page no. children’s and adults’...‘tranche 1’ savings proposals to overview and scrutiny, 28...

‘Tranche 1’ savings proposals to Overview and Scrutiny, 28 October 2014

Reference Lead member Title

Page no.

Children’s and Adults’

CA-ResCare Cllr Bath Prevention of need for residential care places 3

CA-Reable Cllr Bath Better Care Funding for reablement and recovery 6

CA-ASCStaff Cllr Bath Continuing programme of improvement in client reviews and staff restructures

8

CA-Contract Cllr Bath Review of commissioned contracts 10

CA-ASCEffic Cllr Bath Review of day services provision to generate efficiencies

12

CA-SPT Cllr Bath Integration of functions of Strategy, Planning and Performance division into other teams

14

CA-ChYP Cllr Bruce Children and young people 17

CA-EISFS Cllr Bruce Early Intervention and Family Support 20

CA-EYC Cllr Bruce Early Years/Childcare 23

CA-SclImp Cllr Bruce School Improvement 25

CA-Music Cllr Bruce Charitable status for Hounslow Music Service 28

Regeneration, Economic Development and Environment

RE-Housing Cllr Curran Housing 30

RE-CProp Cllr Curran Corporate property and facilities management 34

RE-BusSpt Cllr Curran Business support 37

RE-Parking Cllr Foote Parking 39

RE-Highway Cllr Mann Highways services 42

RE-Waste Cllr Mann Waste and recycling 44

RE-Leisure Cllr Gupta Leisure Services (Parks, Libraries, Public Halls, Heritage and Leisure Centres)

47

RE-PHealth Cllr Gupta Public Health 49

RE-EDSE Cllr Sampson Regeneration, Strategic Planning and Economic Development

50

Corporate Resources

CR-StratFin Cllr Dennison Strategic Finance: Additional Income, Efficiencies, reduction in early retirement fund

52

CR-RevBens Cllr Kaur Revenues and Benefits 54

CR-CSC Cllr Kaur Self Service, income generation, automation 56

CR-ICT Cllr Kaur Reorganisations within ICT departments 59

CR-Reorg Cllr Kaur Reorganisations within Corporate Resources and reduced legal services

61

Chief Executive

CX-VCSE Cllr Sampson Voluntary, Community and Social Enterprise Sector

64

CX-Comms Cllr Curran Implementation of the Communications Strategy 66

CX-THR Cllr Ajmer Grewal

Reorganisation of the Transformation and HR team

68

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Lead Member: Cllr Bath

Ref Directorate Division CA-ResCare Children’s and Adults’ Services Adult Social Care

Savings title: Prevention of need for residential care places

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m

Estimated impact of saving

0 1.480 1.219 1.767 4.653

Implementation costs/ investment required

0 0.250 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19

FTE posts to be deleted

0 10 15 0 0

Part A Description of saving: It is anticipated that savings will be achieved through implementation of preventative approaches to allow people to stay in their homes longer, development of extra care housing, increased investment in advice and information services and support for carers. The review of Heston House is part of this strategy which will enable the Council to both modernise our service provision and to achieve savings. Heston House occupancy numbers are falling, and demand for the centre is reducing. Sandbanks has been a preferential choice for residents which increased its occupancy to 60 beds when rebuilt. Within 2014/15 emergency repair work on Heston House is being carried out on the roof. In addition to this repair work, longer term use would require a renovation to modernise the service in line with comparable services i.e. move from shared bathrooms to en-suites. We plan to reduce the use of Heston House over time. A Specialist Housing Development Working Group has been set up which is an across council group with membership drawn from public health, housing strategy and adult social care. This working group will scope the implementation costs and investment required to achieve this extra care strategy. Extra Care

Total projected savings of £4.320m

Based on development of three new extra care schemes.

It has been assumed that each scheme will result in 60 clients being diverted from residential/nursing to extra care schemes, generating a saving of £1.44m.

In total this equates to 180 clients and a total saving of £4.32m Preventative approaches

Total projected savings of £4.089m across all client groups

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This is based on people being diverted from residential/nursing to domiciliary care packages.

Assumes: o 58 learning disability clients o 9 younger adults o 60 older people

Initial workings suggest total savings of £4.089m Heston House

Total projected savings of £710k (£640k achieved in 2015/16 and a further £70k in 2016/17.)

Part B Service impact, risks and mitigating actions: Risk - Extra care units will not be available. Mitigating action – Social workers liaising with commissioning colleagues to ensure joined up approach to market development strategy. Risk – Impact for service users currently at Heston House Mitigating actions – appropriate consultation and engagement with those currently using Heston House Risk – Funding infrastructure needs to be in place Mitigating action - development of an extra care strategy which will include a funding strategy Risk – Stakeholder acceptability Mitigating action - Effective consultation and communication plan Risk – Reputational risk Mitigating action - Changes will need to be implemented sensitively and good communication with service users and carers will be required. Risk - Strategies to reduce demand for residential/nursing care will not be successful. Mitigating action - Linked to success of independence agenda. Provide training for staff to ensure they are able to advise on alternative service delivery methods and information and advice services.

Part C Implementation costs and investment required (inc. estimated redundancy) Links to extra care and reablement business cases as development of alternative service delivery methods will be key to the success of this proposal. Extra care development will be scoped by the Specialist Housing Development Working Group. Significant investment will be required for the capital development and management of this project. Currently it has been assumed that this will be covered by a mixture of capital grants and HRA. Within this business case it has been assumed that no contribution will be required from Adult Social Care budgets.

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Potential rationalisation of in house services could result in redundancy implications for the Council, related to Heston House. Initial estimates have suggested this could be in the region of £250k. However, the service is optimistic these costs can be minimised.

Part D Impact on property and assets of the council Development of 3 new units. Strategy to be developed and will determine if these are Council or privately owned. The Heston House site has been identified as having development potential either as a Free school site or for new residential development, which could include some Extra Care housing. The Corporate Property Strategy will identify the optimal use and delivery method.

Part E Equality Impact Assessment summary: A full assessment will need to be undertaken before implementing any changes.

Part F Other relevant information None

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Ref Directorate Division CA-Reable Children’s and Adults’ Services Adult Social Care

Savings title: Better Care Funding for reablement and recovery

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 2.300 0 0 0


0 0 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 0 0 0

Part A Description of saving: The Better Care Fund promotes integrated working and joint benefits for social care, the Clinical Commissioning Group and the acute trusts. The Better Care Fund includes a project for the joint development of the community recovery service. This will provide funding for the Council’s existing reablement and recovery services, therefore allowing the Council’s existing budget for these services to be offered as a saving. The Better Care Fund is a two year programme and the funding for reablement has been confirmed for year one. Reablement is about helping people regain the ability to look after themselves following illness or injury. This is an important element of the prevention agenda, which is aimed at keeping people as independent as possible for as long as possible. Remaining estimated savings from the introduction of the reablement service equate to £400k in 2015/16. This is based on a reduction to the number of clients receiving domiciliary care and reductions in the average size of home care packages following receipt of reablement.

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Part B Service impact, risks and mitigating actions: Risk

Reablement will not generate the anticipated savings.

That a significant proportion of care will be required above band 1 on the Personal Care Framework

Mitigating actions - Review outcomes via regular performance monitoring. Risk – Funding from the Better Care Fund is not confirmed beyond 2015/16 Mitigating action – Ongoing work on integrated working with health to secure future funding once future funding streams are announced. Risk - Delays implementing Community Recovery Service. Mitigating action – Consider earlier implementation of the Reablement element of the service and investment in project manager to take this project forward and ensure timelines are met. The investment in project management would be a 2014/15 cost.

Part C Implementation costs and investment required (inc. estimated redundancy) Development of the Reablement service will be funded through the Better Care Fund.

Part D Impact on property and assets of the council None



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Ref Directorate Division CA-ASCStaff Children’s and Adults’ Services Adult Social Care

Savings title: Continuing programme of improvement in client reviews and staff restructures

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.900 0.150 0 0.300


0 0.050 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 3 3 0 6

Part A Description of saving: This proposal relates to the completion of ongoing annual reviews, the implementation of lean principles, a restructure of Adult Social Care delivery to locality teams aligned with GP clusters and the restructure of management within the new Adult Social Care operating model.

1) Application of lean principles. This savings proposal relates to the reconfiguration of Adult Social Care management teams and will be achieved through:

Realignment of Adult Social Care delivery into a locality working structure based on the 5 GP clusters

The adoption of lean working, including elimination of duplication, wasteful / no value processes and smarter ways of working. A recent lean assessment has identified that processes and systems are bureaucratic, time consuming and do not enable the delivery of an effective and efficient service.

Streamlined business processes will free up social workers and other staff to focus on providing a social work service to residents.

A phased reduction in staff from care management and mental health teams over a 4 year period

As a consequence it’s estimated that c£600k savings will be achievable.

2) Completion of Annual reviews There are currently 3200 reviews and a further 800 carers reviews which need completing annually.

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Savings can be achieved through the completion of reviews, maximising reablement, ensuring that people have appropriate care packages to meet need, reducing dependence on domiciliary care, maximising the use of the voluntary sector, telecare, direct payments, Occupational Therapist equipment and maximising independence. The Medium Term Finance Strategy for 2014/15 includes a £500k saving related to the review of existing care packages. A further £400k has been added to the 2015-19 Medium Term Financial Strategy to reflect the full year impact of this item.

