appendix a administration budget

APPENDIX A

ADMINISTRATION BUDGET

Calculation of the Council Tax 2012/13 (No Tax Increase)

Portsmouth City Council 2012/13 2011/12

£ £

Gross Expenditure 569,494,600 577,868,700

LESS: Gross Income (380,575,509) (385,121,969)

Net Expenditure 2012/13 188,919,091 192,746,731

LESS: Government Grants (120,068,302) (123,897,321)

Council Tax Requirement - Portsmouth City Council Purposes 68,850,789 68,849,410

Council Tax Base 59,916.1 59,914.9

Council Tax - Portsmouth City Council Purposes at Band D

68,850,789

59,916.1 = £1,149.12 £1,149.12

Hampshire Police Authority Precept (provisional) 9,047,331 8,762,554

Council Tax - Hampshire Police Authority Purposes at Band D £151.00 £146.25

Hampshire Fire and Rescue Authority Precept 3,677,650 3,677,577

Council Tax - Hampshire Fire and Rescue Authority Purposes at Band D £61.38 £61.38

The Council Tax to be levied for all bands in 2012/13 will be as follows :

Portsmouth Hampshire Hampshire

City Police Fire & Rescue TOTAL 2011/12

Council Authority Authority

Estimated Valuation as 1 April 1991 £ £ £ £ £

Up to £40,000 A 766.08 100.67 40.92 907.67 904.50

£40,001 - £52,000 B 893.76 117.44 47.74 1,058.94 1,055.25

£52,001 - £68,000 C 1,021.44 134.22 54.56 1,210.22 1,206.00

£68,001 - £88,000 D 1,149.12 151.00 61.38 1,361.50 1,356.75

£88,001 - £120,000 E 1,404.48 184.56 75.02 1,664.06 1,658.25

£120,001 - £160,000 F 1,659.84 218.11 88.66 1,966.61 1,959.75

£160,001 - £320,000 G 1,915.20 251.67 102.30 2,269.17 2,261.25

£320,001 and over H 2,298.24 302.00 122.76 2,723.00 2,713.50

39

GENERAL FUND SUMMARY APPENDIX AADMINISTRATION BUDGET 2011/12 TO 2015/16

Original Revised

Estimate NET REQUIREMENTS OF PORTFOLIOS Estimate Estimate Estimate Estimate Estimate

2011/12 2011/12 2012/13 2013/14 2014/15 2015/16

£ £ £ £ £ £

0 Community Safety 3,727,574 3,522,474 3,322,574 3,384,274 3,468,87425,432,953 Children's Services (Joined with Education) 0 0 0 0 013,376,345 Culture Leisure & Sport 13,647,645 12,886,645 12,578,945 12,815,345 13,031,24527,051,108 Children & Education 53,921,161 52,979,061 53,132,361 54,120,034 54,924,46120,361,009 Environment (Community Safety transferred out) 15,755,735 15,651,135 16,024,735 16,606,935 16,976,33552,188,441 Health & Social Care 49,584,341 51,829,841 52,177,841 53,205,841 53,464,44113,722,688 Housing 13,636,388 13,833,488 13,867,488 14,024,988 14,261,788

339,816 Leader 331,216 321,816 328,716 322,116 329,6163,961,077 Planning Regeneration Economic Development 5,883,315 5,381,515 4,536,315 3,879,515 3,899,515

30,906,752 Resources 29,194,652 28,362,552 29,387,052 30,318,352 31,269,05213,773,135 Traffic & Transportation 14,156,135 15,584,635 16,386,635 17,446,335 17,974,735

555,300 Governance & Audit Committee 503,000 514,200 428,400 537,500 558,600(56,695) Licensing Committee (99,295) (43,395) (57,695) (52,395) (47,295)

201,611,929 Portfolio Expenditure 200,241,867 200,823,967 202,113,367 206,608,840 210,111,367

Other Expenditure

119,200 Precepts 119,200 122,200 125,300 128,400 131,600

(122,500) Portchester Crematorium - Share of Dividend (122,500) (150,000) (152,500) (155,000) (158,200)

1,444,400 Pension Costs 5,336,000 5,336,000 5,336,000 5,336,000 5,336,000

5,912,100 Contingency Provision 2,166,300 6,301,550 3,343,300 3,246,300 3,246,300

2,502,500 Revenue Contributions to Capital Reserve 5,046,800 3,382,300 3,022,200 2,600,000 2,600,000

308,100 Transfer to / (from) Other Reserves (175,100) 333,900 483,900 633,900 633,900

(16,998,029) Asset Management Revenue Account (20,974,867) (21,544,267) (23,573,167) (23,558,540) (23,000,467)

4,063,100 Other Expenditure 2,822,000 1,906,700 2,944,300 3,950,100 4,950,100

(2,771,129) Other Expenditure (5,782,167) (4,311,617) (8,470,667) (7,818,840) (6,260,767)

198,840,800 TOTAL NET EXPENDITURE 194,459,700 196,512,350 193,642,700 198,790,000 203,850,600

FINANCED BY:

4,738,969 Contribution (to) from Balances and Reserves 390,733 7,847,349 7,373,137 17,624,029 26,669,106

91,262,955 Formula Grant 91,254,140 84,426,986 81,943,810 76,152,631 72,806,526

30,474,283 Other General Grants 30,555,183 30,901,434 30,735,789 29,659,092 28,933,564

438,848 New Homes Bonus 333,899 1,297,377 1,297,377 1,297,377 1,297,377

1,721,235 Council Tax Freeze Grant 1,721,235 3,442,505 1,721,235 1,721,235 0

70,204,510 Collection Fund 70,204,510 68,596,699 70,571,352 72,335,636 74,144,027

