corporate management team - lambeth · 1 corporate management team date to cmt 2 november 2016...

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Corporate Management Team

Date to CMT 2 November 2016

Title September-end Finance Monitor

Author Tim Harlock, Head of Finance - Standards and Reporting

Contact details 020 7926 9386

CMT sponsor Christina Thompson, Director of Finance

Purpose of report This report presents to the Corporate Management Team (CMT) the

Revenue risks facing the Council as at 30 September 2016.

Executive summary The Council is projecting a General Fund overspend of £7.5m (was £12.5m)

as at 30 September 2016, and for the HRA overspend of £0.3m (was £1.6m).

The recommendations below seek to control expenditure, and alert to the

need to ensure system set-ups of division/service are refreshed in the light of

recent staff departures, so as to maintain clear lines of accountability. (For

example, where directors have left, how is the division to be “re-formed/split-

out” on Oracle hierarchies?)

Recommendations CMT are asked to:

Continue expenditure controls on staffing (new recruitment of bothpermanent and agency staff, and extensions of agency/FTC), such that allare approved by Strategic Directors, with a view to bringing overspendsdown.

Promote awareness of the importance of getting service/managementstructures reflected faithfully on Oracle so that management lines ofaccountability are clear for budget management.

Approve the “harvesting” of £3m of savings attributable to the PRSexercise, as set out in the supplementary paper appended.

Audit trail Consultation with corporate boards/officers/departments

Name Date sent/received Date cleared/received

Christina Thompson 27/10/16

CMT 02/11/16

APPENDIX 3

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September-end Budget Monitor - CMT (2 November)

Revenue: General Fund – overspend pressure £7.5m (was £12.5m)

Overall, the General Fund is projecting overspend pressures of £7.5m for 2016/17, the key

pressures on budgets being as follows:

Children’s Social Care & Early Help - £5.2m (was £5.0m);

Education & Learning - £2.3m (unchanged);

Adult Social Care - £2.6m (was £2.2m);

Benefits & Customer Services - £1.3m (was £1.0m)

This needs to be considered in the light of the wider transformation of the council and, in particular,

the improvement plan for Children’s Services, which has been recognised by Ofsted in its visit of

July 2016 as making some progress, though still requiring further steps in order to achieve

consistency of service provision. It should therefore be considered to carry significant risk to

2016/17 budgets; however, over the medium term, the whole system redesign is envisaged to both

improve the service and address the financial context.

The overspends in Adults Social Care are in large part due to slippage being incurred on

transformational activity as the service responds to the financial challenge, and in most areas the

savings are expected to be delivered overall. However, in some areas client numbers will require

close monitoring.

Work is being undertaken to gain further clarity as to how much of the overspends relate to one-off

factors, and how much is due to possibly recurrent pressures.

Budget to date

£’000

Actual to date

£’000

Variance to date

£’000

FY budget

£’000

FY forecast

£’000

FY variance

£’000

FY variance

%

Prior variance

£’000 Adults & Public Health 42,584 40,157 (2,427) 84,358 86,995 2,637 3.1 2,166

Children's Services 38,304 55,979 17,675 71,914 78,919 7,005 9.7 6,798

Neighbourhoods & Growth 34,231 31,502 (2,730) 63,426 61,492 (1,934) (3.0) (1,750)

Corporate Resources 32,759 96,394 63,635 60,038 60,519 481 0.8 23

NRPF 2,134 1,665 (468) 4,267 3,539 (728) (17.1) (728)

Corporate Items (802) 20,626 21,428 (2,102) (2,102) 0 0.0 5,989

TOTAL - GF 149,209 246,323 97,114 281,901 289,362 7,461 2.6 12,496

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Adults and Public Health – projected overspend of £2.6m (was £2.2m)

Budget to

date £’000

Actual to date

£’000

Variance to date

£’000

FY budget

£’000

FY forecast

£’000

FY variance

£’000

FY variance

%

Prior variance

£’000

Adult Social Care 40,579 33,849 (6,730) 80,963 83,600 2,637 3.3 2,196

S&C – Adults 427 341 (86) 679 679 0 0.0 0

Senior Management 1,442 403 (1,039) 2,581 2,581 0 0.0 0

Public Health 135 5,564 5,429 135 135 0 0.0 (30)

Total 42,584 40,157 (2,427) 84,358 86,995 2,637 3.1 2,166

NB. There is more detailed financial and activity data in Appendix 1 re Adult Social Care

ADULT SOCIAL CARE - forecast overspend £2.6m (was £2.2m) Adult Social Care is forecast to overspend by £2,637k in 2016/17 as of September 2016. This is an unfavourable movement of £442k compared to the August position, due to a mid-year review of spend to date, recharges, expected non-recurrent income and staffing, that led to significant reduction in several forecasts, but also an increase of the domiciliary care forecast across all client groups by £2million. There has been a comprehensive review of the domiciliary care expenditure forecast after significant changes in the care market created weaknesses in the previous forecast method. This required analysis of 6 period’s worth of Electronic Call Monitoring (ECM) information and the review of spend for suppliers not signed up to ECM since April 2015 and identifying payments made since April 2016 relating to previous years. A significant amount of the forecast movement is due to previous year invoice pressures and the data which is now available should result in much more accurate year end accruals to reduce such issues in future. The overall forecast is based on the assumption of delivering a large proportion of 2016/17 new savings and unachieved or delayed savings from the previous year. There is some volatility in Adult Social Care expenditure along with a range of assumptions relating to actions being achieved in the future contained in the forecast which is likely to result in some fluctuations in the forecast in future months. Mental Health- forecast overspend £1.2m (was £1.3m)

Mental Health is expected to overspend by £1.2m, mainly due to an expected increase in IPSA residential savings of £300k, reductions in residential care spend of £40k and supported housing of £40k, and an increase in the staffing forecast due to agency cover of posts during a reconfiguration of the service.

The forecast assumes a £800k reduction in the residential care overspend by the end of the financial year due to underspends of partners in the IPSA initiative being distributed to the Council to meet some of its overspend. There is a risk of reduction of these underspends which would reduce the amount available to be distributed to the council, but there is also the possibility of further reductions in residential care spend due to movement of clients to less expensive support.

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Integrated Disabilities (Learning, Physical Disabilities and Occupational Therapy) - forecast £325k overspend (was £336k)

There has been a reduction in the forecast of £10k. This is mainly the balance of the reduction in the staffing forecast by £180k, a reduction in contribution to the HIV programme of £130k, an increase in the third party forecast due to domiciliary care of £430k, a decrease in residential care of £200k and an increase in equipment spend of £60k.

Savings of £300k in low cost domiciliary care packages, an additional cost reduction due to the ordinary residence review of clients and £400k of capitalisation of equipment costs are expected to be delivered, with £200k of capitalisation being subject to a successful bid for capital resources.

Older People’s Services - forecast overspend of £2.3m (was £1.4m)

There has been an unfavourable movement of £888k, mainly due to the review of domiciliary care spend to date, which resulted in an increase of £1.5m. This contributed to an increase in third party forecast by £1m after a reduction in the extra care (£250k) and nursing (£150k) forecast, resulting in a total third party pressure of £1.7m.

There was a £20k reduction in expected staffing overspend (£436k remaining) and a £140k reduction in support services, mainly due to one-off funding for ECM costs (£120k).