3) Direct Payment reviews There are currently 811 Adults who receive a direct payment. Savings can be achieved through the completion of reviews to ensure that direct payments are appropriate to meet people’s needs. Within 2014/15 additional staff have been recruited on a short term basis to complete the backlog of reviews. It is estimated that the full year effect of these reviews will be c£350k.

Part B Service impact, risks and mitigating actions:

1) While the adoption of lean working will achieve efficiencies, reducing staff number at this time entails risk to the service and borough. Given the new requirements of the Care Act and the extra volume of people that will be eligible to access our services and the extra work this will incur for the adult teams, this is a strategy which could result in us not having the staff to fulfil our statutory functions alongside our new requirements. We are giving ourselves time to implement this carefully.

Part C Implementation costs and investment required (inc. estimated redundancy)

1) IT developments 2) Reviews and associated costs are predominantly a pressure within 2014/15.

Manager role is expected to continue into 2015/16 to ensure review process is properly managed during the transition to a locality working model.)

3) Staffing requirement to complete reviews is a 2014/15 cost pressure.




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Ref Directorate Division CA-Contract Children’s and Adults’ Services Joint Commissioning

Savings title: Review of commissioned contracts

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.190 0.590 0.400 0


0 0.150 0.150 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 0 0 0

Part A Description of saving: This proposal relates to a review of preventative services and a review of the ‘Supporting People’ contracts. 1) Review of Commissioned Preventative Services Efficiency savings can be achieved via a review of externally commissioned services. Additional resources will be required within the commissioning team to complete the reviews and achieve the proposed savings. This will be a time limited project resource.

a. Shared Lives scheme (Adult Family Placements) £130k

Increase capacity of shared lives scheme (adult family placement) to extend it to transition and dementia clients.

Commissioners looking to commission a further 6 shared lives families to stop people going into long term residential care.

b. Learning Disability Supported Housing £250k

Whole system redesign of Learning Disability supported housing and floating support. Provide a portfolio of provision to meet need and support step down, transition and resettlement and minimise the use of institutional care and maximise independence.

Currently 42 people are being reviewed. The care funding calculator is been applied. The current contract for those placed costs £2.3 million and it is anticipated that savings of £250k can be achieved.

2) Review Supporting People Contracts

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Savings to be achieved through a process of remodelling and re-commissioning current Supporting People services and ensuring they meet current strategic aims. Commissioning are confident £800k savings can be found through re-commissioning Supporting People services over a three year period using the West London Housing Related Support Framework already in place.

Part B Service impact, risks and mitigating actions: 1) Review of Commissioned Preventative Services - No risks identified 2) Review Supporting People Contracts Risk - Impact on some Local Voluntary and Third Sector Providers who will lose contracts as services are amalgamated Mitigation - use of Equality Impact Assessments and give 6 months notice on current contracts. Risk - Impact of workload on already stretched Joint Commissioning Team Mitigation - Recruit time-limited support for this project. Risk - Impact on Adults, Children’s, Housing and Community Safety through reduction of preventative service. Mitigation - Remodel and commission new more cost effective services which are better value for money without major impact on front line provision.

Part C Implementation costs and investment required (inc. estimated redundancy) Additional resources will be required within the commissioning team to complete the reviews and achieve the proposed savings.

Three officers - £150k annually

Time limited resource for 2 years to implement the programme. In addition, supply chain support will be required to manage the procurement side.




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Ref Directorate Division CA-ASCEffic Children’s and Adults’ Services Adult Social Care

Savings title: Review of day services provision to generate efficiencies

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.200 0.200 0 0


0 0 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 0 0 0

Part A Description of saving: Adult Social Care currently commission day care provision for residents from a number of internal locations and external providers through block and spot contracts. These services have not been reviewed for a number of years. It is general good practice that people living in residential care and supported living units do not attend day care as this service should be provided within their current 24 hour placements. This has been implemented within the borough’s day centres but it has not been implemented within external day care provision. When residents in care homes and supported living receiving 24 hour care also receive funding for day care paid for by the local authority, we are in effect paying for a service twice. Proposal is to end this day care funding arrangement as it already part of the 24 hour care agreement.

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Part B Service impact, risks and mitigating actions: Where reviews identify clients who are in 24 hour care packages but attend day centres, need to review contracts to ensure they do not assume this provision within the costing of the package. Also need to consider impact on service users of removing this service. This will require negotiation with providers to ensure clients choice and control is protected. Risk that current providers will not be able to continue providing the service if this group of people were removed. Mitigating actions – review alongside wider day services approach and negotiation with providers.

Part C Implementation costs and investment required (inc. estimated redundancy) None




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Ref Directorate Division CA-SPT Children’s and Adults Services Strategy, Planning and

Transformation

Savings title: Integration of functions of Strategy, Planning and Performance division into other teams

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0.400 0.300 0.070 0.170 0.260


0 0.100 0.050 0 0.090

2014/15 2015/16 2016/17 2017/18 2018/19


0 8.0 0 2.0 9.0

Part A Description of saving: The proposal for delivering a 30% reduction (£1,200,000) in funding can be achieved through a focus on efficiency, by reducing demand, flattening management structures, automation of systems, and the delivery and embedding of improvements required in Children’s and Adult Services and the integration between health and social care. Areas of focus are as follows:

Flattening the management functions within the Strategy Planning and Transformation Division

Integration of Children and Adults’ Performance and Business Improvement Teams

Greater application of systems to deliver support functions Savings identified: 1. £140,000 achieved by flattening management structure 2. £120,000 achieved through a restructure of Business Improvement and Adults

Performance Team. 3. £80,000 achieved by integrating the Children and Adults Performance Teams and

flattening the management structure 4. £200,000 achieved through the delivery of a new Training Strategy. 5. £660,000 achieved by a reduction of existing Resources and Business Support

Service by flattening of the management structure and rationalising the business support functions across the whole division.

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Flattening the management structure

Functions in this division will be realigned across the Children’s and Adults directorate, resulting in one less division.

Savings from flattening of management structures within these functions.

Consider transfer of communications to corporate team.

Performance and business improvement services Risks

Performance reporting will reduce in quality and undermine focus on continuous improvement for both adults’ and children’s services.

Could impact on delivery of performance information on school standards, which would have an adverse impact on school improvement.

Impact on measuring effectiveness of early interventions services.

May also impact on school improvement savings as traded service reliant on quality of service to schools.

Reduces capacity to respond to changing requirements and increases in service requests.

Mitigation

Careful planning needed to ensure continuation of a quality service to the directorate, which is flexible and able to respond to changing requirements such as system improvements and the introduction of the Care Act. Consider income generation opportunities with schools.

Business support services will be rationalised to deliver efficiencies. Risk

reduced capacity to support key statutory support functions. Mitigation

Apply LEAN process principles to support re-structure; development of IT based solutions which should result in less administrative support being required.

Training

Ensure training strategy is aligned to skills analysis and needs of the directorate.

Consider commissioning options, including joint commissioning with other boroughs or through the West London Alliance.

Part C Implementation costs and investment required (inc. estimated redundancy) Redundancy costs estimated as circa £200,000 - £285,000.

Part D Impact on property and assets of the council N/A

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Part F Other relevant information Intention to reduce headcount by managing vacancies so redundancy costs are minimised as far as possible however a minimum cost of £200,000 is expected.

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Lead Member: Cllr Bruce

Ref Directorate Division CA-ChYP Children’s and Adults’ Services Children’s Safeguarding & Specialist

Services

Savings title: Support children and young people to remain in their families, reduce the demand for high cost placements for children in care and reduce staffing

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.550 0.860 0.580 1.850


0.103 0 0.100 0 0.345

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 10.0 0 33.5

Part A Description of saving: We will reduce the children in care population by 30% over the next three years, This strategy will mean more children especially adolescents who would previously have been in our care will be living at home. They will need to be properly supported and safeguarded and this will require continuous input from Early Help Hounslow and support from the voluntary sector. Maintaining the front line social work teams at full capacity will be critical to achieving this reduction safely. This will lead to a phased reduction of staffing linked to the reduction in the looked after population and additional targeted reduction in staff where this can be achieved safely and with minimum disruption to the integrity of services. We will achieve the savings through:

Demand management strategy to safely reduce the numbers of looked after children over the next four years alongside a reduction in the use of more expensive residential placements for those we do need to have in our care.

Reconfiguration of existing provision to concentrate on statutory services. Develop more flexible use of staffing resources to create efficiencies.

Move to a commissioning model rather than direct provision for the delivery of statutory and non- statutory services.

Explore partnership models with other local authorities, private and voluntary sector providers to create efficiencies and maximise resources.