198,840,800 194,459,700 196,512,350 193,642,700 198,790,000 203,850,600

BALANCES & RESERVES

15,830,667 Balance brought forward at 1 April 20,248,000 19,857,267 12,009,918 4,636,781 (12,987,249)

Transfers to / (from) General Reserves

(4,738,969) Deduct (Deficit) / Add Surplus for Year (390,733) (7,847,349) (7,373,137) (17,624,029) (26,669,106)

11,091,698 Balance carried forward at 31 March 19,857,267 12,009,918 4,636,781 (12,987,249) (39,656,355)

4,400,000 Minimum Level of Balances 4,900,000 5,500,000 6,100,000 6,100,000 6,100,000

4,738,969 Underlying Budget Deficit / (Surplus) 390,733 7,847,349 7,373,137 17,624,029 26,669,106

40

Transformation Workstream Transformation Saving Impact on Service User Group

Saving

2012/13

£

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2013/14

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2014/15

£

Community Safety Portfolio

Head of Community Housing & Regeneration1 Income Additional income from business support activities,

including the provision of training services to

external organisations, that could be both full cost

recovery and trading activity

No direct cut to service but some limited

impact on organisational capacity

28,000 56,000 84,000

Head of Community Housing & Regeneration Total 28,000 56,000 84,000

Head of Community Safety2 Commissioning & Procurement CCTV monitoring saving Police required to book appointments to view

CCTV footage

36,000 36,000 36,000

3 Better Performing Workforce Street Scene Review Little or no direct cut to service but some

limited impact on organisational capacity -

Service is being reconfigured and redesigned

during the Street Scene Review

25,000 25,000 25,000

4 Better Performing Workforce De-layering and staff review Reduction in management capacity 103,000 105,000 105,000

5 Commissioning & Procurement Category Management - vehicles More efficient as a result of Transformation

work

10,000 10,000 10,000

6 Other Service

Reductions/Efficiencies

Reduction in early intervention project equivalent to

reduction in central government grant funding

There are several implications on a number of

projects all of which have been agreed by the

Safer Portsmouth Partnership as priorities. In

the last 2-3 years the partnership has been

working to mainstream a number of projects

which support key priorities.

110,000 110,000 110,000

7 Better Performing Workforce IT equipment - Wardens May have a small impact on efficiency 20,000 20,000 20,000

APPENDIX B

RECOMMENDED BUDGET SAVINGS 2012/13 ONWARDS

41


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APPENDIX B


8 Commissioning & Procurement Premises and Office Overhead savings following

office relocation



30,000 30,000 30,000

Head of Community Safety Total 334,000 336,000 336,000

Community Safety Portfolio Total 362,000 392,000 420,000

42


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APPENDIX B


Culture, Leisure and Sport Portfolio

Head of Culture9 Better Performing Workforce De-layering of staff structure No direct cut to service but some limited


251,500 395,200 440,300

10 Commissioning & Procurement Reduction in metered water supply costs No direct cut to service but some limited


10,100 10,100 10,100

11 Commissioning & Procurement Reduction in number of Fleet vehicles used by

Library Service



12,000 12,000 12,000

12 Income Increase in Sun Hut Charges & Wakeboarding

Income at Hilsea



14,000 14,000 14,000

13 Income Increased income from rental of more library space No direct cut to service but some limited


10,000 10,000 10,000

14 Income Increased income from Parks and Open Spaces

concessions



4,000 4,000 4,000

15 Income Increase in grant funding for Portsdown Hill from

English Nature means that funding from PCC can

be reduced



7,500 7,500 7,500

16 Property & Assets Reduction in building maintenance carried out by

external providers, simple repairs and general

maintenance to be carried out by seafront and

playground maintenance teams



80,000 80,000 80,000

Head of Culture Total 389,100 532,800 577,900

Culture, Leisure and Sport Portfolio Total 389,100 532,800 577,900

43


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APPENDIX B


Education and Children Portfolio

Head of Children's Social Care and Safeguarding17 Better Performing Workforce Review of operation of Beechside - Review of

operation Re: staffing requirements

No reduction in availability of respite care for

children with disabilities based on current

numbers

16,000 31,000 31,000

18 Property & Assets Discontinue use of Skye Close admin block and

relocate staff



8,000 17,000 17,000

19 Commissioning & Procurement Review of contracts e.g. Enableability, National

Youth Advisory Service, Research In Practice

Overall level of service will reduce but will be

more targeted towards need.

30,000 50,000 70,000

20 Better Performing Workforce Review of staffing / construction of teams to create

efficiencies following staff move from Merefield

House to Civic Offices

Potential diminution in service 66,000 66,000 66,000

21 Commissioning & Procurement Assume 1.5% procurement savings (based on

2010/11 expenditure) - IT & Communications



1,000 1,000 1,000


2010/11 expenditure) - Commodities



2,000 2,000 2,000


2010/11 expenditure) - Utilities



1,000 1,000 1,000


2010/11 expenditure) - Property



1,000 1,000 1,000

25 Commissioning & Procurement Safeguarding share of savings from hosting SWIFT

in-house (currently hosted by HCC)



41,000 41,000 41,000

26 Income Sell supported placements at residential home(s) to

other Local Authorities

Potentially reduces beds available for PCC

looked after children who may need to be

placed in high cost, alternative provision

outside the city due to the unavailability of bed

spaces

50,000 100,000 150,000

44


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APPENDIX B


27 Income Review charging policies and implement the

existing (though rarely used) policy to pursue

parental contributions towards the cost of placing

their child in care and for short breaks where this is

appropriate and affordable

Charges will only be made where appropriate

and affordable and will provide the opportunity

for parents and carers to purchase short

breaks (e.g. at Beechside) where the child

does not currently meet the criteria for

accessing short breaks at no cost

10,000 20,000 40,000

28 Better Performing Workforce Review staffing requirements for Integrated Youth

Support Service following merger of teams to

support Priority D (Young people at risk). Details to

be agreed



100,000 100,000 100,000

29 Other Service


Delete budget providing nursery placements for

vulnerable children. Eligible children are now being

referred and are receiving support directly from

Children's Centres



20,000 20,000 20,000

Head of Children's Social Care and Safeguarding Total 346,000 450,000 540,000

Head of Community Housing & Regeneration30 Customer Management Service efficiencies / review of working practices No direct cut to service but some limited


