LCATC Group Budget Amendment Final 110213

ANNEX 1
LABOUR COUNCILLORS AGAINST THE CUTS GROUP BUDGET PROPOSALS AMENDMENTS TO GENERAL FUND REVENUE BUDGET PAPERS 2013/14
REF. BETTER 000's Section A - Revenue Bids NEW a NEW b NEW c NEW d Reopen Oaklands Pool Retain Archaeology Service Local Council Tax Discount for OAP's and Special Constables Additional borrowing costs to fund 1.5M addition to the Capital Programme for Oaklands Pool 235.0 100.0 1,000.0 90.0 WORSE 000's
Section B - Additional Savings NEW a Reduced Provision for Redundancy in 2013/14 Reflecting 149.64 FTE (261 Employees) Net Reduction in Posts Deleted After Allowing for Costs Already Incurred (4,150.4) (22,000.0) 1,320.0
NEW b(i) Additional Prudential Borrowing 22M NEW b(ii) Costs associated with 22M of additional Prudential Borrowing Section C - Rejected Savings Proposals AS 1 Increase in Supported Housing capacity for OPMH clients at Graylings. Remodelling through use of Social Care transfer funding allocated via NHS. Full review of current reablement services to inform future commissioning covering quality, eligibility, productivity and funding sources Review of low level packages and reprovision of non personal / non time restricted tasks from existing Domiciliary care providers. Reduction in various Care Management posts Learning Disability Development Fund Reduction in staff and supplies and services Provider Services Management Increase in income arising from proposed changes to the Non Residential Charging Policy Undertake cuts in the Supporting People programme, resulting in service reductions. Advice and Information / Day Care contracts Reducing the contract values to provide specific support for HIV/Aids Drug Action Team - Reducing the commissioning budget to purchase services for drug users Early Years & Children's Centres Learning Support (Statutory) Home to school transport Learning Support (Statutory) Locality management
25.0
AS 2
2,380.0
AS 3
600.0
AS 5 AS 6 AS 7 AS 8 AS 9 AS 10
30.0 130.0 15.0 85.0 30.0 135.0
AS 12 AS 13 AS 14
370.0 59.0 33.0
AS 15 CS 1 CS 2
105.0 935.0 100.0
CS 3
188.0
ANNEX 1 Learning Support (Non Statutory) Traded Services Emergency Duty Team Fostering/Adoption Family Centres Child and Adolescent Mental Health Children in care services Our House Learning Support (Statutory) Traded Services Asset Management Children's Services & Learning Estate and school ICT strategy Management redesign & centralisation of support teams Workforce development Contracted services Youth Support Asset Management Schools PFI Reduce running cost, supplies & services for regeneration and city limits team - includes resources for projects
CS 4 CS 5 CS 6 CS 7 CS 8 CS 9 CS 10 CS 11
58.0 31.0 39.0 83.0 60.0 53.0 628.0 62.0
CS 12 CS 13 CS 14 CS 15 CS 16 CS 17
159.0 674.0 475.0 796.0 458.0 450.0
COMM 1
33.0 90.0 73.0
COMM 2 Fund Skills team from Adult Learning Grant COMM 4 Reduce the Grants to Voluntary Organisations Budget by approximately 7% per annum Reorganisation of Regeneration and Renewal Team to focus on accountable body and external funding work only Review and rationalisation of performance management systems, including CORVU
COMM 5
102.0
COMM 6
58.0 133.0 21.0 192.0 50.0 50.0 15.0 15.0 50.0 25.0 357.0 90.0 300.0 115.0 250.0 15.0 5.0 10.0 50.0
COMM 7 Refocusing and reduction of City Limits COMM 8 Reduction in general support budgets COMM 9 Restructure of Change Management Team COMM 10 Restructure of Communities Team E&T 1 E&T 3 E&T 4 E&T 5 E&T 6 E&T 8 E&T 9 E&T 10 E&T 12 E&T 13 E&T 16 E&T 17 E&T 18 E&T 19 Reduction of Transport for South Hampshire (TfSH) Contribution Efficiencies in School Crossing Patrols Reduction in market research/consultation budget Reduction of PUSH contribution Crematorium - staff reduction Various measures including - improving efficiency of waste collections, policy changes at the Household Waste Recycling Centre and reductions in waste disposal costs. Increase in planning fees Introduction of evening charges Charge for first Residents Permit Review of Car Parking Charges Increase burial fees Increase Pest Control fees Increase registration fees for ceremonies Increase in cremation fees
ANNEX 1 Restructure of Planning and Development team, Sustainability team and Business Support team Introduce a chargeable garden waste collection service where income covers operating costs. Reduction in bus subsidies affecting evening bus services, night buses and the S1/S2 services plus the Hythe Ferry. Revert to national disabled bus pass scheme Remove Directorate Business Support Manager post Reduction in Management Assistant posts Reduce Project Integra membership costs Reduction of Road Safety Partnership budget Remove additional revenue budget for costs not covered by the Highways Partnership. Reduction in staff levels. Reduction in staff levels. Review and restructure of Business Support and Admin Review of charges and management resources for the site Implement the self financed allotment service arrangements Provide only web based visitor information service Restructure of Leisure & Culture Reductions in Library service Reductions in Events Team Reorganise & Restructure Grounds Maintenance Management & Operations Reorganise and restructure the street cleansing service with reduced management and operational staff, fleet resources and move to a primarily reactive cleansing service model Restructure the operational arrangements of the Natural Environment and Tree Management teams Reduction in Art Gallery opening hours Review and restructure of the Communications function Environment & Economy restructure Economic Development - income from city centre spaces Deletion in posts and supplies & services Reduction of Economic Development activity Review and restructure of Building Cleaning Reduction of 1 FTE Business and Account Management Officer post Deletion of Customer Services Support Officer and associated general support budgets Reduction of 1 FTE Partnership Officer Post
E&T 21
95.0
E&T 22
542.0
E&T 23 E&T 24 E&T 25 E&T 26 E&T 27 E&T 28 E&T 30 E&T 32 E&T 33 E&T 34 HLS 2 HLS 3 HLS 5 HLS 7 HLS 8 HLS 9 HLS 10
404.0 30.0 50.0 41.0 40.0 50.0 100.0 20.0 57.0 52.0 18.0 67.0 46.0 200.0 97.0 25.0 580.0
HLS 11
400.0
HLS 12 HLS 13 LEAD 1 LEAD 2 LEAD 4 LEAD 6 LEAD 7 RES 1 RES 2
129.0 60.0 95.0 360.0 50.0 64.0 59.0 29.0 30.0
RES 5 RES 6
50.0 25.0 105.0 469.7
Corporate Deletion of one Director to be achieved through the merger of the Saving Adult Social Care & Children's Directorates NEW a Council Tax Freeze (Net cost after Grant) Section F - Balances Addition to Balances (26,150.4) Net Gap / (Surplus)
7,620.7 26,150.4 0.0
ANNEX 2
SUMMARY OF REVENUE BIDS