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Part B Service impact, risks and mitigating actions: Details The overall strategy will reduce the numbers of young people in residential accommodation (currently £3m) as well as reduce the overall number of children in care. This will result in a reduction on the volume of care leavers. The service will work in partnership with Housing, Supporting people and Registered Social Landlords to commission high quality services delivering value for money accommodation for care leavers and maximise alternative funding streams (Supporting people and Housing Benefit). The placement and social care management teams will maximise the use of our in-house fostering service through trading places and building more links with other local authorities to ensure a supply of local foster carers offering best value placements for our looked after children. To achieve this reduction we will require all services to work in an integrated approach maximising all current resources (i.e. staff who work with these vulnerable families) to manage any potential risk. Fewer children in care will enable a commensurate reduction in staffing within Children’s Safeguarding and Specialist Services but we will prioritise and protect social workers delivering statutory work. The savings will be achieved mainly through deletion of some non- statutory posts and more efficient use of resources to deliver the same level of service. Impact and Mitigation The risks are that the trajectory of reduction does not happen at the required pace and we would then need to raise the threshold for intervention. This would require agreement from our partners at the Local Children’s Safeguarding Board. There is a projected increase in the child population and policy changes which will impact on demand. An example of risk is the potential increase in the incidence (or knowledge) of child sexual exploitation which could absorb resources and increase demand. These pressures need to be tightly monitored and controlled. Focusing resources on statutory requirements may impact outcomes for children in care and adversely affect placement stability, adoption outcomes, education and health. The demand management strategy is predicated on the department’s ability to support older young people to remain safe within their families and communities. We must create confidence among partners and in the community for children to live safely and successfully within their families. To mitigate against the possibility of risk to children and young people, we will be transparent about what we are doing and why. Ensuring responsive and holistic

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services to support vulnerable children and young people is key. Some of these responses will be delivered through closer working with Early Intervention Services. We will continue to concentrate on the safe delivery of statutory social care services and will review how we deliver and commission residential placements and the support to promote positive outcomes for children in care. These proposals require a clear needs analysis and a cost benefits analysis. There will need to be clear, alternative commissioning arrangements. Some of the savings may result in increased expenditure on commissioned resources which could offset any potential savings. There are interdependencies with Early Intervention services so savings in this area will impact on both the demand management strategy and the joined up strategic approach to savings across children’s services. The demand management strategy needs clear targets and milestones to be reported on regularly.

Part C Implementation costs and investment required (inc. estimated redundancy) Sufficient commissioning and project management capacity may be required to establish alternative provision and to support new partner delivery models. The cost reduction (placements) aspect of this strategy is dependent upon a strong fostering service. This is a highly competitive market and we need to ensure that we keep those foster carers we have and to attract more. This requires competitive support and remuneration packages.

Part D Impact on property and assets of the council There will be no impact.

Part E Equality Impact Assessment summary: We will refocus services to protect and safeguard children and young people most at risk and in greatest need. This may impact on those who have less need.


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Ref Directorate Division CA-EISFS Children’s and Adults’ Services Education and Early Intervention

Savings title: Early Intervention and Family Support

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.468 0.424 0.143 0


0 0.120 0.100 0.045 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 11.0 10.0 4.5 0

Part A Description of saving: The Early Intervention and Troubled Families Service will be remodelled to offer a more coordinated and targeted service. Specifically The Connexions Service will be remodelled within the School Improvement service. It will move away from a casework model, other than for the statutory work with young people with special educational needs. It will also retain a casework approach to support Looked After Children. The remaining service will move from a case management model, to a wider, targeted group offer as part of the Council’s Employment and Skills strategy, enabling efficiencies to be made. As part of the 14-19 team it will be better placed to support groups of vulnerable young people into apprenticeship, training and work experience opportunities. The Youth Service will deliver and coordinate the Youth offer from 3 main centres (Hubs); Hanworth Centre (Hanworth), The Hub (Beavers estate) and the Hogarth Centre (Chiswick). There will be an inclusive offer for children and young people with disabilities which will be delivered within and coordinated as part of the Youth offer from the 3 Hubs and through the Redlees project. This will release the resources currently allocated by the service to other groups working with Children and young people with disabilities. The Family Support service which works with families who need additional support to avoid needs escalating to specialist children’s social care intervention, will be reduced slightly and will focus on higher need cases / thresholds and there will be a slight reduction in the Education Welfare Service which works with children, young people and their parents/carers to improve school attendance and address persistent absence. A proportionate reduction in support service functions within the Early Intervention Service will be implemented as a result of the efficiencies above.

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Part B Service impact, risks and mitigating actions: Impact The remodelling of the Connexions will require a new approach to service moving away from a case management model due to a reduction in capacity. Mitigation Moving the service into the 14-19 team will maximise the use of the remaining resources, will ensure that the work forms part of the Council’s Employment and Skills strategy and will enable support to be given to groups of young people at risk of, or who are actually not in education, employment or training, rather than individual casework. Impact There will be a reduction in funding to groups that specifically focus on working with Children and young people with disabilities.

Mitigation This need will be picked up through a more inclusive youth offer coordinated through the

3 Youth Hubs utilising established effective partnerships with the voluntary sector.

Impact

There will be some reduction in the capacity of the Family Support Service and

Education Welfare service.

Mitigation

This will be managed through a small increase in the thresholds for those families referred to or seeking to access the Family Support Service.

Part C Implementation costs and investment required (inc. estimated redundancy) Redundancy costs have been estimated and factored into the implementation costs detailed at the beginning of this template.

Part D Impact on property and assets of the council There are no expected costs to property or assets

Part E Equality Impact Assessment summary: This proposal may have some impact on some vulnerable children, young people and families. A detailed assessment will need to be completed to fully understand any specific implications that might arise as a result of this efficiency.

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Part F Other relevant information The Council’s performance on the number of Young People not in education, employment or training is assessed on an annual basis and comparisons made with national, London and Statistical neighbours. The remodelling of the Connexions Service may lead to an increase in the number of young people not in education, employment or training figures in Hounslow. The Council receives funding from the government to deliver the Troubled Families programme and receives payments by results money for any families that it successfully turns around. Some of the Troubled Families work is delivered by the Family Support and Education Welfare Service.

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Ref Directorate Division CA-EYC Children’s and Adults’ Services Education and Early Intervention

Savings title: Early Years/Childcare

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.023 0.223 0.169 0


0 0 0.020 0.020 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 2.0 2.0 0

Part A Description of saving: Efficiencies will be achieved through a significant reduction in training and support function provided to Private, Voluntary and Independent Childcare providers. We will move where possible to a full cost recovery model, charging providers for training that there is currently no charge for. The childminding service will reduce although a small element of this work will be moved into the Early Years Advisor Service to support any Childminders judged by Ofsted as Inadequate, Requires Improvement or where there might be safeguarding issues. The Government is due to introduce the opportunity for Childminding agencies to be established and if one is developed in Hounslow this could offer support that the council is no longer in a position to provide. There will be reduction in grants and staffing to support the delivery of Breakfast, After School and Holiday clubs (which provide extended day care), and the Forest Schools programme. The ‘Graduate Leader’ Fund will support workers in settings to train to graduate level will cease which could impact on the quality of provision.

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Part B Service impact, risks and mitigating actions: The council has a statutory duty to supply sufficient day care including Disadvantaged 2 Year old places. Impact: There will be some reduction in the capacity within the Early Years Development and Childcare Service to support Childcare Providers to ensure that they are judged as good or better by Ofsted. Disadvantaged 2 year olds can only be placed in provision judged by Ofsted as good or better. There could be an impact on the school readiness of under 5’s in Hounslow and there may be less good or outstanding Ofsted judgements of extended day care, breakfast, after school clubs, Childminders. Mitigation: The Service will focus its resources on providers judged by Ofsted as Inadequate or Requires Improvement.

Part C Implementation costs and investment required (inc. estimated redundancy) Redundancy costs have been estimated and factored into the implementation costs detailed at the beginning of this template.

Part D Impact on property and assets of the council None unless any Private, Voluntary and Independent Childcare Providers cease to operate as a result of a poor Ofsted outcome.

Part E Equality Impact Assessment summary: This proposal could impact on the narrowing of the gap in educational attainment at the Early Years Foundation Stage Profile and pupil progress between particular groups and the wider Early Years population. A detailed impact assessment will need to be completed to fully understand any specific implications that might arise as a result of this efficiency.

Part F Other relevant information Early Years Provision, delivered by Private, Voluntary and Independent sector and schools is subject to Ofsted inspection against the Early Years Foundation Stage Profile. Hounslow is judged annually and for some indicators quarterly, on its performance against the Early Years Foundation Stage Profile and compared to national, London and statistical neighbours. The Council has a duty to supply sufficient Childcare places for 3, 4 year olds and for disadvantaged 2 yr olds. The latter have to be placed in settings judged good or better and if the Ofsted judgement drops then a new good or better setting has to be found.

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Ref Directorate Division CA-SclImp Children’s and Adults’ Services Education and Early Intervention

Savings title: School Improvement

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.034 0 0 0.247


0 0.020 0 0 0.060

2014/15 2015/16 2016/17 2017/18 2018/19


0 1.0 0 0 3.0

Part A Description of saving: At its meeting on 9th September Cabinet agreed to a new partnership model for school improvement. The new model will

Foster and embed ambition, high aspiration and achievement;

Establish a distinctive and sustainable ‘Hounslow’ approach to support for school improvement, created, developed and owned by Hounslow schools;

Adopt an approach to school improvement that supports and challenges all schools;;

Provide a robust framework of governance and accountability; Impact will be measured by:

pupil attainment and progress against national expectations and London-wide benchmarks;

the attainment and progress of pupils eligible for the pupil premium, and the most able;

the proportion of Hounslow schools assessed as good or outstanding

In the longer term, once there has been sufficient time for the model to embed itself and evidence of its impact on school standards, it should sustain itself via a financial commitment from schools which will support elements of the new model, although a core residual school improvement team will remain. This will deliver a significant element of the total £281k efficiency linked to this proposal.