The forecast assumes that £300k of residential savings will be delivered in full and that the integrated in-house enablement service delivers £200k of planned £400k savings and the reconfiguration of beds provided by Excel Care will release £200k of the £400k target as both initiatives are being implemented in-year.

Day Services - forecast overspend £202k (unchanged)

Day services are expected to overspend by £202k. This forecast is based on the assumption of delivering £600k savings by reconfiguring the day service offer, significantly reducing staffing, and reducing external day care and transport costs.

Other services - forecast underspend £1.3m (was £1.1m)

Support and specialist services are expected to underspend by £1.349m mitigating demand driven cost pressures in core services. A large proportion of this underspend (£1,073k) is in senior management where funds from the Better Care Fund are held against cross cutting costs of implementing Care Act recommendations. There was a £233k increase in the forecasted underspend, due to receipt of grant funding (Community Voices- £100k), agreement for one off funding for a post and a reduction in the staffing forecast.

Savings Tracker for Adults and Public Health

New and carried forward savings not forecast to be fully met in 2016/17

Saving Target £’000

Variance £’000

Explanation

Adult Social Care Staffing redesign

1,150 500 Whole systems integration across health and social care needs to be implemented to deliver the totality of savings.

Integrated Mental Health Phase I-II

1,200 400 The IPSA project has a plan to achieve the savings but due to there being some slippage in the implementation of the IPSA financial model the

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Phase II saving has been prudently forecast as not being met. The savings are predicated on the reduction in use of residential care and the forecast will be adjusted as implementation of the IPSA model progresses.

Day Services 1,000 400 External and internal day services are to be reduced to meet the full saving requirement. The internal day services savings are subject to consultation.

Enablement 400 200 The delay in mobilising the new community provider may result in the Year 1 saving not delivered fully in 16/17.

Excel Care bed contract

400 200 The reconfiguration of beds is subject to negotiation with the provider and may not have a full year impact.

Domiciliary care - integrated disabilities

580 430 Reviewing all domiciliary care packages with a view to reduce spend. There is a risk of increased complaints and judicial reviews.

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CHILDREN'S SERVICES - projected overspend £7.0m (was £6.8m)

CHILDRENS SOCIAL CARE & EARLY HELP - Forecast overspend £5.2m (was £5m)

Childrens Social Care (CSC) is forecast to be £5.3m over for the full year.

Additionally, there are two significant emerging risk elements, which will be assessed and updated in the October monitor (and, indicatively, will probably lead to higher forecasts): (a) Year-to-Date overspend at £6.4m is higher than the full year forecast of £5.3m. This is due to payments relating to prior years not being reflected in the Mosaic forecast. Finance is undertaking a reconciliation of the YtD LAC expenditure going through Mosaic to identify the full extent of the prior year expenditure. (b) 27 CLA Client Care packages have not been transferred to Mosaic and hence not included within the forecasts.

The £5.3m pressure within CSC is made up of £3.3m staffing (unchanged); £1.3m on client care costs and £0.7m on contracts & other costs.

The ratio between permanent and agency is worsening. In May agency staff accounted for 38% of total staffing costs but by September this was up to 49%. Consequently whilst there has been a reduction in the headcount, the increase in the number of agency staff will keep the pressure on total staffing costs given the premium on agency social workers is c£15k-£20k pa per individual.

A further hidden pressure is the cost of asylum seeking children. Currently there are 24 children under 18 and a further 33 over 18. Projected costs are anticipated to be in the region of £0.6m for the year based on current numbers. Whilst some level of funding is provided by the Home Office, this only covers a small proportion of the spend.

Payments to suppliers have been held up in some cases due to the Oracle approval hierarchy not being updated for changes in the list of delegated approvers. Finance is currently checking the approvals structure with each responsible Assistant Director.

Budget to date

£’000

Actual to date

£’000

Variance to date

£’000

FY budget

£’000

FY forecast

£’000

FY variance

£’000

FY variance

%

Prior variance

£’000

Children’s Social Care & Early Years 30,262 35,731 5,470 59,489 64,682 5,193 8.7 5,008

Education & Learning 5,781 17,891 12,109 7,904 10,217 2,313 29.3 2,290

S&C - Children 2,260 2,357 97 4,521 4,021 (500) (11.1) (500)

Total 38,304 55,979 17,675 71,914 78,919 7,005 9.7 6,798

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Children’s Social Care

ASSESSMENT & SAFEGUARDING – £0.1m Underspend (Unchanged)

Children with Disabilities – overspend £0.6m (was £0.9m)

Staffing: forecast to be £0.7m higher than budget as current level is higher than establishment.

The service is currently investigating c£300k of unpaid invoices from Unique Personnel for Domiciliary care provide, mostly relating to prior years. Progress has been slow in clearing the backlog although many invoices have been released for payment

Family Support & Child Protection – underspend -£1.3m (unchanged)

FSCP budget is mostly comprised of staffing costs for the10 teams in the structure. The forecast expenditure is £4m against a budget of £5.3m, but as noted in the summary, this may not reflect all attached staffing expenditure due to staff not allocated to their correct teams / cost centres.

Referrals & Assessment - overspend £0.4m (unchanged)

The R&A budget is comprised of staffing costs for the Emergency Duty Team; 2 MASH Teams; and 5 Child Assessment Teams. The forecast expenditure is £3.6m against a budget of £3.3m, but as noted in the summary, this may reflect costs of staff in other teams charged to R&As the HR system currently does not have staff allocated to their correct teams / cost centres.

LOOKED AFTER CHILDREN– Forecast overspend £5.3m (was £5.1m)

LAC Placements – £0.2m overspend (was £0.7m over)

Element No of

placements

September

2016 Forecast

2016-17

Budget

Variance Forecast

vs Budget

LAC Residential Care 40 7,352,209 6,000,000 1,352,209

LAC Specialist 14 772,180 2,000,000 -1,227,820

Total 54 8,124,389 8,000,000 124,389

40 residential placements compared to 34 budgeted, contributing to a £1.4m forecast overspend. Decrease of 8 placement numbers from previous month. 30 placements with a full year forecast cost of between £100k-199k; 8 between £200k-£299k; and 1 over £300k

11 in specialist placements (supported accommodation/ parent & child accommodation etc), which is 27 fewer than the budgeted 38, consequently specialist placements are £1.2m under budget. Decrease of 7 specialist placement from last month.

Element ClassificationNo of

Placements

September 2016

Forecast2016-17 Budget

Variance

Forecast vs

Budget

CWD Direct Payments 111 867,805.93 900,000.00 -32,194.07

CWD Domiciliary Care 56 848,322.62 852,000.00 -3,677.38

CWD Respite Care 3 12,382.33 42,000.00 -29,617.67

CWD Short Breaks /Day Care 67 377,670.74 340,000.00 37,670.74

Travel 2 30,562.25 8,000.00 22,562.25

239 2,136,743.87 2,142,000.00 -5,256.13

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Fostering - breakeven (was £0.5m under)

Fostering allowances £0.2m under budget.

Increase of 4 placements with IFA’s; increase of 1 in-house foster carer.

Staffing costs £0.3m over budget.

Adoption: £0.4m overspend (was £0.3 over)

Adoption allowances/ ROA/ SGO: £0.2m over budget.