4,000 6,000 8,000

31 Income Additional Service Income - fee paying Adult and

Family Learning clients

Wider offer for Adult and Family Learning 3,000 7,000 11,000


45


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APPENDIX B


Head of Education & Strategic Commissioning32 Better Performing Workforce Review of Learning & Achievement (L&A) service to

provide statutory service only. Reductions in grants

and a shift of funding to schools, has made it

necessary to review the way in which the service is

managed

L&A would provide challenge and limited

support to schools most in need with minimal

input to achieving schools. Schools now

receive funding directly and are able to

procure services from providers rather than

rely on "free" support from the L&A Service

200,000 200,000 200,000

33 Customer Management Review of Admin function across service to

increase efficiency and reduce overheads

Should maximise efficiency of admin staff by

allowing movement between teams to provide

flexible support where needed

70,000 100,000 100,000

34 Commissioning & Procurement Further review of current offer at Children's Centres

by rationalising staffing and use of buildings to

provide more targeted services

Review will ensure that the offer is targeted at

those most in need of services. There is a

potential to generate some income from

charging for non-essential activities where

families can afford to pay

247,000 250,000 250,000


2010/11 expenditure) - IT & Communications



9,000 9,000 9,000


2010/11 expenditure) - Commodities



2,000 2,000 2,000


2010/11 expenditure) - Property



2,000 2,000 2,000

38 Other Service


Continuation of review of Children's Centres. The

service is currently under review to reduce costs

over a 3 year period. Earlier reorganisation may

reduce capacity to provide early intervention for

vulnerable children and families

Review will seek to ensure that the most

vulnerable clients are protected

100,000 100,000 100,000

Head of Education & Strategic Commissioning Total 630,000 663,000 663,000

Education and Children Portfolio Total 983,000 1,126,000 1,222,000

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APPENDIX B


Environment Portfolio

Head of Community Housing & Regeneration39 Customer Management Service efficiencies / review of working practices No direct cut to service but some limited


20,000 45,000 45,000


Head of Transport and Street Management40 Commissioning & Procurement New Waste Collection - Open Book Accounting

Contract


impact on organisational capacity - The waste

collection contract started on the 1st October

2011 and collection days were changed from

that date. This additional saving should not

impact negatively upon service users.

300,000 350,000 400,000

41 Commissioning & Procurement Rationalisation of two IS systems. Currently Waste

Management use Mayrise and Transport and

Environment use Exor. The feasibility of migrating

to a single system will be investigated



10,000 40,000 40,000

42 Commissioning & Procurement Reduction in metered waters supply costs No direct cut to service but some limited


1,000 1,000 1,000

43 Income DCLG Weekly Waste Collection and Recycling

Fund

The fund is intended to allow local authorities

to retain, or reinstate, weekly collections or

increase recycling rates. Full details of the

fund conditions are not yet available and so

the impact is not yet known

150,000 150,000 150,000

Head of Transport and Street Management Total 461,000 541,000 591,000

Environment Portfolio Total 481,000 586,000 636,000

47


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APPENDIX B


Governance and Audit Committee

Head of Customer, Community and Democratic Services44 Commissioning & Procurement Reduced cost of Election Management Software No direct cut to service but some limited


5,000 5,000 5,000

45 Commissioning & Procurement Reduced cost of printing for elections No direct cut to service but some limited


5,000 5,000

46 Customer Management Reduction in direct cost of staffing for elections More use of unpaid volunteers and existing

staff

15,000 15,000

47 Customer Management Transfer of customer service functions to City

Helpdesk

Response times may increase 10,000 10,000 10,000

Head of Customer, Community and Democratic Services Total 35,000 15,000 35,000

Governance and Audit Committee Total 35,000 15,000 35,000

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APPENDIX B


Health and Social Care Portfolio

Head of Adult Social Care48 Better Performing Workforce Streamlining of staffing following restructure of

service with effect from September 2011.

Reduction in management; change in skill mix;

reduction in back office etc.

Service has been redesigned with integration

with Health in mind, which should improve

performance with more streamlined care

pathways

295,000 295,000 295,000

49 Commissioning & Procurement Joint Supporting People and Social Care Contracts Change of provider therefore an initial settling

in period for service users

165,000 165,000 165,000

50 Commissioning & Procurement Standardise Domiciliary Care by reducing number

of providers from 25 to 10, working in 'zones' across

the city, and standardising rate of payment to

providers

Change of provider therefore an initial settling

in period for service users. No deterioration in

quality although carer may change

550,000 550,000 550,000

51 Commissioning & Procurement Alexandra Lodge Closure/4 Sites Extra Care

development to provide extra care facilities for older

& disabled people

Change of provider for existing residents - see

report to Council

100,000 100,000 100,000

52 Commissioning & Procurement Harry Sotnick Nursing Home opened February

2011. Gradual fill rate to achieve full year saving

from 2013/14

Change of provider for those who choose to

move - see report to Cabinet

200,000 200,000 200,000

53 Commissioning & Procurement Joint Equipment Store to deliver small annual

saving through greater efficiencies

Improved service through more efficient

working

8,000 8,000 8,000

54 Commissioning & Procurement Reconfiguration of some services being provided

(Art Groups, Internet Cafes, Day Centres, etc).