The remaining efficiency will be achieved through a small reorganisation of the School Place Planning and Admissions team.

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Part B Service impact, risks and mitigating actions: There will be a new way of working for school improvement and a small reduction in the School Place Planning and Admissions Service General Fund budget. Impact: Reduced capacity within the School Improvement service by the equivalent of 3 full time

adviser posts may, if not managed appropriately, impact on school standards, outcomes

and potentially Ofsted judgements.

Mitigation:

The proposals for the School Improvement service will be mitigated by the new model

for School Improvement which has been implemented since September 2014.

Consequently this efficiency has been scheduled for for 2018/19 to allow the new model

4 years to embed and establish itself and attract investment from schools to commission

interventions to improve school standards across Hounslow.

Impact:

A small reduction in capacity may impact on the School Place Planning and Admissions

Service.

Mitigation:

The need for a strategic oversight on school place planning and the capital expansion programme is met by the Head of School Place Planning and Admissions post. The small reorganisation of the Admissions team could add some additional capacity at an operational level where it is needed most to address the increased numbers seeking school places in Hounslow.

Part C Implementation costs and investment required (inc. estimated redundancy) A separate business case to the performance improvement fund will be made to enable as fast as possible move to the implementation of the new model in its entirety. Redundancy costs have been estimated and factored into the implementation costs detailed at the beginning of this template.

Part D Impact on property and assets of the council None as a result of these efficiencies

Part E Equality Impact Assessment summary: This proposal could impact on the narrowing of the gap in educational attainment and pupil progress between particular groups and the wider school population. A detailed EIA will need to be completed to fully understand any specific implications that might arise as a result of this efficiency.

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Part F Other relevant information The Council’s School Improvement service can be subject to an Ofsted inspection of its capacity to support schools and schools improvement effectively.

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Ref Directorate Division CA-Music Children’s and Adults’ Services Education and Early Intervention

Savings title: Charitable status for Hounslow Music Service

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.044 0.050 0 0


0 0 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 0 0 0

Part A Description of saving: Hounslow Music Service currently teaches around 9600 pupils every week in Hounslow. The service also delivers concert tours, runs a public examination centre and bids for grants to strategically deliver projects. Until 2011, the Department for Education provided funds to local authorities to deliver Music Services but funding is no longer channelled through Local Authority’s and now is funded by a grant. Hounslow Music Service is demand led and so has a flexible business model to adjust according to demand. Demand has quadrupled in 4 years from schools, and there are waiting lists for some activities. Currently parents and schools choose to wait for tuition through Hounslow Music Service rather than making alternative arrangements. The Service operates on a cost recovery basis. This efficiency will be achieved through the successful externalisation of Hounslow Music Service, which is seeking to become a Charity limited by guarantee. With charitable status the Service will have access to additional funding opportunities which it is not currently eligible. The proposal to externalise the existing service, which is largely funded by external grants and fees, will enable the Council to achieve an efficiency through the general fund allocation. The intention is to complete the work to establish charitable status by January 2016, achieving a saving of £94k. Establishing Charitable Status for Hounslow Music Service will offer a number of benefits. These are

Independence would free the service to explore other income streams, as well as

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relevant tax incentives (outlined below).

It would continue to be a good brand for the Council; any change of status could retain a condition that the name would not be changed

There would be the option to retain the council as a trustee of the new entity thereby securing the council’s role in the governance of the service.

Stakeholders, staff and members of the public are more likely to understand and trust a charity mode

Part B Service impact, risks and mitigating actions: The Music Service will become an external organisation but this should not impact on the effectiveness of the service as it already operates a model which relies heavily on a cost recovery approach and receives a relatively small amount of funding from the Council’s General Fund. The service is popular with schools and parents and demand has quadrupled in the last 4 years and there is no evidence to indicate that demand will reduce so income is assured.

Part C Implementation costs and investment required (inc. estimated redundancy) There will be no redundancy costs as staff will have TUPE rights to the new organisation.

Part D Impact on property and assets of the council The Music Service is currently based in a Council owned / leased building and shortly scheduled to move to another Council building in Hounslow Town Centre. As a charitable trust limited by guarantee it would seek to remain within Council accommodation in Hounslow.

Part E Equality Impact Assessment summary: There are no expected Equality Impact Assessment implications but a detailed assessment will need to be completed to fully understand any specific implications that might arise as a result of this efficiency.


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Lead Member: Cllr Curran

Ref Directorate Division RE-Housing REDE Housing

Savings title: Housing Department Savings Plan

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.595 0.225 0.250 0


0 0.240 0.055 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 20.0 4.0 0 0

Part A Description of saving: These proposals relate to the General Fund element of the Housing budgets only – they exclude the HRA element. Approximately two thirds of Housing Department spend is on rents payments for temporary accommodation and bed and breakfast accommodation. This is essentially subsidised by central government through various forms of Housing Benefit which are paid in respect of a household’s statutory right to this support. The majority of the Department’s general fund budget supports staffing costs; and a relatively small portion is spent on contracted services that are essential to the running of critical operational functions. Realising savings of 40% to the Department’s general fund budget would, therefore, require a focus on reducing salary costs, which would equate to a reduction in the current staffing establishment of an estimated 24 full-time posts. Owing to the current level of demand for statutory services, these posts would likely have to be found from within non-statutory services and some of the larger statutory housing teams. Our estimates are that the savings proposals would be realised through the following:

(a) 22% from reducing staffing levels (deletion of up to 24 posts over 2 years from the establishment);

(b) 10% from reducing non-pay expenditure through passing efficiency savings on to commissioning/procurements and generating income from non-statutory services;

(c) 8% from further staff and non-staff efficiency savings flowing from further integration of housing services with Hounslow Homes in the course of 2015/16.

As far as possible savings will be front-loaded into the first two years in order to optimise them and minimise on-going disruption, and would be enabled through major transformation of the housing department and services. A housing transformation plan has been prepared with staff involvement, which sets out the approach that will underpin

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the changes that will be needed. This includes:

putting in place appropriate leadership for service transformation;

maximising synergies to improve service delivery and streamline processes;

modernise our services by adopting electronic/IT based systems to move away

from paper based arrangements;

provide an honest and clearer housing “offer” for residents (educating residents that

social housing is not the only option/route);

adopt more effective case management (better preventative and faster “move on”

from temporary accommodation to re-housing);

establishing and embedding performance management culture (better business

planning and processes and embedding a robust and data driven performance

culture, in order to maintain departmental performance with decreased resource);

re-establish and strengthen relationship with the private housing sector to release stock; and

training and development and culture/change management programme – to boost support and allay fears across both organisations.

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Risk Likelihood Impact Mitigation

Risks to department performance as ICT inadequate/insufficient to implement new performance monitoring regime / effective prioritisation of cases.

H H Work with ICT to procure essential systems upgrades in a timely fashion, to support improved management information and prioritisation of cases. Dedicated housing support being put in place.

Lack of capacity to carry out essential functions due to severely reduced numbers of staff.

H M Prioritise workload to ensure that critical functions are still carried out. Ensure adequately trained staff and managers within teams to oversee transformation of housing department systems, processes and functions, allowing more efficient and effective ways of working.

Quality of service and temporary/HRA housing assets deteriorates due to inefficient performance management and staff struggling to adapt to new processes.

M M Management structure will be made more efficient in upcoming restructure. Performance management will be embedded in the new department structure to ensure quality of service is retained and improved. Staff Training may be delivered where necessary.

Outdated strategy/polices that fail to take account of recent legislation and do not provide adequate strategic steer to the department.

L L The current Housing Strategy sets out the strategic vision for the department and is due to run until 2018. Capacity to monitor policy and set strategy within the department will need to be monitored.

Part C Implementation costs and investment required (inc. estimated redundancy) Essential investment in housing ICT across London Borough of Hounslow will be needed to enable the realisation of these savings proposals, which are integrally linked to efficiencies that can only be realised through the computerisation of homeless customer interfaces and application processes. Redundancy payments to staff – around 17 posts; approximately £305k. Further consideration will need to be given to implications/opportunities of the creation of the new Hounslow Housing structure (incorporating Hounslow Homes transferred services) as we move forward.

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Part D Impact on property and assets of the council Property and assets will be unaffected, no change of use or disposal of assets are being considered as part of the proposed savings.

Part E Equality Impact Assessment summary: A comprehensive transformation and restructuring exercise is being undertaken across all housing services, which has taken regard to the Council’s equalities duties under the Equality Act 2010. In so far as the proposals will have adverse impacts on staff who are likely to be made redundant, we will have particular regard to the duty not to discriminate when selecting staff for redundancy. Where appropriate we will mitigate any likely disadvantage by ensuring that the process adheres to the Council’s Appointments following re-organisation policy, Redundancy and Redeployment policy and Severance policy all of which have been informed by provisions of the Equality Act 2010 to ensure a fair, non-discriminatory and transparent process is followed when leading organisational change.