Decrease of 1 Adoption Allowance placements. Increase of 3 Special Guardianship placements.

Staffing costs: £0.3m over budget.

Leaving Care – forecast overspend £2.1m (was £2m over)

Staffing costs: £1.4m over budget.

CLA Teams - forecast overspend £1.9m (was £1.8m over)

Budget is comprised of staffing costs for the 7 CLA teams. The forecast expenditure is £6m against a budget of £4.1m, but as noted in the summary, the HR system currently does not have staff allocated to their correct teams / cost centres.


Placements

September 2016


Variance

Forecast vs

Budget

Connected Care 19 346,033.91 415,000.00 -68,966.09

IFA Fostering Allowance 193 8,917,110.05 9,000,000.00 -82,889.95

In-House Fostering Allowance 84 1,837,970.20 1,945,000.00 -107,029.80

296 11,101,114 11,360,000 -258,886


Placements

September 2016


Variance

Forecast vs

Budget

Adoption Allowance 136 1,535,309.35 1,566,000.00 -30,690.65

Inter Agency Fees 0 0.00 113,000.00 -113,000.00

Nursery Fees 1 14,367.26 20,000.00 -5,632.74

Residence Order Allowance 69 396,269.26 402,000.00 -5,730.74

Special Guardianship 267 2,511,421.53 2,221,000.00 290,421.53

473 4,457,367.40 4,322,000.00 135,367.40


Placements

September 2016


Variance

Forecast vs

Budget

College Fees / Tuition 0 45,684.26 50,000.00 -4,315.74

Higher Education Bursaries 0 8,132.00 43,000.00 -34,868.00

Independent Living 103 4,018,214.56 3,532,000.00 486,214.56

Maintenance Allowance 37 123,704.59 115,000.00 8,704.59

Remand Allowance 9 22,412.00 0.00 22,412.00

Staying Put Arrangement 20 249,762.53 0.00 249,762.53

169 4,467,909.94 3,740,000.00 727,909.94

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CSC Senior Management Team – Forecast overspend £0.7m (unchanged)

The forecast expenditure is £1.2m against a budget of £0.5m, but as noted in the summary, the HR system currently does not have staff allocated to their correct teams / cost centres. In addition the posts for the Strategic Director and a 4th AD are currently unbudgeted.

Quality Assurance & Performance - forecast overspend £0.1m (was £0.2m over)

Budget is comprised of staffing costs for the Service Development; Complaints; and Reviewing teams.

Early Years & Parenting – £0.1m underspend (was £0.3m under)

Forecast reduced following reassessment of vacant posts.

EDUCATION & LEARNING: £2.3m overspend (unchanged) SEN – £2m overspend (unchanged)

Forecast based on £0.7m overspend on transport costs and £1.3m on pupil statementing costs.

Transport costs are being addressed through a number of initiatives which include, introduction of independent travel training, moving towards directs payments, not renewing the contract for coach transport (ends July 2017) and retendering for the taxi service.

The pilot for independent travel will commence later this year, being earmarked to run for 3 years, with the aim to reduce the reliance on home to school transport provision. There is an expectation that this will deliver c£100k reduction in expenditure this year with more significant reductions in future years.

Education - £0.1m underspend (was £0.2m under)

Forecast reduced following reassessment of vacant posts.

Libraries & Archives – £0.4m overspend (unchanged)

There is a forecast £0.4m overspend due to costs related to delivering the ongoing savings around library services.

STRATEGY & COMMISSIOING - CHILDREN – £0.5m underspend (Unchanged) Early Adopter Programmes – £0.5m Under-spend (No change)

The Service has undertaken a review of grant commitments for the next 3 years and identified reduced funding requirements which is now been reflected in the forecast. It was agreed at the Children’s Budget session with Members (September), that any further underspend would be carried forward to create a reserve to fund future requirement for landlord repairs and maintenance.

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Savings Tracker for Children’s Services



Variance £’000

Explanation

Social Care Redesign

1,000 1,000 Delay in implementing new structure and continued high usage of agency staff

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Neighbourhoods & Growth – projected underspend of £1.9m (was £1.8m)

Budget to

date

£’000

Actual to

date

£’000

Variance

to date

£’000

FY

budget

£’000

FY

forecast

£’000

FY

variance

£’000

FY

variance

%

Prior

variance

£’000

Major Capital

Programmes 471 196 (275) 628 628 0 0.0 0

Senior

Management 164 162 (2) 328 328 0 0.0 0

Housing Services 7,772 5,082 (2,689) 15,243 13,797 (1,446) (9.5) (1,320)

Strategic

Housing, Regen &

Communities

7,616 6,997 (619) 14,242 13,775 (467) (3.3) (681)

Investment &

Growth 391 (5,597) (5,988) 686 686 0 0.0 0

Neighbourhoods,

Environment &

Employment

16,856 23,657 6,801 30,483 30,463 (20) (0.1) (19)

Planning, Transport & Development

962 1,005 43 1,816 1,815 (1) 0.0 270

Total 34,231 31,502 (2,730) 63,426 61,492 (1,934) (3.1) (1,750)

HOUSING SERVICES – forecast underspend £1.5m (was £1.3m) Temporary Accommodation Services – forecast underspend £961k (was £949k)

The service is currently forecasting an underspend of £961k following a growth of £5.3m being applied to the 2016/17 budget which is expected to resolve the historic overspend position and contain any immediate growth.

The main cost driver continues to be the use of nightly charged accommodation for individuals and families resulting from insufficient supply of leased properties. Whilst there has been an increase in the number of placements in such accommodation, this is being partially netted off by a reduction in net unit cost as a result of renegotiating rates and moving people to alternative, cheaper accommodation as well as making use of “nil cost” accommodation in council-owned stock on estates that are being redeveloped.

Housing Options, Property Standards and Enforcement, Accommodation & Property and Housing Needs HOS – forecast underspend £486k (was £371k)

There is an underspend on salaries budgets due to staff vacancies which is partially offset by an expected shortfall in the recharge to the Mental Health Pathways Team.

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STRATEGIC HOUSING, REGENERATION & COMMUNITIES – forecast underspend £0.5m (was £0.7m)

Community Safety Fund – forecast overspend £135k (was £174k)

The main element of this overspend is related to employee expenses for PRS payments to staff who were made redundant as part of the restructure and also costs incurred for some of those staff for April 2016 as they did not leave at the end of 2015/16. There is also a further £64k of agency costs in Licensing above the employee budget.

In addition to the above, there is an overspend of £42k due to unpaid Street Market electricity bills relating to 15/16 and £30k due to the bad debt write-off for 15/16 not being done until 16/17. Neither of these items were accrued for, so will impact on the 16/17 outturn.

Specialist Youth – forecast underspend £249k (was £503k)

The underspend is due to staff vacancies. This service is due to transfer out of Neighbourhoods & Growth so will drop out of the forecast in a later month.

Homes & Communities – forecast underspend £353k (unchanged)

The underspend is in the budget for commissioning staff and is as a result of posts that are due to be removed as part of the PRS savings, but for which the budgets have not yet been stripped. This underspend is likely to disappear in future months when this budget strip is confirmed.