Adult Mental Health clients

Some services to be commissioned in a

different way which could lead to more efficient

procurement and greater choice. Level of non-

chargeable services may be slightly reduced

25,000 25,000 25,000

55 Commissioning & Procurement Approved Mental Health Practitioners - Statutory

specialist Mental Health assessment service. Re-

commission service, possibly in partnership with

other councils

Improved, more responsive and timely service 200,000 200,000 200,000

56 Commissioning & Procurement Adult Mental Health S75 Pooled fund efficiency Some reduction in capacity 80,000 80,000 80,000

49


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APPENDIX B


57 Commissioning & Procurement Possible efficiency savings for Carers services

through reconfiguring processes and support

Parity of services for carers across client

groups, through a more consistent and

equitable service

25,000 25,000 25,000

58 Commissioning & Procurement Re-structuring of Adult Social Care in 2011/12 has

identified savings in premises costs



17,000 17,000 17,000

59 Customer Management Review of Processes Will be a positive impact on the service user

through reduced duplication of assessment,

more timely intervention and 'One & Done'

200,000 500,000 1,000,000

60 Customer Management Savings from non-staffing Vanguard Service as part

of Adult Social Care re-structuring



10,000 10,000 10,000

61 Customer Management Back Office redesign More efficient as a result of Transformation

work

43,000 43,000 43,000

62 Customer Management Reablement efficiencies through timely interventions

maximising people's independence and reduced

reliance on traditional style care

Improved health and wellbeing of service

users

100,000 300,000 500,000

63 Commissioning & Procurement Reduction in metered waters supply costs More efficient as a result of Transformation

work

2,400 2,400 2,400

Head of Adult Social Care Total 2,020,400 2,520,400 3,220,400

50


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APPENDIX B


Head of Health Improvement & Development Service64 Customer Management Business Support management & administration

efficiencies



20,000 20,000 20,000

65 Commissioning & Procurement Carers Centre efficiencies No direct cut to service but some limited


8,000 8,000 8,000

66 Commissioning & Procurement Supporting Independence - Commissioned Services

efficiencies



49,000 86,000 88,000

67 Better Performing Workforce Minibus - workforce saving No direct cut to service but some limited


2,000 2,000 2,000

68 Income Behaviour Change Training Training offered through HIDS Training

calendar for which there is now a small charge

for attendance

1,000 1,000 1,000

69 Better Performing Workforce Management team costs No direct cut to service but some limited


2,000 2,000 2,000

Head of Health Improvement & Development Service Total 82,000 119,000 121,000

Health and Social Care Portfolio Total 2,102,400 2,639,400 3,341,400

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APPENDIX B


Housing Portfolio

Head of Community Housing & Regeneration70 Better Performing Workforce Review of financial support & structure & working

practices



40,000 60,000 85,000

71 Income Shared services - provision of services to

neighbouring LAs



5,000 10,000 15,000

72 Better Performing Workforce Administration savings resulting from transfer of

Supporting People activity to ASC



30,000 30,000 30,000


Head of Housing Management (Housing Options)73 Better Performing Workforce Service Review following a systems thinking

intervention in 2008 which led to improvements in

working practices. Savings have been made by a

reduction in staff by natural wastage not

redundancies

An improved service providing advice &

realistic housing options tailored to individuals

personal circumstances & a reduction in

waiting times

73,000 137,000 201,000

74 Better Performing Workforce Reduction in charge from HRA with regard to

Wardens Welfare



31,000 31,000 31,000

Head of Housing Management (Housing Options) Total 104,000 168,000 232,000

Housing Portfolio Total 179,000 268,000 362,000

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APPENDIX B


Leader Portfolio

Head of Customer, Community and Democratic Services75 Income Income from rental of Lord Mayor's Facilities Negative Impact - some charges to be

implemented where previously facilities were

used free of charge. Positive - greater choice

of venue for events and opening the LM

rooms to the public

10,000 10,000 25,000

76 Commissioning & Procurement Reduced cost from 'Badges & Scrolls' No direct cut to service but some limited


2,000 2,000 2,000


Leader Portfolio Total 12,000 12,000 27,000

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APPENDIX B


Planning Regeneration and Economic Development Portfolio

Head of Asset Management Service77 Commissioning & Procurement Reduction in metered water supply costs No direct cut to service but some limited


1,100 1,100 1,100

Head of Asset Management Service Total 1,100 1,100 1,100

Head of Community Housing & Regeneration78 Better Performing Workforce Service efficiencies / review of working practices No direct cut to service but some limited


10,000 20,000 30,000

79 Income Additional Service Income Broader commercial offer to business

customers

10,000 20,000 30,000

80 Income Review of operational budgets No direct cut to service but some limited


5,000 10,000 19,000

81 Commissioning & Procurement Category Management e.g. energy and supplies No direct cut to service but some limited


4,000 4,000 4,000

82 Income Additional Income derived from increased orders at

Portsmouth Craft & Manufacturing Industries

(PCMI)



9,000 9,000 9,000


Head of Culture83 Better Performing Workforce De-layering of staff structure No direct cut to service but some limited


67,000 67,000 67,000

84 Property & Assets Building costs associated with the closure of the

VIC at the Hard



11,000 11,000 11,000

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APPENDIX B


85 Customer Management Delayering of staff structure and closure of the

Visitor Information Centre at The Hard. Service to

be re-provided via web site following results of

customer usage survey



99,000 99,000 99,000

Head of Culture Total 177,000 177,000 177,000

Head of Planning86 Better Performing Workforce Service Review No direct cut to service but some limited


45,000 60,000 75,000

87 Income Planning Application Fees - changed methodology Planning Fees could become more expensive

for applicants

10,000 65,000 105,000

88 Commissioning & Procurement Improved Procurement of supplies and services No direct cut to service but some limited


5,000 8,000 10,000

Head of Planning Total 60,000 133,000 190,000

Planning Regeneration and Economic Development Portfolio Total 276,100 374,100 460,100