Portfolio Ref Service Activity Description of Item Impact / Issues 2013/14 20014/15 2015/16 000's Housing & Leisure Services Portfolio Mike Harris 000's 000's Head of Service
New a
Leisure & Culture
Reopen Oaklands pool
235
235
235
New b
Leisure & Culture
Continue Archaeology Service
Archaeology team is intended to be a self funding trading unit. However, reduction in development and more competition from the private sector has meant that substantial losses have been consistently incurred. This fundign will allow the subsidise the unit to allow it to continue.
100
100
100
Mike Harris
Housing & Leisure Services Portfolio Total Resources Portfolio Local Taxation & Benefits
335
335
335
New c
Local Council Tax Discounts
Reinstate local discounts for OAP's and Special Constables
1,000 1,000 1,335
1,000 1,000 1,335
1,000 Andy Lowe 1,000 1,335
Housing & Leisure Services Portfolio Total GRAND TOTAL
ANNEX 3
SUMMARY OF EFFICIENCIES, ADDITIONAL INCOME AND SERVICE REDUCTIONS

Portfolio Ref Service Activity Description of Item Impact / Issues 2013/14 2014/15 2015/16 Net Reduction in Senior Posts Manager FTE In FTE 000's 000's 000's Post Vacant
Adult Services - Efficiencies This exercise will provide alternative care provision for the equivalent of 8 Increase in Supported Housing OPMH clients. This will allow 8 clients to live with more independence capacity for OPMH clients at within a sheltered housing setting with extra care support as opposed to Graylings. receiving a traditional residential care service. To remodel services, including improving efficiencies, using the Social care transfer funding to support change. This will be focused on developing integrated working to improve outcomes and reduce duplication as well as faster implementation of personalisation.
AS 1
Adult Disability Care Services
(50)
(50)
Carol Valentine
AS 2
Portfolio Wide
Remodelling through use of Social Care transfer funding allocated via NHS.
(2,380)
(2,380)
Stephanie Ramsey
AS 3
Full review of current reablement services to inform Provider Services future commissioning City Care covering quality, eligibility, productivity and funding sources
Improve effectiveness and uptake of reablement service to improve outcomes for clients and reduce impact on residential placement spend
(600)
(600)
Stephanie Ramsey / Jane Brentor
AS 4
Portfolio Wide
To increase the current number of family carers willing to support social care clients in their own homes supported with appropriate funding, this Increase in the usage of proposal will require the addition of a shared lives officer. The proposal will Shared Lives as an alternative provide better outcomes for clients in addition to a more cost effective way to residential care for older of providing care. The effectiveness of this service will depend on the persons ability to recruit appropriate family carers and the suitability of potential clients. This level of saving is reliant on achieving an increase of 50 clients in Shared Lives as opposed to Residential Care by 2015/16. Review of low level packages and reprovision of non There are a number of low level need packages, (less than five hours a personal / non time restricted week) where potential alternatives could be sourced. tasks from existing Domiciliary care providers.
(100)
(250)
Jane Brentor
AS 5
(65)
(65)
Stephanie Ramsey
ANNEX 3

AS 6
Reduction in various Care Care Management Management posts
The proposal is to redesign the structure for the Care Management teams leading to a reduction in the overall posts. In addition savings will be made from the future Sensory Services reprovision and support staff as a result of changes to the Paris system that will reduce inputting required.
(200)
(200)
0.00
0.00
Carol Valentine
AS 7
Learning Disability Learning Disability Commissioning Development Fund
Reduction in administrative costs of Valuing People Board and minor service reductions
(15)
(15)
Stephanie Ramsey
AS 8
Reduction of one time limited contracts officer post will reduce ability to Reduction in staff and supplies manage back log of work contracts and quality assurance work. Supporting People and services Efficiencies from staff costs under the sheltered housing contract to be managed by Housing. Deletion of 0.52FTE vacant Organisational Development Manger post. This level of reduction may lead to the requirement for Change Programme funding for short term staffing to manage major service developments in 2013/14. Sub-total Adult Services - Income This is an addition to the estimate of additional income proposed and accepted in Feb 2012. Under the proposed charging policy there will be a greater degree of fairness to ensure that all chargeable services are actually charged for and that all clients will only pay what they can afford. The changes to day services charges will be phased in over two years with the proposed actual full cost rate being introduced fully in 2014/15.
(25)
(25)
0.00
Stephanie Ramsey / Nick Cross
AS 9
Provider Services Provider Services Management Management
(30)
(30)
0.00
Jane Brentor
(3,465)
(3,615)
0.00
0.00
AS 10
Increase in income arising from proposed changes to the Non Residential Charging Policy
(260)
(260)
Carol Valentine
AS 11
This is not an increase in charges. This increase in income is achieved Increase in income from clients through the annual increase in benefits that clients receive. It does not due to increase in benefits. represent a shift in the application of the charging criteria. This sum is in addition to the amount approved in February 2012. Sub-total
(50)
(50)
(50)
Carol Valentine
(50)
(310)
(310)
0.00
0.00
ANNEX 3