Part F Other relevant information N/A

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Ref Directorate Division RE-CProp REDE Strategic Planning, Regeneration and

Economic Development

Savings title: Corporate property and facilities management

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.617 0 0 0


0 0.092 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 3.0 0 0 0

Part A Description of saving: Western International Market The rent review at Western International Market is expected to provide additional funding as a result of rent levels being bench marked against rental values recently attained within the market. These changes are currently being negotiated. Projects Team The Projects team will seek to create income to help fund posts through securing external contracts. The team has recently been recognised by the Education Funding Authority to provide Project Management advice for Free schools and Academies in the borough. This should bring in further income through consultancy advice. Security A review of the security team and a decrease in the Civic opening hours will allow a reduction in costs, through the change in shift patterns and a loss of some security posts. Security for the Civic at night and weekends, will be provided by a mobile response team, which is a method used on other Council properties and through the implementation of new technology in the car park such as vehicle recognition systems. Events For Events, security over and above what is provided purely for the Civic offices will be paid for in full through the actual charging of the Event. Greater transparency of the Events team accounts will enable facilities management to be remunerated for costs incurred from event management. Civic rental income The charging of rent from occupiers of the civic offices (West London Waste, Police, Unison, & Cater Leisure). The charging of staff for use of the car parking at the civic centre.

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Part B Service impact, risks and mitigating actions: The rent review at Western International Market is based on hard market evidence, although the traders will not be happy at any increase and may lobby members. It will be important that we do reduce our service charge, which is a point of contention with tenants and is anecdotally one of the highest in London wholesale markets, although this is being investigated. Steps are currently being taken to do this through a range of efficiencies and effectiveness measures. However the market for units at Western International Market is strong assisted by the enhanced market management over the last year in respect of landlord and tenant matters and the proposed closure of New Covent Garden market in 4 year’s time which has created interest from tenants who will be displaced from this market. The Project team will be entering a new phase by seeking to work more commercially. However, the recent success in marketing themselves to the Education Funding Authority, Academies and Heathrow bodes well, although they will need to continue to deliver successfully. Consultation will be required with security staff and with users of the civic centre over the proposed reduced working hours and changes to operations around weekend Lampton Park Conference Centre events. Staff morale may be hit by charging for car parking and work would be required to ascertain critical car users. The proposed income presumes that critical car users do not pay for car parking. To ensure a consistent overview of leasing within the Civic centre and other Corporate property it will be imperative that Corporate Property be the central point for the agreement of leases and any other agreements with our partner organisations.

Part C Implementation costs and investment required (inc. estimated redundancy) Investment required to upgrade equipment and software and barrier system for staff car park - £50k maximum. Investment in key holding service and mobile patrols for evening and weekend for the Civic Complex - £15k these costs will be found from day to day budgets. The estimated redundancy costs of staff is £42k.

Part D Impact on property and assets of the council The rent review at Western International Market will not impact on the property or assets.

Part E Equality Impact Assessment summary: The Council has to give due regard to Equalities Duties under the Equality Act 2010. Under Section 39, Part 5 of the Equality Act 2010, employers must not discriminate against or victimise an employee as to the terms of employment; in the way access to opportunities for promotion, transfer or training or for receiving any other benefit, facility

35

or service is given. This also applies to the way an employee is dismissed. Employers must ensure that they do not deny workers access to benefits because of a protected characteristic. Where denying access to a benefit or offering it on less favourable terms the employer must be able to objectively justify the rule or practice as a proportionate means of achieving a legitimate aim.

The initial Equalities Impact Assessment reveals that there will be an adverse impact for staff who are likely to have to work reduced hours and for those likely to be made redundant if this proposal is approved. Therefore the duty not to discriminate when dismissing an employee will be engaged by the proposal and this duty will also apply when selecting staff for to work reducing hours. The council will mitigate any likely disadvantage by ensuring that the process adheres to the Council’s Appointments following re-organisation policy, Redundancy and Redeployment policy and Severance policy all of which have been informed by provisions of the Equality Act 2010 to ensure a fair, non-discriminatory and transparent process is followed when leading organisational change.

Part F Other relevant information In ensuring that maximum rental is collected for space within the civic it will be imperative that Corporate Property are involved in any new agreements for new occupiers.

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Ref Directorate Division RE-BusSpt REDE Business Support

Savings title: REDE Business Support Services

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.177 0.125 0.125 0.125


0 0.090 0.063 0.063 0.063

2014/15 2015/16 2016/17 2017/18 2018/19


0 4.4 4.2 4.2 4.2

Part A Description of saving: All savings relate to staff/salary costs and will be managed by reducing vacant posts and/or compulsory redundancies in each and all of the four financial years. Emerging changes and savings being discussed for the Corporate and Directorate structures will dictate and inform where reductions can be made. A lean review is currently being undertaken across the board in development management and building control, including Business Support may produce potential reduction scenarios for Business Support and development control/building control staff. If there are less building control and planning staff, moving forward, then support will be shaped to match accordingly and in proportion. The lean review is due to report at the end of October 2014. We will also carry out a cross REDE review of business support with a view to changing how such support is provided, and with a view to transitioning to rolling out a wider programme of apprentices.

Part B Service impact, risks and mitigating actions: The service impact of reducing support staff across the Directorate will be managed by matching to corresponding reductions in service teams. There are risks that support work across the Directorate will need to be reduced or eliminated in some teams by reviewing the Service offer.

Part C Implementation costs and investment required (inc. estimated redundancy) Not known – depends on compulsory redundancy decisions


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Part E Equality Impact Assessment summary: In so far as the proposals will have adverse impacts on staffs that are likely to be made redundant, we will have particular regard to the duty not to discriminate when selecting staff through the Council’s redundancy policy. Where appropriate we will mitigate any likely disadvantage by ensuring that the process adheres to the Council’s Appointments following re-organisation policy, Redundancy and Redeployment policy and Severance policy all of which have been informed by provisions of the Equality Act 2010 to ensure a fair, non-discriminatory and transparent process is followed when leading organisational change


38

Lead Member: Cllr Foote

Ref Directorate Division RE-Parking REDE and Corporate Resources Environment and Regulatory Services

and Supply Chain Management

Savings title: Parking

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.361 0 0 0


0 0.034 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 0 0 0

Part A Description of saving: The following proposals have been identified: Appoint bailiffs in accordance with West London Alliance partners (Ealing and Brent).

Join existing partnership Contract to deliver efficiencies. Relates to approximately 5,700 cases.

Charge supplier for Driver and Vehicle Licensing Agency enquiries

Source alternative channel for delivery of Driver and Vehicle Licensing Agency data. Relates to approximately 84,000 requests

Removal of call back service

Call back facility to be replaced by online solutions. Relates to approximately 6000 calls.

Reduction of scanning costs.

Online solution delivered to upgrade customer experience and improve efficiencies. Relates to reduction in resource requirements for the scanned documents.

Review cash collection service

Reconsider cash collection methodology and strategy. Relates to a reduction in volume of cash boxes collected.

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Implementation of Virtual Permits

Replacement of the physical permit to a virtual permit. Relates to channel shift which encompasses decrease in current operating costs.

Rationalisation of Pay and Display machines to promote cashless parking

Reduce service provision & replace with RingGo cashless service. This will reduce the amount of pay and display machines. RingGo is the cashless payment option available and machines will be profiled dependent on revenue and demand. The efficiency on this initiative is driven by reduced costs of maintenance of cash collection charges and staff, as well a reduction in the risk of theft.

Lane Watch cameras

Three Lane watch cameras would be added to the network. No implementation costs. Relates to improving compliance and traffic management.

Revised permit charges

Revision of permit charges. Relates to approx 18,000 permits. Removal of annual renewal requirement for rugby zone Removal of the requirement to renew annual permit. Relates to all operating costs.

Part B Service impact, risks and mitigating actions: With the introduction of Online communication solutions customers will have the facility to manage their cases through new and online channels. A communications plan published to inform residents in advance of the changes. This plan will also include the benefits of cashless parking.

Part C Implementation costs and investment required (inc. estimated redundancy) Professional services costs will be required to implement some of these changes.


Part E Equality Impact Assessment summary: A full Equality Impact Assessment will need to be undertaken before implementing any changes.

40


41

Lead Member: Cllr Mann

Ref Directorate Division RE-Highway REDE and Corporate Resources Environment and Regulatory Services

and Supply Chain Management

Savings title: Highways Services

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.220 0.050 0 0


0 0 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 0 0 0

Part A Description of saving: Gritting

A revenue saving in Winter 2015 can be created by disposing of the spare vehicle used for winter gritting. Currently, without the spare, there are sufficient vehicles to deliver the winter gritting service

Grass verges

The regime of grass cuts will be reduced to allow for a reduction of cuts by 66% in Summer 2016.

Energy consumption reductions

From Spring 2015 the electricity revenue budget will be reduced in line with the implementation of a dimming and trimming policy. This varies the lighting levels by duration and intensity. Additionally, a reduction in energy will reduce the Carbon Tax spend.