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APPENDIX B


Resources Portfolio

Chief Executive and Strategic Directors89 Better Performing Workforce Staff Reorganisation No direct cut to service but some limited


136,700 182,200 182,200

90 Better Performing Workforce Additional Voluntary Redundancies Some limited impact on organisational

capacity

700,000 700,000 700,000

Chief Executive and Strategic Directors Total 836,700 882,200 882,200

Head of Asset Management Service91 Commissioning & Procurement Savings from reduced / prioritised demand for

contracted maintenance

Low impact 89,000 109,000 175,000

92 Customer Management Efficiency savings as a result of restructuring

property query and maintenance call handling

teams



30,000 36,000 36,000

93 Customer Management More efficient use of security team and changes to

Civic Office access

Service improvement and limited change to

access arrangements

36,000 36,000 36,000

94 Property & Assets Efficiency savings through restructuring valuation

and estate management teams



33,000 118,000 217,000

95 Commissioning & Procurement Savings from maintenance in the Admin buildings

budget, produced by changing the way in which

work is procured and completed



10,000 10,000 10,000

96 Property & Assets Further savings from planned maintenance element

of Landlord Maintenance budget

Any risk of service disruptions will be

minimised through improved management of

priorities. Mitigated by the proposed

Contingency contained within the Capital

Programme

70,000 70,000 70,000

Head of Asset Management Service Total 268,000 379,000 544,000

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APPENDIX B


Head of Audit and Performance Improvement97 Commissioning & Procurement Reduction in spend on commodities and ICT No direct cut to service but some limited


6,000 11,000 16,000

98 Customer Management Reduction in admin capacity within service resulting

from reviews of internal processes



25,000 50,000 50,000

99 Better Performing Workforce Reduction in staffing levels assumed from

increased staff productivity



25,000 43,000 86,000

100 Income Income streams developed for internal audit,

risk/insurance and procurement



10,000 20,000 30,000

Head of Audit and Performance Improvement Total 66,000 124,000 182,000

Head of Customer, Community and Democratic Services101 Commissioning & Procurement City Helpdesk - Delete Masterpoint contract

(covered by new telephony system)

More efficient as a result of Transformation

work

5,000 5,000 5,000

102 Customer Management Members Services - Reduction in staffing budget No direct cut to service but some limited


5,000 5,000 5,000

103 Income Flagship Magazine - Increase in income Need to ensure a balance between advertising

and articles

10,000 10,000 10,000

104 Customer Management Corporate Communications - Reduction in staffing

budget


105 Commissioning & Procurement Applying rental charges to all voluntary sector

organisations at relevant contract renewal dates as

approved by Resources Portfolio

The organisations impacted by this will be

provided with plenty of notice to seek

alternative methods of funding rent or working

with other organisations to share space or find

alternative accommodation

60,000 60,000 60,000

106 Commissioning & Procurement Voluntary Sector - Reduced contract costs The organisations impacted by this will be

provided with plenty of notice to seek

alternative methods of funding rent or working

with other organisations to share space or find

alternative accommodation

10,000 50,000 50,000

57


Saving

2012/13

£

Saving

2013/14

£

Saving

2014/15

£

APPENDIX B


107 Commissioning & Procurement Reduction in print costs across service greater requirement for e-communications and

for individuals to print their own on a needs

only basis

10,000 10,000 10,000

108 Commissioning & Procurement Re-negotiate cost of LGA subscription No direct cut to service but some limited


4,000 4,000 4,000

109 Customer Management Reduction in cost of supporting LiNKs/Healthwatch Representative 'voice' on health matters could

be reduced

25,000 25,000 25,000

110 Better Performing Workforce Reduction in management overhead following

review


111 Commissioning & Procurement This represents a cut in funding for voluntary sector

services, specifically funding available for

infrastructure support for the voluntary sector

Reduction on breadth of offer available.

Greater need to be working in partnership

25,000 0 0

112 Commissioning & Procurement This represents a cut in funding for

LINK/Healthwatch

Representative 'voice' on health matters could

be reduced

20,000 20,000 20,000


Head of Financial Services113 Better Performing Workforce Management de-layering/span of control.

Productivity & efficiencies gains

Slower decision making. Some potential for a

reduction in the speed at which suppliers are

paid but expected to be managed

387,900 417,900 447,900

114 Customer Management Review of postal service provision No direct cut to service but some limited


20,000 20,000 20,000

115 Customer Management Customer Interface efficiencies No direct cut to service but some limited


20,000 39,000 39,000

116 Commissioning & Procurement Reduction in audit fees No direct cut to service but some limited


25,000 25,000 25,000

117 Commissioning & Procurement Efficiencies in P2P process Some potential for a reduction in the speed at

which suppliers are paid but expected to be

managed

10,000 10,000 10,000

58


Saving

2012/13

£

Saving

2013/14

£

Saving

2014/15

£

APPENDIX B


118 Income Charge for services to LEP No direct cut to service but some limited


5,000 5,000 5,000

Head of Financial Services Total 467,900 516,900 546,900

Head of Human Resources119 Customer Management Re-structure in Learning & Development

Administration and Support

More flexibility in admin response 58,000 58,000 58,000

120 Better Performing Workforce Re-structure in People Centre and Recruitment

team

More flexibility in response to enquiries 86,000 90,000 90,000

121 Income Increased dependence upon HR admin resource to

support Local Authority Designated Officer role



1,000 1,000 1,000

122 Better Performing Workforce Deletion of unused hours in full-time posts No direct cut to service but some limited


36,500 36,500 36,500

123 Better Performing Workforce Further review of staffing structure No direct cut to service but some limited


9,500 23,500 27,500

Head of Human Resources Total 191,000 209,000 213,000

Head of Information Service124 Commissioning & Procurement Renegotiate contracts to achieve reduction No direct cut to service but some limited