NEIGHBOURHOODS, ENVIRONMENT & EMPLOYMENT – forecast underspend £20k (was £19k) ENVIRONMENT

Culture & Communities – forecast underspend £305k (was £327k)

£164k of the underspend is due to reduced support to Community Groups from Active Communities and a further £120k from staff vacancies in Community Sports and Cultural Commissioning Strategy.

Environmental Services – forecast overspend £748k (was £707k)

There is a £227k shortfall in Commercial Waste income as a result of not being able to meet the savings target for 2016/17. Officers are in place to address the shortfall over the remainder of the year.

The service received inflationary uplifts for Veolia and WRWA which have mitigated some of the previously reported pressure, although there is still a £988k overspend on the Veolia Street Cleaning and Waste Collection services due to a shortfall in savings related to Waste Strategy Phase 3. These are however partially offset by the above uplifts. Some of these shortfalls are as a result of timing issues and will resolve in 17/18, but there is still a baseline gap in savings delivery as no decision has been made as to how to deliver these savings in full.

NEIGHBOURHOODS

Parking – forecast underspend £874k (was £544k)

The underspend represents the additional surplus above that which is budgeted for the Parking Service. This has increased from last month for two reasons; firstly a temporary

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budget virement for £100k has been made to cover the rent for Blue Star House that was stripped as a YNTH saving and secondly the income budgets for permits have been moved back into Parking from Environmental Performance & Development, so the associated £230k underspend has also moved across.

Parks – forecast overspend £362k (was £366k)

The pressure is due to employee expenses, overtime and agency costs not budgeted for as the service is over-establishment following the transfer of the Veolia grounds maintenance staff back in-house. It is expected that the service will restructure in Q4 to resolve this pressure, but due to the delay in this happening it will still leave an overspend position in 2016/17.

Registrars – forecast overspend £130k (was £69k)

The overspend is due to redundancy costs that need to be covered by the service and for which there is no budget, the calculation for which has increased from last month.

Street Management – forecast overspend £131k (unchanged)

There are a number of pressures within the service relating to the shortfall in income under the New Roads and Streetworks Act against the increased budget, a shortfall in capitalisation of staff costs and a delay in implementing the LED lighting system to the borough. This latter pressure is a timing issue with delivery of the saving so will resolve in 17/18. These pressures have largely been mitigated by the use of the parking surplus

NEE SENIOR MANAGEMENT – forecast underspend £0.2m (unchanged)

The budget includes posts that are due to be removed as part of the PRS saving, so there is currently an underspend. Once these savings are formally confirmed the budget will be stripped and this underspend will disappear.

PLANNING, TRANSPORT & DEVELOPMENT – forecast to budget (was £0.3m overspend)

Planning – forecast underspend £222k (was £81k overspend)

Following a review of actual expenditure on both salaries and supplies and services spend, the full year forecast positions for both have been reduced.

On top of the above there is a forecast level of income in excess of the budget, giving rise to an underspend of £215k.

Transportation – forecast overspend £155k (unchanged)

There is a shortfall in resources for this service in terms of net cash limit and an overstated capitalisation target. Whilst this gap has been partially addressed in-year, there is still a shortfall that needs to be bridged and further work is being undertaken to identify other resources that could bridge this shortfall. The current gap is £107k.

There is also a further £48k overspend relating to LiP/Road Danger Reduction costs which relate to 15/16 for which a drawdown of funding is not yet confirmed. It is expected that this will be resolved before the end of the year.

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SAVINGS TRACKER for Neighbourhoods and Growth



Variance £’000

Explanation

Commercial Waste Income

650 250 There was an historic issue with customer data not being updated which meant that invoices had been issued to customers with no contracts giving an over inflated figure for income generated . The income forecast has now been revised down to account for this issue but the service is working to increase income through new initiatives including bringing in sales staff and an options appraisal.

Waste Strategy Phase 3

1,000 520 A decision has been made not to a move to less frequent collections which means that a proportion of this savings target will not be achieved. The forecast saving is achieved moving away from single use recycling bags to reusable bins and neighbourhood based deployment of resources to improve efficiency.

Parking Contract

1,000 333 Income in 2015/16 was above expected levels and we forecast for this to be maintained to meet the savings target. £500k of this target is to be delivered by contract renegotiations which are due to be completed by 1/12/16 which means that we will only achieve 4 months’ worth of savings i.e. £167k. This slippage will be corrected in 2017/18 and the service is looking at option to reduce the shortfall in 2016/17

Lambeth LED Street Lighting

600 300 This project is 6 months behind schedule following more detailed and complex legal negotiations than previously forecast resulting in slippage of up to 50% of the savings.

Cemeteries Income

250 50 The services was able to achieve a surplus on its income target in 2015/16 and is confident it can achieve an additional £200k in 2016/17 but the remaining £50k cannot be guaranteed.

YOS Efficiency Savings

500 500 The planned restructuring has been delayed pending the transfer Children’s Services. However the budgetary position is being managed through vacancies with a fall back of using the 2015/16 surplus carry forward (£0.5m) to mitigate for delays in implementing the restructure.

Parks Grounds Maintenance

1,300 600 The Veolia Parks Grounds Maintenance team transferred across to Lambeth on 1st April 2016. A restructure is now necessary to bring the cost of the service into line with the reduced budget. This is forecast to be in place by 1st January. In addition it will be necessary to bring cleaning of public toilets in parks back in-house, increase income and resolve various budgetary issues to bring the budget back into balance.

Other Savings 2,720 0 Currently Forecast to be delivered in full

Total 8,020 2,553

Registrars Income – c/fwd

108 45 The September 16 Forecast is projected at £130k of which £45k related to underachievement of income. The balance of £85k is predominantly due to unfunded PRVS costs. It is expected that the restructure will achieve 2017/18 savings of £100k.

Total 8,128 2,598

15

Corporate Resources – projected overspend £0.5m (was breakeven)

Budget to

date

£’000

Actual to

date

£’000

Variance

to date

£’000

FY

budget

£’000

FY

forecast

£’000

FY

variance

£’000

FY

variance

%

Prior

variance

£’000

BCS 19,793 77,967 58,174 35,228 36,510 1,282 3.6 1,048 Business

Transformation 4,609 6,117 1,508 9,219 9,719 500 5.4 500 Corporate

Affairs 1,064 1,944 880 1,804 1,757 (47) (2.6) (140)

Finance 3,443 6,538 3,095 6,721 5,407 (1,315) (19.6) (1,412) HR & Org

Development 1,612 1,686 74 2,927 3,072 145 5.0 121 Policy &

Communications 2,237 2,142 (95) 4,139 4,054 (85) (2.1) (94)

Total 32,759 96,394 63,635 60,038 60,519 481 0.8 23

BUSINESS AND CUSTOMER SERVICES – forecast overspend £1.3m (was £1.0m)

Benefits Service – forecast overspend £764k (was 825k)

The overspend is due to the early identification of HB overpayments through the introduction of real time data matching (RTI) coordinated by DWP, to identify claimants no longer eligible or fraudulent activity. The majority of overpayments will attract only 40% subsidy, so the reported overspend is largely the remaining 60% less claw back on existing benefit. The underlying pressure is estimated to be £1m annually.

Based on current projections, there is a risk resultant from the introduction of Universal Credit because the debt currently clawed back from Housing Benefits would need to be cash invoiced, which has a much lower collection rate. The impact is estimated to be in the range of between £2.6m and £4.1m based on our current debt profile, and will keep growing till all clients are on Universal Credit, assuming the roll out of Universal Credit in April 2017.