42

Part B Service impact, risks and mitigating actions: The Council shall make efforts to communicate clearly the changes, and therefore the quality of service the residents can reasonably expect. Proactively train front line staff to handle such enquiries. The Council needs to manage the timescales to implement a fit for purpose solution by bringing in expertise to support the changes. The Council must design a robust project plan and mitigations to manage implementation. A slightly greater winter service risk is carried by the Authority, in case of gritter breakdown, speed of salt distribution if one of the vehicles needs repair. The Council is investigating joint working with other parties to have a back-up plan.

Part C Implementation costs and investment required (inc. estimated redundancy) Project Plans and Corporate Costs associated with the changes are currently being investigated.

Part D Impact on property and assets of the council N/A

Part E Equality Impact Assessment summary: N/A


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Lead Member: Cllr Mann

Ref Directorate Division RE-Waste REDE and Corporate Resources Environment and Regulatory Services

and Supply Chain management

Savings title: Waste and Recycling

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0.018 0.845 0.167 0 0


0 0.850 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 0 0 0

Part A Description of saving: Public recycling sites review.

Public recycling sites reduced from 40 sites to 27 sites. These are sites which

anyone can use and are located across the borough. The 27 sites retained are

collected on an existing vehicle. The decommissioning of the vehicle is already

underway (since August 2014).

Charge private schools for recycling collections.

Non-borough schools including academies will be charged a fee per collection for

the collection of recycling. Maintained schools will not be charged.

Clinical waste collection review.

There is an option to scale down the service provided for clinical waste with

collection for disposable needles only. The service can be reconfigured to be

reduced to 3 days rather than the current 5. The Council also reviewing current

disposal cost with option to change the location at which the material is disposed.

Collections from wheeled bins will be made from all houses within the borough.

40% of the borough’s kerbside properties will be on collections from wheeled bins

as of November 2014. The remaining 60% could be delivered wheeled bins in

late Summer to early Autumn 2015 (subject to Council’s approval). Savings will

be made on the cost of waste disposal as residents will have a limit on the

amount of waste they are permitted to send for disposal per collection, and

anticipated additional income from the sales of recyclates will be available due to

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increased recycling.

Increase bins charges for developers.

Developers could be charged a set fee for recycling containers and there is an

option to increase this charge to improve income.

Charge developers a consultancy fee.

New developments of flats in the borough are to be charged a consultancy fee

per development for advice and guidance on type and best collection method for

the development plus ad-hoc charges for project management, implementation

costs and ongoing support.

Street cleansing recycling.

It is anticipated that 750 tonnes shall be potentially recycled in 2015/16.

Space Waye.

Increase trade waste charges.

Reduce on-site maintenance from April 2015.

Allow only one visit per year for residents visiting the site in vans and charge all

subsequent visits in vans as commercial waste.

Waste minimisation.

Reduction of the waste minimisation budget.

Education tools.

Removal of budget previously used to for recycling education tools such roadshow banners, pencil and reusable bags.

Part B Service impact, risks and mitigating actions: Private schools charging:

Ensure private school charges are set at a rate which is affordable for them. Space Waye:

The programme of improvement works to Space Waye shall be done over a 5 year period to ensure that the Council remains compliant with environment agency regulations.

The feasibility of charging traders and residents, disposing of their waste in a van has to be fully assessed.

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Part C Implementation costs and investment required (inc. estimated redundancy) Capital investment costs for new wheeled bin service have been included in the table above.


Part E Equality Impact Assessment summary: A detailed equality impact assessment will be completed.


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Lead Member: Cllr Gupta

Ref Directorate Division RE-Leisure REDE Leisure

Savings title: Leisure Services (Parks, Libraries, Public Halls, Heritage and Leisure Centres)

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.129 0.423 0.242 0.263


0 0.465 1.300 0.400 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 0 0 0

Part A Description of saving:

Libraries and arts

An enhanced online offer in our libraries which will enable us to have a more efficient balance between physical and virtual book stock leading to savings on our book fund.

We will also seek efficiencies in the contract, exploring opportunities to work with other boroughs and through commercial partnerships.

We will seek alternative operational or management models for Redlees Artist Studios and Paul Robeson sites.

Parks & leisure land:

We aim to achieve service efficiencies by working with our supplier collaboratively to enhance the proportion of lower maintenance & more interactive spaces e.g. create more interactive meadowland which requires some grass to be cut less frequently.

Re-tendering of the service by spring 2019 may also deliver additional efficiencies

Review and implement new service or land management models which continue to be accessible including income generation to better provide the right spaces in the right places to best meet diverse needs of our residents.

Leisure Centres and Public Halls

Public Halls - Reconsider management arrangements of services and facilities.

Leisure Centres - Identify contract efficiencies through negotiations and working with our supplier.

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Heritage:

We will reduce increasing long-term maintenance costs by developing sustainable service delivery models which better manage, interpret and develop heritage and arts providing existing and new audiences with enjoyment of arts, culture and heritage e.g. Gunnersbury Park regeneration.

Part B Service impact, risks and mitigating actions: The change in our park services may include service reductions in some areas but will be balanced by improvements in other areas. An appropriate communication plan and consultation shall be conducted to ensure viability of the new proposal. A formal governance and programme management structure shall be set up to ensure focussed attention to work through the options under consideration.

Part C Implementation costs and investment required (inc. estimated redundancy) Further work to deliver the above changes and capital investment costs are being determined. Leisure income generation shall may also be generated through a potential change of use of sites following an investment programme

Part D Impact on property and assets of the council Change of management or change of use resulting in better use of existing properties and assets, improved value and sustainability of sites.

Part E Equality Impact Assessment summary: Initial screening indicates potential positives for some groups and potential negatives which can be mitigated against with planning. Any change will be accompanied by a localised/ project delivery level Equality Impact Assessment and appropriate consultation exercise.


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Lead Member: Cllr Gupta

Ref Directorate Division RE-PHealth REDE Public Health

Savings title: Public Health

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0 0.500 0.500 1.000


0 0 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 0 0 0

Part A Description of saving: The public health budget is funded through a ring-fenced central government grant of £14.08 million. Over the next few years our expenditure on public health needs to increase to make sure that we fully utilise the grant to achieve our ambitions on health and wellbeing and to maximise the allocation to our general fund once the ring-fence comes off. Our ambition is to produce a 30% saving on the public health budget over a four year period 2016/17 to 2019/20 once the ring-fence is removed. This will be dependent on the uplift to the general fund in 16/17 (to cover public health) being equal to our current ring-fenced allocation. We are unlikely to know this before the autumn of 2015. In terms of this current savings exercise we can provisionally plan for a savings target of £2million by 18/19. Further planning and discussions will be required prior to the initiation of these savings in 16/17.

Part B Service impact, risks and mitigating actions: To be reviewed as future plans are developed.

Part C Implementation costs and investment required (inc. estimated redundancy) To be reviewed as future plans are developed.

Part D Impact on property and assets of the council None expected.

Part E Equality Impact Assessment summary: To be reviewed as future plans are developed


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Lead Member: Cllr Sampson

Ref Directorate Division RE-EDSE REDE Strategic Planning, Regeneration and

Economic Development

Savings title: Regeneration, Strategic Planning and Economic Development

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0 0 0.100 0


0 0 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 0 0 0

Part A Description of saving: Economic Development and Skills and Training were provided with a budget to undertake consultancy work to help further and implement its Economic Development Strategy and Skills and Training Strategy. It is proposed to offer up 100K of its 200K budget at year 3 of the saving cycle, as this would allow time for the strategies to be progressed, projects developed and other forms of funding sourced, through enhanced partnership working or more bidding.

Part B Service impact, risks and mitigating actions: The Economic Development team and Skills and Training team have been historically extremely poorly resourced and funding allocated through a growth bid in 2013 was to address this and in recognition that Economic Development is an important tool to regenerate the borough and could increase business rates. Our work on Skills and Training is largely preventative seeking to up-skill those residents and young people who have lower skills levels than London averages to help deliver manifesto pledges. However it should also help retain existing businesses by facilitating an appropriately skilled local workforce. To help mitigate the loss of funding we would seek to strengthen our partnership working to bring in more external funding and to continue to make bids for European funding.

Part C Implementation costs and investment required (inc. estimated redundancy) No redundancies are proposed. This would purely reduce our ability to commission consultants to help inform and further our strategies.


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Part E Equality Impact Assessment summary: The Council has to give due regard to Equalities Duties under the Equality Act 2010. Under Section 39, Part 5 of the Equality Act 2010, employers must not discriminate against or victimise an employee as to the terms of employment; in the way access to opportunities for promotion, transfer or training or for receiving any other benefit, facility or service is given. This also applies to the way an employee is dismissed. Employers must ensure that they do not deny workers access to benefits because of a protected characteristic. Where denying access to a benefit or offering it on less favourable terms the employer must be able to objectively justify the rule or practice as a proportionate means of achieving a legitimate aim. The initial Equalities Impact Assessment reveals that there will not be an adverse impact for staff, as this saving was spent on external consultants.