Adult Services - Service Reductions Undertake cuts in the Supporting People Supporting People programme, resulting in service reductions. Reductions would be made to contracts for older people, mental health, drugs and alcohol, homelessness and women fleeing domestic violence leading to remodelled services and reductions in accommodation and support. Several contracts are up for renewal. There could be impacts on other service areas including care budgets and health. The cessation of the Age Concern advice contract could lead to the potential increase in referrals to Adult Contact Service. The SCA Day Care contract will reduce by 4% of placements for older people. This may increase risk of carer breakdown or entry into care. However work will be undertaken to maximise under used provision
AS 12
(715)
(715)
Stephanie Ramsey
AS 13
Adult Disability Commissioning
Advice and Information / Day Care contracts
(59)
(59)
Stephanie Ramsey
AS 14
Wellbeing
Reducing the contract values to provide specific support for HIV/Aids
This support is non statutory. The funding allows for two organisations to provide counselling, training, individual support etc for individuals with HIV/Aids. The level of incidence of HIV/Aids in young adults has increased by more than half over the past five years. This proposal may reduce the viability of the organisations which as a result which could mean that no specialist service will be available in the city.
(33)
(33)
Stephanie Ramsey
AS 15
Mental Health Commissioning
Drug Action Team - Reducing the commissioning budget to purchase services for drug users
This reduces the DAT capacity to commission services. This service is currently not meeting all national targets. Services are currently out to tender to address this issue, improvement will be restricted by the proposed reduction in resources. In addition this reduction will limit the ability of the DAT to cope with the potential impact on the city arising from reductions within other Portfolios. This proposal will reduce the Adult Services contribution to drug services to nil, although the Council will retain the responsibility and consequent contribution for the budget following the transfer of Public Health in 2013/14. Sub-total Adult Services Portfolio Total
(105)
(105)
Stephanie Ramsey
0 (50)
(912) (4,687)
(912) (4,837)
0.00 0.00
0.00 0.00
ANNEX 3

Children's Services - Efficiencies Early Years & Children's Centres Efficiencies in operating the city's Children's Centres in two hubs - East and West. Reducing staffing duplication, contracts with partners and some reduction in services and supplies. Limited impact on targeted work with vulnerable families. Efficiencies through the introduction of a pilot for families in 2013/14 to take responsibility for transporting their children to special schools with reimbursement. Reduction in management as a consequence of operating Children's Centres and Parenting Teams into two hubs - East and West. Efficiencies in provision offered to schools by traded services Music service and Education Welfare Efficiencies from the Emergency Duty Team managed through Children First Increase the number of adopters that SCC recruit and sell to other local authorities and deletion of a vacant post. Efficiencies through delivery of all family based social care activity from one Family Centre and Children's Centres. Efficiencies through removing vacant posts and reviewing a range of services for children and young people with mental health needs and integrating services Removal of vacant posts within family centres. Alison Alexander
CS 1
Prevention
(1,000)
(1,000)
0.00
0.00
CS 2
Education
Learning Support (Statutory) Home to school transport
(100)
(100)
Alison Alexander
CS 3
Prevention
Learning Support (Statutory) Locality management Learning Support (Non Statutory) Traded Services Emergency Duty Team
(223)
(223)
0.00
0.00
Alison Alexander Alison Alexander Felicity Budgen
CS 4
Prevention
(58)
(58)
0.00
CS 5
Safeguarding
(37)
(37)
0.00
CS 6
Safeguarding
Fostering/Adoption
(47)
(47)
0.00
Felicity Budgen Felicity Budgen Felicity Budgen Felicity Budgen
CS 7
Safeguarding
Family Centres
(120)
(120)
0.00
0.00
CS 8
Safeguarding
Child and Adolescent Mental Health
(71)
(71)
0.00
CS 9
Safeguarding
Children in care services
(64)
(64)
0.00
CS 10
Safeguarding
Our House
Closure of the underused local authority managed children's home, Our House. With alternative arrangements for children requiring care at no additional cost from the forecast position for 2013/14. Sub-total
0 0
(788) (2,508)
(788) (2,508)
0.00 0.00
0.00 0.00
Felicity Budgen
ANNEX 3

Children's Services - Income CS 11 Prevention Learning Support (Statutory) Traded Services Increased growth in products and services sold to schools and other organisations covering special needs, educational psychology and governance and leadership in schools. Sub-total Children's Services - Service Reductions Asset Management Redesign existing workforce to respond to purchased ICT/broadband Children's Services & Learning services by school and a reduction in the level of officer available to Estate and school ICT strategy undertake health and safety functions with schools Karl Limbert 0 0 (73) (73) (73) (73) 0.00 0.00 Alison Alexander
CS 12
Infrastructure
(173)
(173)
0.00
CS 13
Reduction in service support functions including Planning, Performance, Children's Services Management redesign & Data, Contracting, Business Support and senior and middle management and Learning centralisation of support teams positions Redesign of staff development programme. Removing funding for Early Years Practitioners following recent upskilling of the workforce and reduced demand. Reduction in contracts with the third sector to achieve a 50% decrease A decommissioning process informed by an holistic impact assessment would seek to minimise the overall impact of these service reductions on critical key performance indicators. Cease Council delivery of universal and targeted youth support services. Seek alternative providers and funders for open access youth provision
(831)
(831)
0.00
0.00
Alison Alexander
CS 14
Children's Services Workforce development and Learning
(518)
(588)
0.00
0.00
Alison Alexander
CS 15
Commissioning
Contracted services
(996)
(1,396)
Alison Alexander
CS 16
Prevention
Youth Support
(765)
(765)
0.00
0.00
Alison Alexander Karl Limbert
CS 17
Infrastructure
Asset Management Schools PFI
Sharing of PFI affordability gap with schools Sub-total Children's Services Portfolio Total
0 0 0
(450) (3,733) (6,314)
(450) (4,203) (6,784) 0.00 0.00 0.00 0.00
ANNEX 3

Communities - Efficiencies Reduce running cost, supplies Skills, Economy & & services for regeneration Includes resources for project development so could impact on things like COMM 1 Housing Renewal and city limits team - includes ability to match fund or create projects to respond to city needs resources for projects COMM 2 Skills, Economy & Fund Skills team from Adult Housing Renewal Learning Grant Reduction in number of adult learning courses Sub-total Communities - Income COMM 3 Skills, Economy & Employment & Skills Team Housing Renewal income generation Fund Section 106 post from external grant Sub-total Communities - Service Reductions The Cabinet agreed this principle in the context of approving the outcomes based commissioning model for grants. The level of reduction is subject to annual budget setting decisions by Full Council. Current applicants have been advised about recommendations made by officers and provided information on feedback to Members about the impact on their organisation. The recommendations are within the agreed budget limits.
(33)
(33)
Suki Sitaram Suki Sitaram 0.00 0.00
0 0
(90) (123)
(90) (123)
(35) (35)
(35) (35)
(35) (35) 0.00 0.00
Suki Sitaram
COMM 4
Customer & Business Improvement
Reduce the Grants to Voluntary Organisations Budget by approximately 7% per annum
(193)
(304)
Suki Sitaram
COMM 5
Reorganisation of Regeneration and Renewal Skills, Economy & Cessation of some regeneration functions. Provide statutory regeneration Team to focus on accountable Housing Renewal function and ability to bid for external funds body and external funding work only Customer & Business Improvement Review and rationalisation of performance management systems, including CORVU The Policy, Performance Management and Systems Review identified a number of systems used for Management Information and Performance Monitoring. Further work is being undertaken to review licences, staffing levels, maintenance costs and value of the existing systems to realise the required savings.
(119)
(119)
0.00
0.00
Suki Sitaram
COMM 6
(64)
(64)
0.00
Suki Sitaram
ANNEX 3

