b `p?å@‰¬ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ >
… 3
5 š [
_ O q
s L †
‰
‘ $ ’ “ < r ðr ¢
ð c
ƒ ð0 € À?å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] c `À?å0Š¬ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð d
ƒ ð0 € @å… ¿
¿ À@ ÿ ¿ ð Á Ú ð ] d `@å ‹¬ <
ð ¶ “ x < ” Type of saving
CR Cash releasing efficiency saving
NR Non-cash releasing efficiency saving
IG Income generation
SR Service reduction
Oth Other
< x $ \
Ä 3
5 ß [
_ t q
s q †
‰ .
‘ $
’
“ < r ðr ¢
ð e
ƒ ð0 € `@å… ¿
¿ À@ ÿ ¿ ð ¥ ð ] e ``@匬 <
ð ¶ q h < r Key:
Impact on Service
1 Statutory duty/unavoidable
2 Significant impact
3 Moderate impact
4 Minimal/No impact
< h
$ J
t 6
7 M K
L K ]
^ S q < r ðr ¢
ð f
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