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Lead Member: Cllr Dennison

Ref Directorate Division CR-StratFin Corporate Resources Strategic Finance

Savings title: Strategic Finance: Additional Income, Efficiencies, reduction in early retirement fund

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.636 0.567 0.080 0.118


0 0.010 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 1.0 0 1.0


The Council has increasing insurance responsibilities for Housing Revenue Account (HRA)

and commercial property related activity. It is appropriate that this is fully recovered from the

HRA and commercial tenants rather than subsidised from the general fund and therefore is

effectively a saving that can be made. 2014/15 income to date shows that income is already

ahead of budget which gives confidence that this will continue in future years.

The Council does have the ability to operate its insurance function more commercially with

schools bringing new products to market and ensuring the Dedicated Schools Grant is not

subsided by the General Fund. A phased pricing structure will need to be employed that

does not reduce the schools customer numbers and brought in over time.

Phased reduction in posts by 2 FTE across the teams.

Reduction in the external audit fee in 2017

Income from proceeds of crime

The strategic finance budget includes costs associated with early retirement benefits

awarded in previous years that need to be funded by the general fund. No new early

retirement benefits will be added, so the costs associated with these pension payments are

expected to decrease over time.

The strategic finance budget related to redundancy costs can be reduced as the workforce

reduces.

Part B Service impact, risks and mitigating actions: There are few risks associated with these savings providing the communication on such changes are managed appropriately.

Part C Implementation costs and investment required (inc. estimated redundancy) Investment in training for proceeds of crime.

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Part D Impact on property and assets of the council None, however the size and scale of the property portfolio (both HRA & General Fund) will impact on insurance provision.

Part E Equality Impact Assessment summary: An initial equalities impact assessment been carried out. The proposals do not affect any particular group with a protected characteristic. The Council’s HR policies on reorganisations will be followed to ensure that a fair and robust approach is taken to reducing the size of the team.


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Lead Member: Cllr Kaur

Ref Directorate Division CR-RevsBens Corporate Resources Supplier Performance

Savings title: Revenues & Benefits

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.010 0.325 0.155 0.590


0 0.090 0.100 0.100 0.100

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 0 0 0

Part A Description of saving: 1. Online self service Previous paper based processes including but not limited to Billing and Benefits Notification Letters and increased Direct Debit will move to an online service for residents, enabling administrative efficiencies and improving the quality of information. 2. Improved Processes Improved online verification processes. 3. Service Delivery Model Seeking alternative service delivery models to select the best fit to serve the needs of our residents.

Part B Service impact, risks and mitigating actions: The Council shall put in place appropriate governance and project management arrangements with its partners to ensure the service remains accessible to all residents. The Council shall further ensure that it benefits from knowledge sharing with other local authorities, which have undertaken a similar transition. A comprehensive communications plan shall be put in place to inform residents of the forthcoming changes.

Part C Implementation costs and investment required (inc. estimated redundancy) Capital investment in technology, project management, professional services and people related costs.

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Part E Equality Impact Assessment summary: Will be conducted as appropriate.


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Ref Directorate Division CR-CSC Corporate Resources Corporate Services and Customer

relations and Business Development

Savings title: Self Service, income generation, automation

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.087 0.188 0.318 0.566


0 0.840 0.040 0.090 0.230

2014/15 2015/16 2016/17 2017/18 2018/19


2.0 4.0 7.0 15.0


The corporate service centre and customer relations service will be redesigned to be delivered mainly by digital channels – self-service, online support and automation. This will enable a phased reduction in operating staff by 28 FTE over 4 years through: o A fully integrated Purchase to Pay process (punch out catalogues, supplier portal,

e-invoicing and automatic invoice matching)

o E billing and online leaseholder accounts

o Self Service budget monitoring returns

o Withdrawal of cash transactions

o Withdrawal of face to face ICT support as staff will be working flexibly and self

serving

Reorganisations within the Print Room and Document Services along with increased digitisation

Reorganisations within the Customer Assessments and Affairs team

Increased digitisation of services enabling reorganisations within Customer Services

Retender the Council’s street furniture contract (current contract is on poor commercial terms and expires in October 2016). New commercial terms to increase revenue by at least £30,000 per year.

Increased income targets for the Registration service of £20,000 in 2006/17 and £20,000 in 2017/18

One Account Manager post within Business Development to be self-funded through external revenue sources by April 2016. The Business Development team is already winning contracts with external customers (such as a 25k consultancy piece being carried out for Councils across East Sussex) so we will build on this to achieve the new business.

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Part B Service impact, risks and mitigating actions: The new service involves major channel shift which relies heavily on manager self service. A corporate mandate will be required to drive culture change and compliance Lack of investment and skills to develop digital solutions. A clear programme plan which outlines how and when technology will be implemented Delivering reduced face to face and telephone contact will require a robust avoidable contact strategy Automation does not deliver end to end process and still require manual intervention. Robust specifications and pre implementation testing of solutions will be needed. In order to enable reductions in the cost of customer services activity all Council services need to:

Analyse and remove any preventable contact to reduce unnecessary contact.

Develop their services to enable digital access

Equip staff to deliver services in a smarter, digital way Failure to do so will mean that volumes of activity coming into customer services will not reduce or will not move to more cost effective communication channels. This is likely to lead to increased complaints as customers are faced with queues and longer response times. Additional Income targets will not be met if resources are deployed to delay with queues as there will be no capacity to take on extra work. The Business Development saving is dependent on teams using the Customer Relationship Management tool to generate efficiencies to allow Account Manager post to be freed up to focus on income generating external customers. Other income streams in Business Development need to continue, and this includes sponsorship and advertising £100k income target, which is dependent on continued support for sponsorship and advertising (as agreed in November 2013 Cabinet paper). Council will need to continue to have a street furniture contract in place and planning policy will need to support advertising in the borough

Part C Implementation costs and investment required (inc. estimated redundancy) There will be significant ICT development costs which will need to be incorporated in ICT strategy going forward. Costs are estimated at £500K including an upgrade to the Agresso financial system (which is due for an upgrade imminently), a new self service portal and development and implementation of e invoicing solutions. In addition investment of an estimated £300K will be required to develop and implement increased digitisation in customer services. Natural wastage will be used in the first instance to reduce redundancy costs. If

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required, redundancy costs for 28 staff is estimated at £30K in 2015/16, £50K in 2016/17, £110K in 2017/18 and £210K in 2018/19

Part D Impact on property and assets of the council The delivery of these savings depend on the business development team being able to continue delivery of sponsorship of assets including roundabouts and outdoor advertising sites (as previously agreed at November 2013 cabinet). Maximising use of these assets is key to the income generating proposals included here.

Part E Equality Impact Assessment summary: As the way services are delivered to the public will change to encompass digital options which may impact some groups of customers more than others, a full equalities impact assessment will need to be carried out as the programme is implemented.


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Ref Directorate Division CR-ICT Corporate Resources Business Systems, Technology

Savings title: Reorganisations within ICT departments

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0 0.088 0.102 0.462


0 0 0.030 0.030 0.760

2014/15 2015/16 2016/17 2017/18 2018/19


0 0 2.0 2.0 7.0

Part A Description of saving: Phased reduction in teams by 11 posts over 4 years The above will need to be amended according to the demands of the council’s user base e.g. if the applications currently in use change, or become part of the platform or if any areas in the Council move to new systems or move out of the council. Additional costs (such as module price increases etc.) will need to be met by growth bids. By the end of the savings period, 50% of the current support staffing provision will be deleted. 30% of Technology Support budget £380K achieved through a combination of migrating all server infrastructure to a cloud hosted environment and reducing operational hours for all staff to an inflexible, standard working day e.g. 9-5, closure of some buildings. Also migrating from a Microsoft Windows based desktop to an open source desktop and open source ‘Office’ type suite.

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Part B Service impact, risks and mitigating actions: Phased reduction in posts across the team. The desktop support team (8 staff) reduce by half 4 posts This team supports all Council staff and sites. Removing these posts will result in a 50% reduction in local desktop support for staff at Hounslow. All Council staff will be required to move to the new remotely delivered virtual desktop solution. This is in line with the move to a new building and the worksmart objectives local support would still be available for specialist systems such as Computer Aided Design. The non salaries budget provides application licensing, support and maintenance for all the Council’s business IT systems (planning, Housing, Financials, Social Care etc.) and websites. The budget has already been reduced by £1.08M in recent years to take into account the efficiencies that arise from the IT Strategy being implemented. These additional savings will need to be made by removal of application support and/or application licensing. Service areas throughout the Council who are indicating that they will need to be make ICT changes in order to deliver their savings targets will need to ensure that they cost in any resources needed to change these systems.

Part C Implementation costs and investment required (inc. estimated redundancy) Redundancy costs for up to 11 posts at an estimated cost of £170K. Redundancy costs will depend on the length of service and age of the postholders who are redundant. £650K estimated costs of a project to move to open source solution.

Part D Impact on property and assets of the council The Council’s Business Systems hold the Data Asset of the Council and therefore may be impacted by the reduction in support or availability. The Council’s financial and property assets are also held in these databases and may be impacted by the reduction in support or availability.

Part E Equality Impact Assessment summary: An initial equalities impact assessment been carried out. The Council’s HR policies on reorganisations will be followed to ensure that a fair and robust approach is taken to reducing the size of the team. Any vacant posts would take the priority in reduction. Existing accessibility solutions for those with disabilities will need to change and there is some risk that software options for some groups will not exist in any particular open source desktop operating system or office suite.