COMM 7
Skills, Economy & Refocusing and reduction of Housing Renewal City Limits
Removal of General Fund resources for City Limits Employment (53% of previous General Fund resources to be replaced by Housing Revenue Account funding). Potential impact on services for residents with learning difficulties/disabilities.
(140)
(140)
0.00
0.00
Suki Sitaram
COMM 8
Customer & Business Improvement
Reduction in general support budgets
These cover budgets in Communities, Communications and Corporate Policy and Performance. Deletion of vacant posts expected to support the Change Programme. The Change Programme will be supported by the Policy and Performance Analysts who will contribute 50% of their time for 2 / 3 years. In addition this proposal seeks to fund 2 Project Managers from the Transformation Fund.
(21)
(21)
Suki Sitaram
COMM 9
Change Management
Restructure of Change Management Team
(192)
(192)
0.00
Suki Sitaram
COMM 10
Customer and Business Improvement
Restructure of Communities Team
Delete vacant post. This will reduce the capacity of the team Sub-total Communities Portfolio Total
0 0 (35)
(50) (779) (937)
(50) (890) (1,048) 0.00 0.00
0.00 0.00 0.00
Suki Sitaram
ANNEX 3

E&T 1
Environment & Transport - Efficiencies Reduction of Transport for Planning, Transport South Hampshire (TfSH) & Sustainability Contribution
No direct impact as reduction to contribution agreed in 2011/12
(50)
(50)
Paul Nichols Paul Nichols Paul Nichols Paul Nichols Paul Nichols
E&T 2
Planning, Transport Efficiencies in Bikeability cycle No impact as will be funded from Department for Transport income. & Sustainability training Supervisor to reduce hours and removal of some vacant School Crossing Planning, Transport Efficiencies in School Crossing Patrol posts. Limited impact as it has not been possible to fully staff this & Sustainability Patrols service. Planning, Transport Reduction in market & Sustainability research/consultation budget Planning, Transport Reduction of PUSH & Sustainability contribution Limited direct impact as essential market research/consultation activities will be funded as needed on a project specific basis There is a risk of a full re-evaluation of Partnership for Urban South Hampshire (PUSH) funding and PUSH programmes being significantly downscaled. Following refurbishment of the Crematorium and installation of new cremators (to be completed by the end of 2012/13) it is proposed to reduce staff by one. This would have an impact on resilience at times of unexpected staff shortage.
(25)
(25)
(25)
E&T 3
(15)
(15)
0.00
0.00
E&T 4
(15)
(15)
E&T 5
(50)
(50)
E&T 6
Bereavement
Crematorium - staff reduction
(25)
(25)
0.00
Mitch Sanders
E&T 7
Environmental Health
The additional licensing of HMO's will generate income. Any associated Additional Licensing of Houses work that can be done using existing resources within the Environmental in Multiple Occupation Health Team through reprioritising work would produce a net saving. Various measures including improving efficiency of waste collections, policy changes at the Household Waste Recycling Centre and reductions in waste disposal costs. This will require a concerted publicity campaign to advise residents of changes to services. Consultation with staff and Trade Union will be required on the detail proposed for a range of waste collection efficiencies built around merging of some collection services supported by optimisation of collection rounds. Changes to the waste acceptance policy at the City Depot Household Waste Recycling Centre will also be required along with a review of summer opening hours. Sub-total
(50)
(50)
(50)
Mitch Sanders
E&T 8
Waste Collection and Disposal
(464)
(464)
0.00
0.00
Jon DyerSlade
(75)
(694)
(694)
0.00
0.00
ANNEX 3

Portfolio Ref Service Activity Description of Item Impact / Issues 2013/14 2014/15 2015/16 Net Reduction in Senior Posts Manager FTE In FTE 000's 000's 000's Post Vacant Paul Nichols Paul Nichols
E&T 9
Environment & Transport - Income Planning, Transport Increase in planning fees & Sustainability Introduction of evening Parking and Patrol charges
Government proposal to increase planning fees nationally by 15%. Currently there is no charge for on and off street evening parking in the City Centre with the exception of multi-storey car parks. This change would bring the council in line with competitors and other neighbouring authorities. Currently in District Centre car parks parking is free for up to 5 hours with a single charge of 5 a day thereafter. The introduction of an hourly 50 pence rate would simplify enforcement and generate additional income. Due to the potential impact on local businesses, any implementation of this proposal will be delayed to 2014/15 pending a review. Currently the first resident permit issued for a property is free. Introduction of an annual charge of 30. There has been no increase in charges since 2009. Some charges will increase and some will decrease, with a net 5% increase in income target. Would require a change in the councils Parking Policy. Increased income from additional residents permits. Government funding to support sampling in the port as part of dealing with national threats has allowed the revenue budget to be reduced. A 5% increase is proposed. A 5% increase is proposed. A 5% increase is proposed. Review charges to bring an overall increase of 5% is proposed. Grant is not guaranteed in future years and this risk will need to be managed. Sub-total
(90)
(90)
E&T 10
(500)
(500)
E&T 11
Introduction of charges at Parking and Patrol District Centre Car Parks
(70)
(70)
Paul Nichols
E&T 12 E&T 13 E&T 14 E&T 15 E&T 16 E&T 17 E&T 18
Parking and Patrol Parking and Patrol
Charge for first Residents Permit
0 0
(130) (250) (50)
(130) (250) (50) (10) (15) (5) (10) (50)
Paul Nichols Paul Nichols Paul Nichols Mitch Sanders Mitch Sanders Mitch Sanders Mitch Sanders Mitch Sanders Mitch Sanders 0.00 0.00
Review of Car Parking Charges Shared use of on street Parking and Patrol parking bays for resident parking Government funding for Port Port Health Health sampling Bereavement Services Pest Control Registration Increase burial fees Increase Pest Control fees Increase registration fees for ceremonies
(10) 0 0 0 0
(10) (15) (5) (10) (50)
E&T 19 Bereavement Services Increase in cremation fees Use of Food Standards Agency (FSA) government grant income to fund existing service.
E&T 20
Trading Standards
(30) (40)
(30) (1,210)
(30) (1,210)
ANNEX 3