10,000 15,000 20,000

125 Other Service


Staff Reorganisation Wait times for calls to the Service Desk will

increase. Account changes such as

passwords will be subject to longer lead times

for resolution

40,000 40,000 40,000

126 Other Service


Staff Reorganisation Hardware support and installation capacity will

be reduced. All parts of PCC including visitor

facing facilities will receive a reduction in

service. Access to computer facilities will

remain unavailable for longer

30,000 30,000 30,000

59


Saving

2012/13

£

Saving

2013/14

£

Saving

2014/15

£

APPENDIX B


127 Other Service


Staff Reorganisation Some systems will not be maintained,

developed or repaired. Focus will be on

delivering changes in statutory requirements

and maintenance of existing IS systems

35,000 35,000 35,000

128 Other Service


Staff Reorganisation Routine changes on training and systems

installations will be subject to longer wait times

30,000 30,000 30,000

129 Commissioning & Procurement Renegotiation of mobile phone contract No direct cut to service but some limited


78,400 78,400 78,400

130 Other Service


Reduction in training budget Services requiring a technical

change/project/service will have to fund

training. If this is not possible then work will be

delayed while technicians research from other

resources. This will reduce the speed of

technical change

13,600 13,600 13,600

131 Other Service


Staff Reorganisation Unable to run some small to medium projects

for services when they need them. A typical

project that would not now be resourced would

be supporting Social Care in attaining the

necessary compliance to exchange data

securely with Health

40,000 40,000 40,000

Head of Information Service Total 277,000 282,000 287,000

Head of Legal Licensing and Registrars (including Land Charges)132 Better Performing Workforce Licensing - Customer management No direct cut to service but some limited


16,000 16,000 16,000

133 Better Performing Workforce Registrars - Team Restructuring No direct cut to service but some limited


14,000 14,000 14,000

134 Income Registrars - Ceremony Fee increase No direct cut to service but some limited


19,000 19,000 19,000

60


Saving

2012/13

£

Saving

2013/14

£

Saving

2014/15

£

APPENDIX B


135 Income Priority Certificate Service No direct cut to service but some limited


10,000 10,000 10,000

Head of Legal Licensing and Registrars (including Land Charges) Total 59,000 59,000 59,000

Head of Revenues and Benefits136 Customer Management Process re-design & service changes.

Assumption: 2013/14 and 2014/15 savings are

definite provided the Welfare Reform Bill, when

enacted, does not significantly alter the landscape

in those 2 years

May see a small diminution of service (slower

turnaround of claims, requests for

discounts/exemptions etc., some delays in

payment of benefit, rebilling of local tax)

237,000 443,000 649,000

137 Customer Management Process re-design & service changes. Assumption:

2013/14 and 2014/15 savings are definite provided

the Welfare Reform Bill, when enacted, does not

significantly alter the landscape in those 2 years

May see a small diminution of service (slower

turnaround of claims, requests for

discounts/exemptions etc., some delays in

payment of benefit, rebilling of local tax)

45,500 45,500 45,500

138 Customer Management Process re-design & service changes. Assumption:

2013/14 and 2014/15 savings are definite provided

the Welfare Reform Bill, when enacted, does not

significantly alter the landscape in those 2 years

Unable to provide service at all 5 HB counters,

owing to staff reductions. Lowest impact option

is to remove permanent Benefits presence at

the Landport counter & provide appointment

service on 2 half days pw. Nearby offices are

at Civic & Buckland

28,500 28,500 28,500

139 Income Increase in Court fees for summonses and liability

orders, as agreed with the Court Service

Increase in Court Fees which is below current

rates of inflation

25,000 25,000 25,000

Head of Revenues and Benefits Total 336,000 542,000 748,000

Resources Portfolio Total 2,718,600 3,246,100 3,714,100

61


Saving

2012/13

£

Saving

2013/14

£

Saving

2014/15

£

APPENDIX B


Traffic and Transportation Portfolio

Head of Transport and Street Management140 Customer Management Service Review Following the service review there will be a

need for a redistribution and reprioritising of

work load to minimise any impact on service

users

30,000 30,000 50,000

141 Better Performing Workforce Service Review Following the service review there will be a

need for a redistribution and reprioritising of

work load to minimise any impact on service

users

145,000 145,000 225,000

142 Customer Management Closure of Parking Cash Desk/Office The parking office is open weekdays and 4

hours Saturday mornings for the issue of

residents permits, payment of fines and

purchase of scratchcards. Re-provision is

currently being investigated within libraries,

housing offices and central cashiers desk

35,000 35,000 35,000

143 Commissioning & Procurement Integrated Transport Review - Voluntary sector -

Review of the transportation of looked after children

and the home to school transport service to

incorporate best practice and deliver efficiencies

Minimal 10,000 15,000 20,000

144 Income Shared Services - IOW, Highways No direct cut to service but some limited


20,000 30,000 40,000

145 Income Parking - Increasing the provision of cash collection

services to third parties



20,000 30,000 50,000

62


Saving

2012/13

£

Saving

2013/14

£

Saving

2014/15

£

APPENDIX B


146 Other Service


Reduction in value of Concessionary Travel Token

issue to £25 per annum for non disabled residents

Limited impact due to availability of free,

nationwide unlimited off peak bus travel to

eligible groups

27,400 6,300 6,300

Head of Transport and Street Management Total 287,400 291,300 426,300

Traffic and Transportation Portfolio Total 287,400 291,300 426,300

All Portfolios Grand Total 7,825,600 9,482,700 11,221,800

63

APPENDIX B

64

Budget Pressure Summary Impact if Bid Rejected Proposed Action to Minimise Impact2012/13

£

2013/14

£

2014/15

£

Children & Education Portfolio

1 The Learning Place (TLP) - loss of

external grant funding, due to the

cessation of the Family Learning

Innovation Fund programme.