Unfortunately, the movement of clients on Universal Credit is on a rolling basis over potentially 5 years and it will be slow at the start, therefore it may not be possible to calculate a provision at present but it is clear that it will have a material impact in the Council’s Accounts.

Emerging Risk – From April 2017 the DWP will be removing the management fee element of the HB Subsidy payments for Temporary Accommodation. Although this will at least in part be replaces by additional funding from the DCLG this may not be on a “like for like” basis. Although at this stage, no estimate of the replacing DCLG funding is available, it is estimated that the loss of the HB Subsidy grant is likely to be in the region of £3.1m to £4.7m. Any shortfall between this figure and the replacing DCLG grant will likely pose a significant pressure to the service in 2017/18.

Benefits Services (admin team) – forecast underspend £513k (unchanged)

The majority of the underspend in this service is in fact as a result of the receipts of additional unringfenced grant funding totalling £373k. There are further underspends in respect of

16

Employee costs and a potential reduction in the TFL element of the Freedom Pass, this is in part offset by some additional expenditure on Communications work.

Property and Financial Transactional Services – forecast overspend £129k (was £68k)

There was a significant under accrual of £312k in 2015/16 which has put pressure on the service in 2016/17. This has been offset by additional back dated income (£284k from the NHS and Children’s Services due to be received in respect of Gracefield Gardens for soft FM services and through recharges to WNHLC. There is also an historical shortfall in Commercial Rents income as the revenue budget does not reflect a reduction in the in the commercial property portfolio.

HR Operations – forecast overspend £144k (was breakeven)

An overspend has now been recognised due to an income accrual that was set up in 2015/16 for Schools Buybacks that was unfortunately invoiced and paid in that year. This means that the reversal on the accrual will not now be matched off buy the income in the current year. It should be noted that this shortfall in income in 2016/17 will be matched by an over achievement of income in 2015/16 over the two years concerned.

Revenues – forecast overspend £261k (was £404k)

Due to the changing demographics in the area and also a decision not to raise court costs against key protected groups the number of summonses raised in respect of Council, NNDR and BID payments has fallen year on year. This means that the current court cost income target in not achievable. There is a review of Court Costs reflecting that inevitably with better collection rates, less court cost income can be generated. This will be an increasingly difficult budget to meet in future years.

Digital – forecast overspend £292k (unchanged)

There is an overspend of £210k in respect of supplies and Services and £84k in respect of employee costs due to work that is being undertaken on the digitalisation of services.

BUSINESS TRANSFORMATION – forecast overspend £0.5m (no change)

The division is currently going through restructure as part of the Smart Support process. The new structure is scheduled to “go live” in October 2016. It should be noted that any delays to this may result in a pressure on the budget although there are significant vacancies throughout the division.The restructure is designed to not only achieve the Smart Support savings but also absorb the £0.5m funding requirement for the ongoing Oracle costs. The present forecast assumes that Smart Support savings will be delivered to schedule.

Following issues with the user testing with the new telephony system it has not been possible to issue a cessation to the existing British Telecommunication Services by the 30th June 2016. This will now therefore result in additional contractual costs being incurred to ensure continuity of the telephony services. Currently the costs related to the delayed implementation are expected to be £500k (i.e. two quarters at £250k per quarter) and a request will be made to fund this through Corporate Items.

17

FINANCE – forecast underspend £1.3m (was £1.4m)

Financial Planning & Management – forecast underspend £673k (was £760k)

There are a significant number of vacancies within the service and underspends within Supplies & Services. The forecast has now been adjusted to take account of the part-year Organisation Redesign savings achieved as part of the recent restructure and the possible cost required to recruit to key vacancies.

Procurement – forecast underspend £930k (was £956k)

Although the Matrix contract was due to expire at the end of August, the existing contract will now be in place until at least the end of December 2016, and it is this additional rebate which is giving rise to the underspend. .

Valuation & Strategic Property Services – forecast overspend £345k (unchanged)

The present forecast assumes a shortfall in income in respect of commercial rent. At this stage an increase in the budget for commercial rent agreed as part of the 2016/17 budget setting process will not be fully achieved in 2016/17. Officers are continuing to look at opportunities for additional rental streams and once these have been formalised and agreed, they will be included in the forecast. This has in part been offset by a recharge to the HRA in respect of works that the service provides that were currently not being recovered. There is also a forecast overspend in employee costs as the service is currently running with more staff than budgeted for. This later point will be resolved once the restructure of Finance and VSPS is reflected in the budgets.

HUMAN RESOURCES AND ORGANISATIONAL DEVELOPMENT – forecast overspend £0.2m

(was overspend £0.1m)

Although there are a number of vacancies throughout the division following the recent restructure some of these are now being covered by more expensive interim appointments. There are also a number of small underspends being reported in learning and development in respect of training budgets.

POLICY AND COMMUNICATIONS – forecast overspend £0.1m (was £0.1m)

Communications – forecast underspend £0.2m (was £0.3m)

This service is currently forecasting and underspend predominantly within employee costs. As the division is currently going through restructure this position is likely to fluctuate between services.

Trading – forecast overspend (under recovery) £0.1m (was breakeven)

An additional income saving of £0.2m built into the budget which has created further budget pressures. Officers are continuing to look at opportunities of maximising income. It is hoped that the recently updated Events Strategy that was presented to Cabinet in July will help mitigate some if not all of these budget pressures in 2016/17.

18

Performance – forecast underspend £0.2m (was £0.2m)

There are a number of underspends forecast within the Supplies & Services budgets.

New and Carried forward savings not forecast to be fully met in 2016/17

Saving Target £000’s

Variance £000’s

Explanation

Increase in commercial property rental income by charging “market rate”.

500 400 Although some proposals have been put forward by officers the majority of these are within the HRA property portfolio so will not deliver General Fund savings. Additionally, any increased rental agreements will not deliver a full year’s income in 2016/17.

NO RECOURSE TO PUBLIC FUNDS – Forecast £0.7m underspend (unchanged)

The objective of having 100 core families being supported has been achieved; this figure excludes 32 families who now have been given recourse but are being transitioned out of the service.

There were 26 families discharged in the first quarter and the average length a family is in service is 31 months.

Corporate Items – forecast breakeven (was £6.0m)

Corporate Items is reporting a balanced position, but managing pressures of £8m resulting from slippage in the delivery of SMART Support and Organisational Redesign savings mitigated in part through increased income from investments. The slippage is being addressed and both savings will be achieved and the financial pressure will be mitigated using the financial contingency.

19

Housing Revenue Account (HRA) - forecast overspend of £0.3m (was

£1.6m)

Budget to

date £’000

Actual to date

£’000

Variance to date

£’000

FY budget

£’000

FY forecast

£’000

FY variance

£’000

FY variance

%

Prior variance

£’000 Housing Services (HRA)

31,121 22,000 (9,121) 62,242 63,613 1,371 2.2 1,684

Central HRA Budgets

(67,260) (90,943) (23,683) (83,152) (83,402) (250) 0.0 566

Strategic Housing, Regeneration & Communities

8,477 14,365 5,888 16,954 16,148 (806) (4.8) (613)

Corporate Resources - HRA

1,978 705 (1,273) 3,956 3,956 0 0.0 0

TOTAL HRA (25,684) (53,873) (28,189) 0 315 315 n/a 1,637

HOUSING SERVICES (HRA) – forecast overspend £1.4m (was £1.7m) Housing Management – Repairs & Maintenance – forecast overspend £2.6m (unchanged)

Electricity budgets are currently forecast to overspend by £1,416k. A significant backlog in outstanding billing had built up at the time of the 2015/16 financial year end due to delays on the part of the supplier and the council relied on data provided by the supplier to raise its 2015/16 accruals. Receipt of actual invoicing to date indicates that the provisions made in 2015/16 were not adequate to cover the actual costs leading to a forecast overspend in the current financial year.