Environment & Transport - Service Reductions Restructure of Planning and Planning, Transport Development team, & Sustainability Sustainability team and Business Support team This will significantly reduce capacity to undertake planning policy, planning conservation, archaeology and sustainability policy work. The loss of some Team Leader posts will be balanced by some reinforcement of more junior technical roles to ensure that statutory requirements can be met.
E&T 21
(134)
(134)
0.00
Paul Nichols
E&T 22
Waste Collection
Will require a concerted publicity campaign to advise residents of the change to a chargeable service. Residents would still have access to the Introduce a chargeable garden Household Waste Recycling Centre (HWRC) to dispose of their garden waste collection service where waste free of charge. With a chargeable service there would be a income covers operating costs. reduction in the number of posts required to operate the service, the actual reduction will be dependent on resident take up of the service. Changes would reduce the council recycling performance slightly.
(542)
(542)
0.00
0.00
Jon DyerSlade
E&T 23
All evening bus and night bus service subsidies will be removed plus all cross boundary subsidy. The night buses can be retained to 2015 using Reduction in bus subsidies S106 funding. Some of these services may be replaced on a commercial Planning, Transport affecting evening bus services, basis. The S1/S2 services would be combined and provided on an off peak & Sustainability night buses and the S1/S2 basis, leading to service reductions affecting Freemantle, Shirley and services plus the Hythe Ferry. Lordshill. The subsidy for the Hythe Ferry is relatively small and it is unlikely that this will place the service at risk. Retain the national scheme with no local enhancement. It is proposed that Planning, Transport Revert to national disabled bus current local passes should remain in place until their normal expiry date, & Sustainability pass scheme in order to mitigate the impact. Remove Directorate Business The post has been deleted following approval of a Voluntary Redundancy Support Manager post request made in summer 2012. Reduction in Management Assistant posts A reduction in Management Assistant posts to reflect the downsizing of senior management in the Environment & Economy Directorate
(574)
(574)
Paul Nichols
E&T 24
(70)
(100)
Paul Nichols
E&T 25
Directorate Support
(50)
(50)
0.00
Suki Sitaram Dawn Baxendale
E&T 26
Directorate Support
(41)
(41)
0.00
0.00
ANNEX 3

Portfolio Ref Service Activity Description of Item Impact / Issues 2013/14 2014/15 2015/16 Net Reduction in Senior Posts Manager FTE In FTE 000's 000's 000's Post Vacant Jon DyerSlade
E&T 27
Waste Disposal
Reduce Project Integra membership costs
The saving would be made by reducing costs associated with the councils membership of Project Integra. This would be following discussion with other Project Integra partners. Reassign funding of road safety education and publicity initiatives to the local sustainable travel programme, to mitigate impacts and ensure that the Council continues to fulfil its statutory functions in support of the Police's speed enforcement programme.
(40)
(40)
E&T 28
Planning, Transport Reduction of Road Safety & Sustainability Partnership budget
(50)
(50)
Paul Nichols
E&T 29
Additional saving from ROMANSE (traffic ROMANSE and CCTV Additional savings from the ROMTV contract arrangements. In addition, and network contract arrangements in year there will be no contingency budget for the outsourced service. management) one. Remove additional revenue Highways Retained budget for costs not covered Client by the Highways Partnership. Continued reduction of waste reprocessing costs. There will be no budget to deal with specialist / localised requests and other ad hoc work not covered by the intervention levels in the main Highways Strategic Partnership (HSP) contract.
(64)
(64)
(64)
Jon DyerSlade
E&T 30
(100)
(100)
Jon DyerSlade
E&T 31
Waste Disposal
None.
(25)
(25)
(25)
Jon DyerSlade Mitch Sanders
E&T 32
Registration Service
Reduction in staff levels.
Deletion of vacant Support Assistant post currently covered by temporary arrangements. Possible impact on non-statutory income earning work.
(20)
(20)
0.00
E&T 33
Port Health
Reduction in staff levels.
Deletion of posts and reprioritisation of work within Environmental Health.
(70)
(70)
0.00
Mitch Sanders Mitch Sanders
E&T 34
Regulatory Review and restructure of Services - Business Business Support and Admin Support
Reduction of Business Support admin, vacant Trainee Environmental Health Officer post and associated budgets. Sub-total Environment & Transport Portfolio Total
0 (89) (204)
(62) (1,842) (3,746)
(62) (1,872) (3,776)
0.00 0.00 0.00
0.00 0.00 0.00
ANNEX 3

Housing & Leisure Services - Efficiencies Outcome based Service Level Agreement on delivering a Housing Needs Service by the Housing Revenue Account (HRA) on behalf of the Council The HRA will agree an outcome based agreement with the Council on delivering Housing Allocations, Homelessness and Homelessness prevention services for a fixed sum of 1m per annum. The HRA will then use its wider resources to remodel how services are provided reducing financial impact on the general fund
HLS 1
Housing Needs
(110)
(220)
(220)
Nick Cross
HLS 2
Kanes Hill
Charges to be reviewed to ensure water and electricity are charged to plot Review of charges and holders at the required rate. Review the level of staff time provided to the management resources for the site to reflect the previous investment in the management and site maintenance arrangements ensuring there is no impact from the site to the wider Thornhill area Implement the self financed allotment service arrangements Complete the maintenance cost reductions and increased income from plot rents (as previously agreed and advertised) to achieve a self financing allotment service
(28)
(28)
Nick Cross
HLS 3
Allotments
(67)
(67)
Jon DyerSlade
HLS 4
Integration of Estate Skills, Economy & Regeneration & Housing Housing Renewal Strategy and Development teams
Charge percentages of cost of Housing development posts to HRA as they will also work on estate regeneration Sub-total
(53) (163)
(53) (368)
(53) (368) 0.00 0.00
Barbara Compton
Housing & Leisure Services - Service Reductions Closure of face to face and telephone service and replace by Provide only web based visitor commissioning a dedicated resource to provide digital content and the information service provision of an electronic information point at SeaCity Museum
HLS 5
Leisure & Culture
(75)
(75)
0.00
Mike Harris
HLS 6
Leisure & Culture
Closure of Archaeology Service
Archaeology team is intended to be a self funding trading unit. However, reduction in development and more competition from the private sector has meant that substantial losses have been consistently incurred. It is not anticipated that the trading position will recover substantially.
0.00
0.00
Mike Harris
ANNEX 3