It would be necessary to find alternative savings

in the service, at the expense of customer

service, staff expertise and a significant reduction

in the range and volume of the programmes

provided.

Prioritise the fee earning programmes and

reduce the previously free provision. Offer to

vulnerable learners will reduce.

20,000 10,000 0

2 Looked After Children - budget

pressure caused by the number of

Looked After Children placed through

Independent Fostering Agencies.

It is unlikely that alternative savings on this scale

can be identified in order to offset this pressure,

therefore the overall Safeguarding budget is likely

to overspend next year if the pressure is not

recognised.

The work within the Placement Strategy and

Looked After Children Commissioning

strategy is ongoing and numbers of looked

after children and independent fostering

agencies have reduced and projections are

that these will continue in a downward trend.

1,002,300 1,002,300 1,002,300

3 Youth Centres - this service has seen

significant external funding reductions

in recent years, this has required a re-

organisation of service provision. An

increase in funding will help to

provide positive activities for young

people in the city.

Existing available funding will be necessarily

targeted at statutory responsibilities which could

have a knock on effect on some of the wider

provision of the service.

None 25,000 25,000 25,000

Children & Education Portfolio Total 1,047,300 1,037,300 1,027,300

Culture, Leisure & Sport Portfolio

4 Community Centres - re-instate an

approved cost saving to support

transition of Community Centres to

arms length control and operation.

Rejection of the bid would impact on the

communities that the community centres serve.

The revenue support will aid the capacity of the

centres to move towards full independence in a

consensual way, rather than an enforced

transition.

None 33,200 33,200 33,200

APPENDIX C

RECOMMENDED BUDGET PRESSURES 2012/13 ONWARDS

65


£

2013/14

£

2014/15

£

APPENDIX C


5 Winter Bedding Plants - provision for

the continuation of flower beds in the

most prominent areas of the city

during the winter and early spring.

The flower beds in the remaining high profile

areas of the city will be without colour during the

winter and early spring.

Continuation of this service cannot be

funded from within the existing budget.

16,100 16,100 16,100

Culture, Leisure & Sport Portfolio Total 49,300 49,300 49,300

Environment Portfolio

6 Environmental Health - Pest Control

service, loss of income due to an

increase in demand for rat infestation

treatments that are non-chargeable in

domestic premises.

Pest control is customer demand led and

necessary in ensuring Public Health and Food

Safety legislation compliance in related areas.

Will need to review pricing structures,

numbers of visits per treatment, improve

signposting to self help and review Help

Desk referrals.

56,000 56,000 56,000

7 Waste Disposal - The Waste

Disposal contract costs will increase

in January 2012 when the contract

enters the next and final phase of the

charging rates.

Unable to meet payment obligations under the

disposal contract. Likely to lead to default of

contract.

There is no mitigating action that can be

taken to avoid these increased contract

costs.

148,000 148,000 148,000

8 Waste Disposal - The Waste

Disposal contract increases each

year in line with RPI. Cash limits are

not increased in line with RPI, but a

blended CPI and Pay Inflation index

which is lower than RPI.

Unable to meet payment obligations under the

disposal contract. Likely to lead to default of

contract.

The Waste Disposal contract is currently

being looked at with a view to renegotiating

elements of the contract based on the

contractors ambition to align and extend

elements of the contract. The issue of

indexation will be part of the negotiation.

150,000 150,000 150,000

Environment Portfolio Total 354,000 354,000 354,000

66


£

2013/14

£

2014/15

£

APPENDIX C


Health & Social Care Portfolio

9 Adult Social Care (ASC) - Budget

Pressure allowed to contribute

towards the costs of the following:

250,000 250,000 250,000

Transition Cases - Net costs of

Learning Disability transition cases

for which ASC are taking over funding

responsibility and service provision

from Children's Services.

The statutory service would continue to be

provided to clients, but it would lead to a potential

overspend if not adequately funded.

The statutory responsibility for these cases

is unavoidable. Each case is dealt with

individually and the amounts shown already

reflect an approach that seeks to meet the

clients needs in the most cost effective way.

S117 Cases - Due to changes in the

legislation on Mental Health care,

patients are no longer the sole

responsibility of the Department of

Health. These cases are now jointly

funded.




Each case is dealt with individually and the

amounts shown already reflect an approach

that seeks to meet the clients needs in the

most cost effective way.

Continuing Health Care - S117

Learning Disability clients. A recent

change in legislation on the residency

of people in need of community care

services. These tend to be expensive

high needs clients.




A Section 75 agreement to pool legal

powers and funding with NHS bodies is

being pursued which should enable this

service to be delivered in as efficient a

manner as possible.

Continuing Health Care (CHC) - non

S117 clients, transfer of funding

responsibility from Health budgets to

ASC budgets.




A Section 75 agreement to pool legal

powers and funding with NHS bodies is

being pursued which should enable this

service to be delivered in as efficient a

manner as possible.

67


£

2013/14

£

2014/15

£

APPENDIX C


10 Health Improvement & Development -

Teenage Pregnancy & Substance

Misuse Officer: Supporting vulnerable

young people to address risk taking

behaviours related to drugs, alcohol

and sexual health working closely

with schools and colleges.

Loss of this post could potentially see an increase

in the teenage pregnancy rate as well as

removing a vital service in the prevention agenda

on substance misuse. There will be increased

pressures on other areas of the Council such as

crime prevention and truancy.

Will not be able to minimise pressure as loss

of skills and capacity is key to this area.

There will be no other posts who have the

specialist skills that are required.