Disrepair legal costs budgets are currently forecast to overspend by £470k. This has historically been an area of significant budget pressure, overspending by £1,584k in the last financial year. The disrepair & legal costs overspends are due to the delayed payment of opposition costs for several old cases which are now closed.

There is also a further overspend of £719k which relates to the capitalisation of costs relating to boilers. The budget assumes a capitalisation of £2.2m, but the 15/16 outturn was significantly lower than this and there is no indication that this will change in 16/17.

Housing Management Services – forecast underspend £1.2m (was £0.8m)

The full year forecast underspend of £1,162k relates to reductions in employee costs following the enhanced VPRS exercise and vacancies.

CENTRAL HRA BUDGETS – forecast underspend £0.3m (was £0.6m overspend)

Income from parking and garages is exceeding the assumptions made as part of the 2016/17 budgets setting exercise and the full year income forecast has been increased by £467k from a breakeven position the previous month.

Costs associated with the enhanced VPRS exercise have been provided for in 2015/16. A forecast overspend of £253k relates to variation between provision and actual costs incurred.

The forecast recharge for pension backfunding has been assumed at the same level as the 2015/16 actual charge, an overspend of £148k.

20

The charge to the HRA insurance provision has been assumed at the same level as the 2015/16 actual charge, an overspend of £125k.

Added years and redundancy costs (unrelated to the enhanced VPRS exercise) are forecast to exceed budget by £182k.

A £235k underspend is forecast for leaseholder service charges following the production of the 2016/17 service charge estimates. The forecast currently assumes no revenue income from s20 schemes.

STRATEGIC HOUSING, REGENERATION & COMMUNITIES (HRA) – forecast underspend £0.8m (was £0.6m)

Homes & Communities (HRA) – forecast underspend £282k (was £296k)

Employee costs are due to underspend by £391k due to vacancies within the service. This is offset by a £137k overspend following the identification of duplicate income transactions in prior years that have now been reversed out in 2016/17.

Housing Capital & Asset Management – forecast underspend £523k (was £317k)

The full year underspend relates to reductions in employee costs following the enhanced VPRS exercise.

21

Appendix 1 - Adults and Health

Appendix 1.1 – more detailed service by service breakdown for Adults Budget to

date £’000

Actual to date £’000

Variance to date £’000

FY budget £’000

FY forecast £’000

FY variance £’000

FY variance%

D1100I-DAY CENTRES 2,002 1,518 (484) 3,995 4,197 202 5.16%

DAY SERVICES 2,002 1,518 (484) 3,995 4,197 202 5.16%

D1101I-INTEGRATED DISABILITY 20,344 21,383 (1,039) 40,688 41,014 326 0.80%

INTEGRATED DISABILITY – ALD 15,097 14,046 (1,050) 30,194 28,511 (1,683) (5.57%)

INTEGRATED DISABILITY – OT 286 (554) (841) 573 301 (271) (47.29%)

INTEGRATED DISABILITY – PD 4,961 7,891 2,930 9,921 12,201 2,280 22.91%

D1102I-MENTAL HEALTH 4,053 3,847 (206) 8,103 9,302 1,199 14.79%

ADULTS WITH MENTAL HEALTH NEEDS 4,053 3,847 (206) 8,103 9,302 1,199 14.79%

D1103I-OLDER PEOPLE 9,002 9,015 13 18,004 20,264 2,260 12.55%

OP - HEALTH & REABLEMENT 545 526 (19) 1,090 1,512 422 38.71%

OP - INITIAL CONTACT AND OLDER PEOPLE 1,855 1,865 10 3,710 3,772 62 1.67%

OP - OLDER PEOPLE'S SERVICES 6,602 7,476 874 13,204 14,979 1,775 13.44%

OP - REABLEMENT 0 (852) (852) 0 (0) (0) 0%

D1104I-OTHER - ADULTS 2,533 (4,305) (6,838) 4,967 3,617 (1,349) (27.16%)

BROKERAGE UNIT 0 19 19 0 0 0 0.0%

BUSINESS INFORMATION AND SUPPORT SERVICES 158 72 (85) 315 230 (85) (26.98%)

CARELINE24 & ASSISTIVE TECHNOLOGY 550 648 97 1,101 1,235 134 12.17%

EVERY POUND COUNTS 48 305 258 95 (9) (104) (109.47%)

MONEY MANAGEMENT 59 56 (3) 117 126 9 7.69%

QUALITY & SAFEGUARDING ADULTS 341 358 17 652 637 (15) (2.30%)

SENIOR MANAGEMENT - ADULT SOCIAL CARE 666 (6,228) (6,894) 1,263 190 (1,073) (84.95%)

SHELTERED HOUSING 424 27 (397) 849 800 (49) (5.77%)

SUBSTANCE MISUSE 287 438 151 575 409 (166) (28.86%)

Grand Total 37,935 31,459 (6,476) 75,757 78,394 2,637 3.48%

22

Appendix 1.2 – Adult Social Care Service Activity September 2016

Client group

Service

Classification

Final

Expenditure

This Year FTE Headcount

Unit cost -

£ per

client per

week

LD Day Care 785,945 57 57 264

LD Direct Payments 2,586,455 108 107 459

LD Domiciliary Care 2,093,104 138 135 291

LD Nursing Care 370,506 4 4 1,738

LD Residential Care 16,045,886 237 237 1,300

LD Supported Housing/Living6,054,221 110 110 1,054

LD Other 439,760 20 20 423

LD Total 28,375,878 674 670 808

MH Day Care 84,066 17 17 94

MH Direct Payments 111,854 16 15 138

MH Domiciliary Care 822,214 117 122 134

MH Nursing Care 1,071,138 24 24 865

MH Residential Care 4,001,800 102 100 753

MH Supported Housing/Living1,671,819 77 76 419

MH Other 54,082 10 10 103

MH Total 7,816,973 362 364 414

OP Day Care 3,962 1 1 76

OP Direct Payments 1,563,697 159 159 189

OP Domiciliary Care 14,086,973 1,448 1,510 187

OP Nursing Care 8,049,924 238 231 649

OP Residential Care 4,864,893 187 181 498

OP Supported Housing/Living 35,321 2 2 340

OP Other 306,276 141 137 42

OP Total 28,911,047 2,176 2,221 1,980

PD Day Care 95,918 22 22 84

PD Direct Payments 2,728,247 231 233 227

PD Domiciliary Care 4,420,640 447 457 190

PD Nursing Care 1,868,864 45 45 791

PD Residential Care 2,788,226 53 53 1,004

PD Supported Housing/Living267,802 8 8 644

PD Other 65,639 32 31 40

PD Total 12,235,337 838 849 280

SM Day Care 22,065 1 3 375

SM Residential Care 113,015 3 6 691

SM Total 135,080 4 9 1,066

Grand Total 77,474,315 4,054 4,113 366

23

Appendix 2: Children's forecasts by Service Grouping

Appendix 2.1 – more detailed service by service breakdown for Children's

YTD SEPT YTD SEPT YTD SEPT FULL YEAR FULL YEAR FULL YEAR VAR VAR

BUDGET ACTUAL VAR BUDGET FORECAST VAR (AUGUST)