HLS 7
Leisure & Culture
Restructure of Leisure & Culture
Review of Leisure & Culture team to provide focused contract management resource, and rationalise business support and project management. Substantial restructure of the Arts & Heritage team, reducing staffing resource committed to education and curatorial functions (including conservation) and enhancing the visitor management functions to provide greater focus on front of house operations. Risk of reputational damage and potential impact on 'Accreditation' for collections. Significant reduction in ability to respond to public enquiries regarding the collections.
(266)
(266)
0.00
Mike Harris
HLS 8
Leisure & Culture Reductions in Library service
Reduction of posts, removal of business information service, withdrawal of Saturday service on Mobile library, reduction in services to children and in professional support for the service and reduction in opening times of between 5 and 10 hours per week for eight libraries. There has been a reduction in the libraries materials purchase fund which has been partially offset by the increased costs that may be incurred through the operation of the new Woolston Library. In order to deliver the previously agreed budget reduction of 97,000, the mobile library and Bookbus will be consolidated into a single mobile service.
(303)
(303)
0.00
0.00
Mike Harris
HLS 9
Leisure & Culture Reductions in Events Team
Delete all general support budgets for events. Further reductions in 2014/15 would require the reduction to a single coordinator post, so that events promoted and managed by others can be effectively coordinated and facilitated. Likely to lead to the loss of many events in the City, or the need to find additional finance for each event to buy in event management capacity. Deletion of funding for Senior Citizen's Festival and Community events. This may be offset if external funding can be secured.
(96)
(96)
0.00
Mike Harris
ANNEX 3

HLS 10
Parks & Grounds Maintenance
Reorganise & Restructure Grounds Maintenance Management & Operations
Staffing, overhead and resource savings and efficiencies realised through re-structuring front-line parks service into three much larger and less localised operational groupings ( i.e. East District Team, West District Team, Commercial Services Team) with clearer distinction between HRA and non-HRA operations, and elements of service re-designed to more closely address needs of HRA tenants. New streamlined operational groupings will have a smaller core (i.e. winter) staff establishment and will increase service capacity in the peak spring / summer season possibly through annualised hours to maximise use of high output grass cutting machinery, employment of additional seasonal staff, and improved coworking with partner agencies.
(697)
(697)
0.00
0.00
Jon DyerSlade
HLS 11
Street Cleansing
Reorganise and restructure the street cleansing service with reduced management and operational staff, fleet resources and move to a primarily reactive cleansing service model
Significant staff, fleet and resource / overhead savings realised through moving to a more reactive service, with frequency of programmed mechanical sweeping operations reduced by around 35% but response targeted within one working day of report for specific locations developing unacceptable build-ups of litter between routine cleans. Maintenance inputs for highly labour intensive areas such as the city centre, district centres and central estates reduced by around 25% Reduce the general fund costs of management and technical work by the Trees, Natural Environment and Parks Development functions by part funding specialist posts through grants, additional income / contributions from partner agencies or reduced staff levels. Includes additional offset income from the HRA for part funding posts working on improving housing open spaces. If external income cannot be found the service needs to reduce staff numbers. Focus of opening hours at times where usage is highest and school visits can be maximised. New hours to be 10am to 2pm Monday to Friday, weekend hours to be determined. The shop will be located upstairs in the main gallery Sub-total Housing & Leisure Services Portfolio Total
(482)
(482)
0.00
0.00
Jon DyerSlade
HLS 12
Parks & Natural Environment
Restructure the operational arrangements of the Natural Environment and Tree Management teams
(155)
(155)
0.00
Jon DyerSlade
HLS 13
Reduction in Art Gallery Leisure & Culture opening hours
(80)
(80)
0.00
Mike Harris
0 (163)
(2,154) (2,522)
(2,154) (2,522)
0.00 0.00
0.00 0.00
ANNEX 3

Leader's- Efficiencies Customer & Business Improvement This will significantly reduce communications capacity and activity and require the Communications team to move to generic roles undertaking both marketing and PR functions and a rota system to deal with reactive press enquires. This requires the council to take a different approach to commissioning communications work on a council wide basis to ensure better prioritisation within reduced resources. Reduction in Senior Management implemented November 2012
LEAD 1
Review and restructure of the Communications function
(114)
(114)
0.00
0.00
Suki Sitaram
LEAD 2
Directorate Management Democratic Services
Environment & Economy restructure Reduction in the number of Cabinet Members
(387)
(387)
0.00
0.00
Dawn Baxendale Richard Ivory
LEAD 3
Deletion of 2 Cabinet Member posts Sub-total
(26) (26)
(26) (527)
(26) (527) 0.00 0.00
Leader's - Income LEAD 4 Skills, Economy & Housing Renewal Democratic Services Sale of DVLA number plate "TR 1" Space in the city centre is being tendered to provide market/events that will deliver more income. One off saving. Will incur small cost in provision of new number plate and registration with DVLA Sub-total Leader's - Service Reductions LEAD 6 City Development Deletion in posts and supplies Limited capacity to take on new projects or facilitate development schemes & services on non council land. Less reactivity and slower response times to enquiries regarding inward investment Sub-total Leader's Portfolio Total 0 (75) (75) 0.00 0.00 Tim Levenson Barbara Compton 0 (50) (50) Barbara Compton Richard Ivory (50) (50) 0.00 0.00
LEAD 5
TBC 0
LEAD 7
Skills, Economy & Reduction of Economic Housing Renewal Development activity
0 0 (26)
(59) (134) (711)
(59) (134) (711) 0.00 0.00
0.00 0.00 0.00
ANNEX 3