13,700 27,500 27,500

Health & Social Care Portfolio Total 263,700 277,500 277,500

Resources Portfolio

11 Meet & Greet - there is a need to

make budget provision for the

existing "meet and greet" service

provided in the Civic Offices

reception area.

Service will cease from April 1st, 2012 resulting in

a decrease in service to the customer as they will

no longer be guided to the most appropriate

waiting area in Reception and loss of

development opportunities for staff employed in

partnership with Learning Disability organisations.

Alternative sources of funding have been

explored to no avail.

10,000 10,000 10,000

Resources Portfolio Total 10,000 10,000 10,000

Traffic & Transportation Portfolio

12 Concessionary Fares - The Bus

Service Operators Grant (BSOG) is

being withdrawn by central

government. This will see a rise in

fares and therefore an increase in

Concessionary Fare costs which is

based upon revenue foregone.

This is an unavoidable pressure, the

Concessionary Pass is a national scheme and the

City Council base it's reimbursement on the DfT

prescribed reimbursement calculator. The

decision to remove BSOG is a Government one

not a local decision.

The issue has been raised with Central

Government and we continue to apply

pressure to the Bus operator not to pass this

cost onto the passenger.

91,300 91,300 91,300

68


£

2013/14

£

2014/15

£

APPENDIX C


13 Concessionary Fares - Increased

costs of new back office system

needed to process and manage

smart travel cards.

PCC will not be able to procure a back office

system for smart cards as set out by the DFT.

We will seek to get the best value for money

service provider, although there are limited

providers in the market.

30,000 30,000 30,000

14 Street Lighting - Following a hardware

upgrade the methodology for

calculating volume usage under the

previous system was found to be

incorrect. A higher volume of usage is

consequently now being billed.

The Service will not be able to meet its cash limit,

and cuts will need to be made elsewhere within

the service.

Further work will be undertaken to review

"spend to save" schemes to reduce our

electricity usage. However there will be a

lead time on any spend to save schemes.

80,000 80,000 80,000

Traffic & Transportation Portfolio Total 201,300 201,300 201,300

All Portfolios Grand Total 1,925,600 1,929,400 1,919,400

69

APPENDIX C

70

Estimate Forecast Forecast Forecast

2012/13 2013/14 2014/15 2015/16

£'000 £'000 £'000 £'000

Service Cash Limits 150,410 151,663 156,118 159,430

Contingency 6,302 3,343 3,246 3,246

Debt finaning Costs 26,906 24,877 24,892 25,450

Levies and insurance premiums 1,964 2,001 2,041 2,232

Other income/expenditure 10,930 11,759 12,493 13,493

196,512 193,643 198,790 203,851

Less

- Council Tax Income 68,597 70,571 72,336 74,144

- Formula Grant 84,427 81,944 76,153 72,807

- Other General Grants 30,901 30,737 29,659 28,934

- New Homes Bonus 1,297 1,297 1,297 1,297

- Council Tax Freeze Grant 3,443 1,721 1,721 0

188,665 186,270 181,166 177,182

Budget Deficit (7,847) (7,373) (17,624) (26,669)

The budget deficit in 2012/13 will be funded from General Fund Balances

Deficits in 2013/14 to 2015/16 reflect future savings requirements

APPENDIX D

FORECAST EXPENDITURE 2012/13 to 2015/16

71

APPENDIX D

72

Cash Cash Cash

Limits Limits Limits

2013/14 2014/15 2015/16

£'000 £'000 £'000

Community Safety 3,229 3,170 3,289

Culture Leisure & Sport 8,201 8,388 8,728

Children & Education 31,726 32,906 34,238

Environment 12,477 13,133 13,646

Health & Social Care 45,192 47,210 47,644

Housing 8,763 8,886 9,201

Leader 289 295 293

Planning Regeneration Economic Development (8,725) (9,360) (9,394)

Resources 24,608 25,232 26,023

Traffic & Transportation 15,634 16,860 17,352

Governance & Audit Committee 342 466 473

Licensing Committee (73) (68) (63)

141,663 147,118 151,430

APPENDIX E

PROVISIONAL CASH LIMITS 2013/14 TO 2015/16 (BY PORTFOLIO)

(After Savings Requirements Deducted - Illustrative)

73

APPENDIX E

74

APPENDIX F

Cash Cash Cash

HEAD OF SERVICE Limits Limits Limits

2013/14 2014/15 2015/16

Major Services

Head of Adult Social Care 43,656 45,658 46,057Head of Children's Social Care and Safeguarding 22,597 23,531 24,430Head of Transport and Street Management 27,495 29,293 30,266

93,748 98,482 100,753

Support Services

Head of Asset Management Service 689 601 554Head of Audit and Performance Improvement 1,218 1,203 1,201Head of Customer, Community and Democratic Services 3,667 3,880 4,030Head of Financial Services 5,173 5,546 5,926Head of Human Resources 2,283 2,321 2,424Head of Information Service 4,552 4,744 4,959Head of Legal Licensing and Registrars 244 238 257

17,826 18,533 19,351

Other Front Line Services

Head of Community Housing & Regeneration 9,128 9,322 9,660Head of Community Safety 2,551 2,477 2,591Head of Education & Strategic Commissioning 8,998 9,251 9,684Chief Executive & Strategic Directors 659 682 699Head of Culture 8,809 9,087 9,458Head of Health Improvement & Development Service 1,541 1,551 1,587Head of Housing Management (Housing Options) 1,269 1,218 1,210Head of Planning 957 918 904Head of Revenues and Benefits 4,076 4,103 4,039Port Manager (7,899) (8,506) (8,506)

30,089 30,103 31,326

TOTAL CASH LIMITS 141,663 147,118 151,430

INDICATIVE CASH LIMITS 2013/14 TO 2015/16 (BY HEAD OF SERVICE)

(After Savings Requirements Deducted - Illustrative)

75

appendix a administration budget

Documents