£000 £000 £000 £000 £000 £000 % £000

D1400H-CHILDREN'S SERVICES 30,262 35,731 5,470 59,489 64,682 5,193 9 5,008

D1401H-EDUCATION & LEARNING 5,781 17,891 12,109 7,904 10,217 2,313 29 2,290

D1402H-STRATEGY & COMMISSIONING - CHILDREN 2,260 2,357 97 4,521 4,021 -500 -11 -500

38,304 55,979 17,675 71,914 78,920 7,006 10 6,798



£000 £000 £000 £000 £000 £000 % £000

D1400H-CHILDREN'S SERVICES

D1400I-CHILDREN LEGAL SERVICES 1,300 1,341 41 2,600 2,748 148 6 0

D1401I-CHILDREN LOOKED AFTER 17,008 22,672 5,664 33,986 39,327 5,341 16 5,190

D1402I-CHILDREN SAFEGUARDING & ASSESSMENTS5,980 6,100 120 11,954 11,659 -295 -2 -57

D1403I-EARLY HELP 1,284 1,041 -243 2,523 2,523 0 0 -14

D1404I-EARLY YEARS AND PARENTING 3,318 2,614 -704 5,857 5,739 -118 -2 -283

D1405I-QUALITY ASSURANCE & PERFORMANCE 1,372 1,963 592 2,569 2,686 117 5 172

CHILDREN'S SERVICES 30,262 35,731 5,470 59,489 64,682 5,193 9 5,008



£000 £000 £000 £000 £000 £000 % £000

D1102H-EDUCATION & LEARNING

D1411I-EARLY YEARS QUALITY IMPROVEMENT 76 3,038 2,962 148 145 -3 -2 29

D1412I -TEACHERS PENSION COSTS 0 344 344 0 0 0 0 0

D1413I -EMPLOYMENT AND ENTERPRISE - E&L -46 836 882 -91 -91 0 0 0

D1414I-LIBRARIES & ARCHIVES 2,181 2,501 319 3,753 4,187 434 12 429

D1415I -MUSIC SERVICES 16 848 832 32 32 0 0 0

D1416I-SCHOOL & EDUCATION IMPROVEMENT SERVICE712 2,236 1,524 1,309 1,191 -118 -9 -163

D1417I-SPECIAL EDUCATIONAL NEEDS 2,841 8,086 5,245 2,753 4,753 2,000 73 2,000

ELS 5,781 17,891 12,109 7,904 10,217 2,313 29 2,295



£000 £000 £000 £000 £000 £000 % £000

D1402H-STRATEGY & COMMISSIONING - CHILDREN

D1420I-ADVENTURE PLAYGROUNDS 1,761 2,265 504 3,522 3,022 -500 -14 -500

D1421I-CHILDRENS COMMISSIONING 125 92 -32 249 249 0 0 0

D1422I-CHILDREN'S MENTAL HEALTH CONTRACT 375 0 -375 750 750 0 0 0

CHILDRENS COMMISSIONING 2,260 2,357 97 4,521 4,021 -500 -11 -500

24

Appendix 2.2 – Children's Social Care Mosaic data

Service Element ClassificationSum of

FTE

No of

Placements

September 2016


Variance

Forecast vs

Budget

No of

Placements

Change in No

Placements2016-17 Forecast Forecast Change

Children with Disabilities CWD Direct Payments 96 111 867,805.93 900,000.00 -32,194.07 95 16 853,941.19 13,864.74

CWD Domiciliary Care 50 56 848,322.62 852,000.00 -3,677.38 63 -7 974,406.56 -126,083.94

CWD Respite Care 1 3 12,382.33 42,000.00 -29,617.67 4 -1 12,174.00 208.33

CWD Short Breaks /Day Care 65 67 377,670.74 340,000.00 37,670.74 69 -2 385,073.34 -7,402.60

Travel 2 2 30,562.25 8,000.00 22,562.25 1 1 5,400.00 25,162.25

Children with Disabilities Total 215 239 2,136,743.87 2,142,000.00 -5,256.13 232 7 2,230,995.09 -94,251.22

Family Support & CP Additional Expenses 0 0 8,472.00 9,000.00 -528.00 0 0 8,472.00 0.00

Child Minding 2 2 22,482.72 22,000.00 482.72 1 1 19,188.00 3,294.72

Day Care 1 1 4,140.00 5,000.00 -860.00 1 0 4,140.00 0.00

Family Support Payment 1 1 8,320.00 25,000.00 -16,680.00 1 0 8,320.00 0.00

Domiciliary Care 0 0 0.00 22,000.00 -22,000.00 0 0 0.00 0.00

Legal Assessment 0 1 56,915.02 105,000.00 -48,084.98 2 -1 23,126.22 33,788.80

Long Term Accommodation 1 1 11,260.32 26,000.00 -14,739.68 1 0 11,260.32 0.00

S17 - Bed and Breakfast 3 2 58,895.00 143,000.00 -84,105.00 2 0 59,091.00 -196.00

Family Support & CP Total 8 8 170,485.06 357,000.00 -186,514.94 8 0 133,597.54 36,887.52

Total Children Safeguarding & Assessments 223 247 2,307,228.93 2,499,000.00 -191,771.07 240 7 2,364,592.63 -57,363.70

Adoption Adoption Allowance 136 136 1,535,309.35 1,566,000.00 -30,690.65 137 -1 1,535,309.35 0.00

Inter Agency Fees 0 0 0.00 113,000.00 -113,000.00 0 0 0.00 0.00

Nursery Fees 1 1 14,367.26 20,000.00 -5,632.74 3 -2 14,367.26 0.00

Residence Order Allowance 68 69 396,269.26 402,000.00 -5,730.74 69 0 403,462.93 -7,193.67

Special Guardianship 259 267 2,511,421.53 2,221,000.00 290,421.53 264 3 2,511,738.24 -316.71

Adoption Total 464 473 4,457,367.40 4,322,000.00 135,367.40 473 0 4,464,877.78 -7,510.38

Fostering Support Services Additional Expenses 0 0 365.16 3,000.00 -2,634.84 0 0 365.16 0.00

Basic Furniture and Equipment 0 0 2,279.29 5,000.00 -2,720.71 0 0 2,002.29 277.00

New Placement Payment 0 0 1,500.43 14,000.00 -12,499.57 0 0 700.00 800.43

Other Payments (School Trips, Visits, etc.) 0 0 7,129.17 0.00 7,129.17 0 0 4,906.69 2,222.48

Respite Care 0 0 668.90 0.00 668.90 0 0 668.90 0.00

Travel 0 0 1,319.42 1,000.00 13.88 0 0 1,013.88 618.88

Additional Activities 0 0 505.38 0.00 505.38 0 0 322.80 182.58

School Uniforms 0 0 753.80 0.00 753.80 0 0 78.00 675.80

Fostering Support Services Total 0 0 14,521.55 23,000.00 -8,783.99 0 0 10,057.72 4,777.17