Resources - Efficiencies RES 1 Admin Buildings Review and restructure of Building Cleaning The ongoing rationalisation of the civic buildings portfolio and cleaning specfications will enable a reduction in the number of staff within the cleaning team and review of supervision arrangements Sub-total Resources - Service Reductions Due to a reduction in the size of the Council's property portfolio and the reducing capital and revenue budgets available for service areas to commission works, the amount of client agency support to service areas will be reduced. Service managers requiring professional construction services from Capita will be increasingly required to work directly with Capita and not be able to draw on the Business and Account Management Team to ensure work is correctly specified or that VFM is being obtained. 0 0 (32) (32) (32) (32) 0.00 0.00 0.00 0.00 John Spiers
RES 2
Property, Reduction of 1 FTE Business Procurement and and Account Management Contract Officer post Management
(41)
(41)
0.00
John Spiers
RES 3 RES 4
Capita Partnership Contract Changes Costs Finance Service Delete part-year funding for Project Accountant post
Saings delivered in partnership with Capita Project resource to be funded from Transformation fund for 6 months if needed. Position to be reviewed in September 2013.
(700) (30)
(400)
(400)
Mark Heath Andy Lowe
RES 5
Property, Deletion of Customer Services The post manages the Customer Excellence Awards, dissemination of Procurement and Support Officer and associated quarterly telephone reports and general support to the Customer Services Contract general support budgets Client function Management Property, Procurement and Reduction of 1 FTE Contract Partnership Officer Post Management The planned re-launch of the SSP Partnership will change the working arrangements with Capita. A full review of KPI's will be undertaken as part of the re-launch and less reliance will be placed on verifying and interrogating the figures produced by the Partnership. This will enable the reduction of one Partnership Officer post, with any residual activities to be undertaken by the client teams. Sub-total Resources Portfolio Total GRAND TOTAL
(54)
(54)
0.00
John Spiers
RES 6
(30)
(30)
0.00
John Spiers
(730) (730)
(525) (557)
(525) (557)
0.00 0.00 0.00
0.00 0.00 0.00
(1,208) (19,474) (20,235)
ANNEX 4
2013/14 GENERAL FUND REVENUE ACCOUNT
Portfolios
2013/14 Forecast 000's 73,579.3 60,432.0 6,779.6 36,599.8 19,911.5 4,098.2 14,935.1 216,335.5
Revenue Pressures 000's 0.0 2,211.0 0.0 0.0 0.0 0.0 0.0 2,211.0
Adult Services Children's Services Communities Environment & Transport Housing & Leisure Services Leader's Portfolio Resources Sub-total for Portfolios Levies & Contributions Southern Seas Fisheries Levy Flood Defence Levy Coroners Service
Revenue Bids / Initiatives 000's 0.0 0.0 0.0 0.0 335.0 500.0 1,000.0 1,835.0
Savings & Income 000's (50.0) 0.0 (35.0) (204.0) (163.0) (26.0) (730.0) (1,208.0)
2013/14 Budget 000's 73,529.3 62,643.0 6,744.6 36,395.8 20,083.5 4,572.2 15,205.1 219,173.5
31.4 31.8 560.0 623.2
0.0
0.0
0.0
31.4 31.8 560.0 623.2
Capital Asset Management Capital Financing Charges Capital Asset Management Account
13,356.6 (24,585.1) (11,228.5)
90.0 0.0 90.0
1,320.0 1,320.0
14,766.6 (24,585.1) (9,818.5)
Other Expenditure & Income Direct Revenue Financing of Capital Trading Areas (Surplus) / Deficit Net Housing Benefit Payments Contribution to Transformation Fund Capitalisation Direction Non-Specific Government Grants Collection Fund Surplus Open Spaces and HRA Risk Fund Contingencies
210.0 33.5 (881.9) 1,000.0 0.0 (132,085.2) (1,041.6) 435.7 5,800.0 250.0 (126,279.5) 79,450.7
(838.3)
0.0 2,211.0
(838.3) 1,086.7
210.0 33.5 (881.9) 1,000.0 (22,000.0) (22,000.0) (132,923.5) (1,041.6) 435.7 5,800.0 250.0 (22,000.0) (149,117.8) (21,888.0) 60,860.4
NET GF SPENDING Draw from Balances: Addition to / (Draw From) Balances To Fund the Capital Programme
4,620.4 (210.0) 4,410.4 2,211.0 17,331.0 68,741.1
3,470.3 0.0 (2,211.0) 0.0 0.0 1,086.7 0.0 (18,417.7) 0.0 0.0 3,470.3
8,090.7 (210.0) 7,880.7 0.0 0.0 68,741.1
Revenue Pressures Net Gap in Budget After Presures COUNCIL TAX REQUIREMENT
ANNEX 5
COUNCIL TAX CALCULATION - 2013/14

2012/13 000's Budget Requirement (a) Less NDR Less Top Up Payment Less RSG Aggregate External Finance Deficit / (Surplus) on collection fund Net Grant Income (b) Amount to be met from Council Tax (a - b) Tax base (*) Basic amount of Council Tax (Band D) Last years Council Tax Increase (Cash) Increase (Cash per Week) Increase (%) 183,061.9 (97,591.4) (1,891.8) (99,483.2) (373.2) (99,856.4) 83,205.5 67,144.0 1,239.21 2013/14 000's 193,553.7 Change 000's 10,491.8 Change % 5.73%
(49,534.0) (1,548.8) (72,688.2) (123,771.0) (24,287.8) 24.41% (1,041.6) (668.4) 179.10% (124,812.6) (24,956.2) 24.99% 68,741.1 (14,464.4) 55,471.7 (11,672.3) 1,239.21 1,239.21 0.00 0.00 0.00% 0.00 -17.38% -17.38% 0.00%
(* The taxbase is now calculated on a slightly different basis than in previous years, reflecting the required adjustments as a result of the localisation of Council Tax Benefit and the changes to associated funding. This has the impact of lowering the overall taxbase going forward).
ANNEX 6
COLLECTION FUND ESTIMATES 2013/14
2012/13 000's
2013/14 000's
Change 000's
Change %
Southampton City Council Precept (*) Hampshire Police Precept (*) Fire and Rescue Services Precept (*)
83,205.5 9,819.8 4,121.3
68,741.1 8,390.1 3,404.9
(14,464.4) (1,429.7) (716.4)
-17.38% -14.56% -17.38%
Income due from Council Tax Payers
97,146.6
80,536.0
(16,610.6)
-17.10%
Tax Base for Area
67,144.0
55,471.7
(11,672.3)
-17.38%
Basic Amount of Tax for Band D Property
1,446.84
1,451.84
5.00
0.35%
(* The tax base and resulting precept are now calculated on a slightly different basis than in previous years, reflecting the required adjustments as a result of the localisation of Council Tax Benefit and the changes to associated funding. This has the impact of lowering the overall taxbase going forward).
ANNEX 7
MEDIUM TERM FINANCIAL FORECAST