LAC Placements Connected Care 21 19 346,033.91 415,000.00 -68,966.09 21 -2 352,990.86 -6,956.95

IFA Fostering Allowance 198 193 8,917,110.05 9,000,000.00 -82,889.95 189 4 8,522,393.42 394,716.63

In-House Fostering Allowance 88 84 1,837,970.20 1,945,000.00 -107,029.80 83 1 1,716,628.25 121,341.95

0 0 -1,071.88 0.00 -1,071.88 0 0 -150.00 -921.88

LAC Contact 0 0 2,683.96 6,000.00 -3,316.04 0 0 2,107.96 576.00

LAC Miscellaneous 1 1 10,108.69 7,000.00 3,108.69 1 0 3,814.60 6,294.09

0 0 9,816.58 15,000.00 -5,183.42 0 0 9,474.58 342.00

0 0 4,875.00 5,000.00 -125.00 0 0 0.00 4,875.00

0 0 3,804.70 0.00 3,804.70 0 0 1,550.82 2,253.88

LAC Residential Care 40 35 7,352,209.13 6,000,000.00 1,352,209.13 43 -8 7,726,275.03 -374,065.90

LAC Specialist 14 11 772,180.31 2,000,000.00 -1,227,819.69 18 -7 964,187.78 -192,007.47

LAC Specialist-Parent & Child 1 1 49,846.38 100,000.00 -50,153.62 1 0 49,846.38 0.00

Travel 0 0 10,002.22 21,000.00 -10,997.78 0 0 4,799.37 5,202.85

LAC Placements Total 363 344 19,315,569.25 19,514,000.00 -198,430.75 356 -12 19,353,919.05 -38,349.80

Leaving Care Additional Expenses 0 0 3,443.00 0.00 3,443.00 0 0 3,443.00 0.00

0 0 10,257.67 0.00 10,257.67 0 0 9,337.67 920.00

College Fees / Tuition 0 0 45,684.26 50,000.00 -4,315.74 0 0 45,684.26 0.00

Higher Education Bursaries 0 0 8,132.00 43,000.00 -34,868.00 0 0 5,732.00 2,400.00

Independent Living 99 103 4,018,214.56 3,532,000.00 486,214.56 90 13 3,949,817.53 68,397.03

Lambeth Living 0 0 248.94 0.00 248.94 0 0 248.94 0.00

Long Term Accommodation 1 1 7,559.88 0.00 7,559.88 1 0 6,208.08 1,351.80

Maintenance Allowance 41 37 123,704.59 115,000.00 8,704.59 38 -1 123,068.97 635.62

Remand Allowance 9 9 22,412.00 0.00 22,412.00 9 0 22,412.00 0.00

Rent Arrears 0 0 45.00 10,000.00 -9,955.00 0 0 45.00 0.00

Staying Put Arrangement 17 20 249,762.53 0.00 249,762.53 20 0 236,533.97 13,228.56

Travel 0 1 294.20 7,000.00 -6,705.80 0 1 149.00 145.20

0 0 11.00 5,000.00 -4,989.00 0 0 11.00 0.00

Leaving Care Total 168 171 4,489,769.63 3,762,000.00 727,769.63 158 13 4,402,691.42 87,078.21

Total Children Looked After 995 988 28,277,227.83 27,621,000.00 655,922.29 987 1 28,231,545.97 45,995.20

QA & Safeguarding Additional Expenses 0 0 2,606.00 4,000.00 -1,394.00 0 0 2,606.00 0.00

QA & Safeguarding Total 0 0 2,606.00 4,000.00 -1,394.00 0 0 2,606.00 0.00

Total Quality Assurance & Performance 0 0 2,606.00 4,000.00 -1,394.00 0 0 2,606.00 0.00

1,217 1,235 30,587,062.76 30,124,000.00 462,757.22 1,227 8 30,598,744.60 -11,368.50

25

Appendix 2.3 – Children's Social Care average placement costs

Service Element ClassificationSum of

FTE

No of

Placements

Sustainable Client Numbers based on

current Avg. Cost per week

Sept 16 - Average Cost per

Client Per Year

Sept 16 - Average Cost

per Client Per Week

Children with Disabilities CWD Direct Payments 96 111 115 7,818.07 149.94

CWD Domiciliary Care 50 56 56 15,148.62 290.52

CWD Respite Care 1 3 10 4,127.44 79.16

CWD Short Breaks /Day Care 65 67 60 5,636.88 108.10

Travel 2 2 1 15,281.13 293.06

Children with Disabilities Total 215 239

Family Support & CP Additional Expenses 0 0

Child Minding 2 2 2 11,241.36 215.59

Day Care 1 1 1 4,140.00 79.40

Family Support Payment 1 1 3 8,320.00 159.56

Domiciliary Care 0 0

Legal Assessment 0 1 2 56,915.02 1,091.52

Long Term Accommodation 1 1 2 11,260.32 215.95

S17 - Bed and Breakfast 3 2 5 29,447.50 564.75

Family Support & CP Total 8 8

Total Children Safeguarding & Assessments 223 247

Adoption Adoption Allowance 136 136 139 11,289.04 216.50

Inter Agency Fees 0 0

Nursery Fees 1 1 1 14,367.26 275.54

Residence Order Allowance 68 69 70 5,743.03 110.14

Special Guardianship 259 267 236 9,406.07 180.39

Adoption Total 464 473

Fostering Support Services Additional Expenses 0 0

Basic Furniture and Equipment 0 0

New Placement Payment 0 0

Other Payments (School Trips, Visits, etc.) 0 0

Respite Care 0 0

Travel 0 0

Additional Activities 0 0

School Uniforms 0 0

Fostering Support Services Total 0 0

LAC Placements Connected Care 21 19 23 18,212.31 349.28

IFA Fostering Allowance 198 193 195 46,202.64 886.08

In-House Fostering Allowance 88 84 89 21,880.60 419.63

0 0

LAC Contact 0 0

LAC Miscellaneous 1 1 1 10,108.69 193.86

0 0

0 0

0 0

LAC Residential Care 40 35 29 210,063.12 4,028.60

LAC Specialist 14 11 28 70,198.21 1,346.26

LAC Specialist-Parent & Child 1 1 2 49,846.38 955.96

Travel 0 0

LAC Placements Total 363 344

Leaving Care Additional Expenses 0 0

0 0

College Fees / Tuition 0 0

Higher Education Bursaries 0 0

Independent Living 99 103 91 39,011.79 748.17

Lambeth Living 0 0

Long Term Accommodation 1 1 0 7,559.88 144.98

Maintenance Allowance 41 37 34 3,343.37 64.12

Remand Allowance 9 9 0 2,490.22 47.76

Rent Arrears 0 0

Staying Put Arrangement 17 20 0 12,488.13 239.50

Travel 0 1 24 294.20 5.64

0 0

Leaving Care Total 168 171

Total Children Looked After 995 988

QA & Safeguarding Additional Expenses 0 0

QA & Safeguarding Total 0 0

Total Quality Assurance & Performance 0 0

corporate management team - lambeth · 1 corporate management team date to cmt 2 november 2016...

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