Portfolios 2013/14 Forecast 000's 73,529.3 62,643.0 6,744.6 36,395.8 20,083.5 4,572.2 15,205.1 1,000.0 9,987.8 10,987.8 Base Changes 000's 2014/15 Forecast 000's 73,529.3 62,643.0 6,744.6 36,395.8 20,083.5 4,572.2 15,205.1 1,000.0 9,987.8 230,161.3 Base Changes 000's 2015/16 Forecast 000's 73,529.3 62,643.0 6,744.6 36,395.8 20,083.5 4,572.2 15,205.1 2,000.0 18,624.8 239,798.3
Adult Services Children's Services Communities Environment & Transport Housing & Leisure Services Leader's Portfolio Resources Add Pressures - Future Years (Unknown) Base Changes & Inflation Sub-total for Portfolios Levies & Contributions Southern Seas Fisheries Levy Flood Defence Levy Coroners Service
219,173.5
1,000.0 8,637.0 9,637.0
31.4 31.8 560.0 623.2
0.0
31.4 31.8 560.0 623.2
0.0
31.4 31.8 560.0 623.2
Capital Asset Management Capital Financing Charges Capital Asset Management Account
14,766.6 (24,585.1) (9,818.5)
959.7 959.7
15,726.3 (24,585.1) (8,858.8)
0.0
15,726.3 (24,585.1) (8,858.8)
Other Expenditure & Income Direct Revenue Financing of Capital Trading Areas (Surplus) / Deficit Net Housing Benefit Payments Contribution to Transformation Fund Capitalisation Direction Contribution to Pay Reserve Non-Specific Government Grants Collection Fund Surplus Open Spaces and HRA Risk Fund Contingencies
210.0 33.5 (881.9) 1,000.0 (22,000.0) 0.0 (132,923.5) (1,041.6) 435.7 5,800.0 250.0 (149,117.8) 60,860.4
(110.0)
(1,000.0) 21,000.0 848.0 16,940.6 1,041.6 (1,900.0) 36,820.2 48,767.7
100.0 33.5 (881.9) 0.0 (1,000.0) 848.0 (115,982.9) 0.0 435.7 3,900.0 250.0 (112,297.6) 109,628.1
737.0 10,953.4
(300.0) 11,390.4 21,027.4
100.0 33.5 (881.9) 0.0 (1,000.0) 1,585.0 (105,029.5) 0.0 435.7 3,600.0 250.0 (100,907.2) 130,655.5
NET GF SPENDING Draw from Balances: Addition to / (Draw From) Balances To fund the Capital Programme NET GAP IN BUDGET Council Tax Requirement Council Tax Roll Forward Gap Less Savings - Future Years (Known) Less Savings - Future Years (Work In Progress) Revised Gap Published Budget Gap Variance to Published Gap
8,090.7 (210.0) 7,880.7 68,741.1 68,741.1 0.0
(8,342.8) 110.0 (8,232.8) 40,534.9 2,734.5 37,800.4 (18,266.0) (220.0) 19,314.4
(252.1) (100.0) (352.1) 109,276.0 71,475.6 37,800.4 (18,266.0) (220.0) 19,314.4 19,314.4
4,250.5 4,250.5 25,277.9 1,429.5 23,848.4 (761.0) (1,728.0) 21,359.4
3,998.4 (100.0) 3,898.4 134,553.9 72,905.1 61,648.8 (19,027.0) (1,948.0) 40,673.8 36,662.4 4,011.4
0.0
0.0
(0.0)
ANNEX 8
ADDITIONS TO THE CAPITAL PROGRAMME
2013/14 '000
Housing & Leisure Services Works to Oaklands Pool to ensure 15 year life span
1,500 1,500
Funding Prudential Borrowing
(1,500) (1,500)

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ANNEX 1

30.0 130.0 15.0 85.0 30.0 135.0

370.0 59.0 33.0

105.0 935.0 100.0

58.0 31.0 39.0 83.0 60.0 53.0 628.0 62.0

159.0 674.0 475.0 796.0 458.0 450.0

33.0 90.0 73.0

HLS 12 HLS 13 LEAD 1 LEAD 2 LEAD 4 LEAD 6 LEAD 7 RES 1 RES 2

129.0 60.0 95.0 360.0 50.0 64.0 59.0 29.0 30.0

50.0 25.0 105.0 469.7

7,620.7 26,150.4 0.0

SUMMARY OF REVENUE BIDS

Leisure & Culture

Reopen Oaklands pool

Leisure & Culture

Continue Archaeology Service

Local Council Tax Discounts

Reinstate local discounts for OAP's and Special Constables

1,000 1,000 1,335

1,000 1,000 1,335

1,000 Andy Lowe 1,000 1,335

Housing & Leisure Services Portfolio Total GRAND TOTAL

SUMMARY OF EFFICIENCIES, ADDITIONAL INCOME AND SERVICE REDUCTIONS

Adult Disability Care Services

Stephanie Ramsey / Jane Brentor

Adult Disability Care Services

SUMMARY OF EFFICIENCIES, ADDITIONAL INCOME AND SERVICE REDUCTIONS

Reduction in various Care Care Management Management posts

Learning Disability Learning Disability Commissioning Development Fund

Stephanie Ramsey / Nick Cross

Provider Services Provider Services Management Management

Adult Disability Care Services

Adult Disability Care Services

SUMMARY OF EFFICIENCIES, ADDITIONAL INCOME AND SERVICE REDUCTIONS

Adult Disability Commissioning

Advice and Information / Day Care contracts

Reducing the contract values to provide specific support for HIV/Aids

Mental Health Commissioning

SUMMARY OF EFFICIENCIES, ADDITIONAL INCOME AND SERVICE REDUCTIONS

Learning Support (Statutory) Home to school transport

Alison Alexander Alison Alexander Felicity Budgen

Felicity Budgen Felicity Budgen Felicity Budgen Felicity Budgen

Child and Adolescent Mental Health

Children in care services

SUMMARY OF EFFICIENCIES, ADDITIONAL INCOME AND SERVICE REDUCTIONS

Children's Services Workforce development and Learning

Alison Alexander Karl Limbert

Asset Management Schools PFI

(450) (3,733) (6,314)

(450) (4,203) (6,784) 0.00 0.00 0.00 0.00

SUMMARY OF EFFICIENCIES, ADDITIONAL INCOME AND SERVICE REDUCTIONS

Suki Sitaram Suki Sitaram 0.00 0.00

(35) (35) 0.00 0.00

Customer & Business Improvement

Reduce the Grants to Voluntary Organisations Budget by approximately 7% per annum

SUMMARY OF EFFICIENCIES, ADDITIONAL INCOME AND SERVICE REDUCTIONS

Customer & Business Improvement

Reduction in general support budgets

Restructure of Change Management Team

Customer and Business Improvement

Restructure of Communities Team

(50) (779) (937)

(50) (890) (1,048) 0.00 0.00