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Ref Directorate Division CR-Reorg Corporate Resources Customer and Business Solutions,

Supply Chain

Savings title: Reorganisations within Corporate Resources and reduced Legal Services

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.051 0.325 0.658 0.302


0.075 0.095 0.050 0.160 0.080

2014/15 2015/16 2016/17 2017/18 2018/19


0 1.0 2.5 8.0 4.0

Part A Description of saving: Restructure the procurement team in light of the implementation of e tendering which has reduced administration, the increased use of frameworks when procuring goods and services and explore options for sharing procurement services with other bodies. Review the scope of the contract support officer posts and develop a commercial trainee role which rotates between the teams within supply chain enabling a reduction in support officer posts across supply chain. Recharge our health partners for supply chain work undertaken on their behalf. Continued efficiencies through the centralisation of contract management. Phased reduction in posts in the project management and continuous improvement teams. Changes to the monitoring officer role as part of the reorganisation of the delivery of legal services. Staff reductions across the Legal Services department by 5.5FTE Reduce Legal Services budget by 30% incrementally over 4 years by reducing the budget to be allocated to Departments for the purchase of legal services from the Council’s provider.

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Part B Service impact, risks and mitigating actions: Some reduction in administrative support for services undertaking tendering exercises

so services need to structure their procurements using the e-tendering system.

The budgets for significant procurements will need to include fixed term procurement resources. The level of resource available to support continuous improvement activity and the management of projects is reduced. Where services need project management and process improvement support they will need to identify funding from within project or service budgets. Resources available to fund the Council’s requirements for legal advice will be reduced without the corresponding reduction in demand for the service. This may be mitigated by the fact that Legal Services will be operating as a shared service on a traded basis rather than free at the point of demand as at present. This may have a dampening effect on demand. Greater use of electronic resources will mitigate the effect of staff reductions in Democratic Services but will rely on a degree of “self -service” from officers in setting up and supporting meetings other than Council, Cabinet and the most important other Member meetings. Less support would be available in terms of arranging Member attendance at panel meetings and it may well not be possible to clerk all the Member meetings currently in the calendar. The Head of Equalities may be able to take advantage of a number of opportunities that have emerged to generate income through training and seminars to outside bodies. However any time spent away from existing duties such as providing training for outside bodies would reduce the number of hours available for Council focussed equalities activities.

Part C Implementation costs and investment required (inc. estimated redundancy) Potential redundancies costs of £310k depending on the length of service and age of the postholders. Some reductions may be achieved through staff turnover and re-grading of roles. Up to £150k shared services set up costs.

Part D Impact on property and assets of the council Legal Services shared service will free up space in the Civic Centre and reduce the requirement on any new building

Part E Equality Impact Assessment summary: An initial equalities impact assessment been carried out. The proposals do not affect

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any particular group with a protected characteristic.

Part F Other relevant information To achieve additional savings further staffing reductions would need to be made. This will adversely affect the Council’s ability to secure value for money from its contracts, effectively costing the Council more money rather than delivering an efficiency.

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Lead Member: Cllr Sampson

Ref Directorate Division CX-VCSE Chief Executive SIE

Savings title: Voluntary, Community and Social Enterprise sector funding

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.100 0.100 0.100 0


0 0 0 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0.5 0.5 0 0 0

Part A Description of saving: These proposals would reduce our Voluntary, Community and Social Enterprise sector budget by £300,000 - 25% of the current corporately funded amount. It does not including any proposals for the Grant funding budget. In 2014/15 we have already made a savings by integrating functions with the transfer of Hounslow Homes staff into the Community Partnerships team that manages community sector engagement. Cuts to council expenditure will inevitably have an impact on commissioned services and the challenge is to do this in the least damaging way. This will deliver savings of £300,000 from commissioned services (25% from £1.2M) over the four-year period. The aim is to take a co-ordinated approach (despite the reduced funding) that unites strategies across the council to support our most vulnerable residents, neighbourhoods and communities and those with potential to be more engaged. This will allow us to target funding where it most directly supports the Council’s priorities and helps reduce demand for council services. A full review of the corporate voluntary and community strategy is underway to do this and will be completed by March 2015. This will follow from and extend the principles already set out in the Thriving Communities Funding Plan (July 2014).

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Part B Service impact, risks and mitigating actions: Risk Reduced voluntary and community sector funding will have some impact across many areas. Mitigation Target reduced funding to support priorities and areas of most need. Risk Capacity building of the voluntary sector will be adversely affected. Mitigation Phasing the reductions over three years will allow us to work with the sector to build capacity and adapt. Transitional support will help the sector build its capacity and self-reliance, enhancing fundraising skills and opportunities as well as looking at the scope for rationalisation and collaboration to offset cost reductions. Risk Expectations from further voluntary and community sector support to help deliver savings in other service areas may not be met because of reduced capacity. Mitigation Work closely with other services to ensure we take a joined-up approach and target resources from both corporate and departmental budgets to deliver priorities and help support and maintain a strong and thriving sector that supports independence and wellbeing within the community.

Part C Implementation costs and investment required (inc. estimated redundancy) None expected, but transitional support programme may divert staff from other activity. If specialist expertise also required at extra cost, this would come from the remaining funding budgets, but inevitably add to (or bring forward) the savings required from these. The team has a strong record of securing external funding in partnership with the sector e.g. Creative People and Places to the value of £1.1 million and the Big Lottery value of £1 million. Building on these strengths, we aim to secure external funding to the value of £3 million over 4 years across the commissioning and grant funded budgets to help further offset the impact.



Part F Other relevant information These proposals need to be taken in connection with other plans and expectations relating to voluntary and community sector support. In particular, increasing reliance on support for community resilience and independence underpins expectations of reduced demand for other services in social care and elsewhere.

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Ref Directorate Division CX-Comms Chief Executive’s Chief Executive’s

Savings title: Implementation of the Communications Strategy

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.083 0.134 0.061 0.016


0.050 0.070 0.020 0 0

2014/15 2015/16 2016/17 2017/18 2018/19


0 1.0 1.0 0 0

Part A Description of saving: Implementation of the Corporate Communications Strategy to include:

Greater corporate oversight over publicity and marketing expenditure with a phased reduction of the corporate campaigns budget over a four year period

Replacement of the Hounslow Matters publication with more targeted communications with residents

Part B Service impact, risks and mitigating actions: Reduction of resources available for corporate campaigns mitigated by greater corporate oversight over spend on paper based communications eg leaflets, brochures and expansion of digital communications with residents Hounslow Matters magazine to cease during 2015/16 to be replaced with more targeted communications in line with the Corporate Communications Strategy.

Part C Implementation costs and investment required (inc. estimated redundancy) Improvements to the website and introduction of facilities for customers to register for communications on specific topics at an estimated cost of £100K. Up to two redundancies at an estimated cost of £40K depending on the length of service and age of the postholders.


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Part E Equality Impact Assessment summary: An initial equality impact assessment has been carried out. The proposals do not affect any particular group with a protected characteristic. Staffing reductions will be carried out in accordance with the Council’s HR policies.

Part F Other relevant information Requires approval of the Corporate Communications Strategy.

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Lead Member: Cllr Grewal

Ref Directorate Division CX-THR Chief Executive’s Transformation and HR

Savings title: Reorganisation of the Transformation and HR service

2014/15 £m

2015/16 £m

2016/17 £m

2017/18 £m

2018/19 £m


0 0.096 0.140 0.143 0.180


0 0.190 0.150 0.090 0.130

2014/15 2015/16 2016/17 2017/18 2018/19


0 2.0 5.0 4.5 6.5

Part A Description of saving: Reorganisation of the Transformation and HR service to include:

Reduction of two posts in the transformation team in 2015/16

Removal of corporate funding for the post of Staff Side Secretary in 2016/17

Cessation of the provision of HR advisory services to schools in 2016/17 reducing HR advisory staffing by three posts

Reduction of one management post in 2017/18

Roll out of further self service functionality in iHounslow by 2016/17 enabling a reduction of three transactional HR posts

Alternative provision of Occupational Health services by 2017/18 enabling a reduction in staffing of three posts

Reducing the scope of the HR services provided to the Council saving 6.5 posts in 2018/19

Part B Service impact, risks and mitigating actions: Reduction in the resources available to support transformation activity – transformation resources will need to be funded from within the budgets allocated to projects. Alternative arrangements for staff side representation will need to be put in place Schools will need to obtain HR advice from alternative providers. A council contract will be put in place for such advice to mitigate against the risk of a provider providing in appropriate advice to a schools whose staff are Council employees. Increased self service functionality will need to be implemented. Managers and staff will need to use self service functionality reducing the number of transactions that are sent to HR and Payroll for processing.

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An alternative Occupational Health service will need to be procured. Changes to the scope of activities supported by the HR and transformation team will reduce the level of support for corporate initiatives and managers will need to resolve some of their queries using information on intranet reducing the number of queries referred to HR advisers.

Part C Implementation costs and investment required (inc. estimated redundancy) Roll out of additional self service functionality on iHounslow. Estimated £150K investment required. Procurement of alternative Occupational Health services and their implementation estimated £50K. Redundancy costs potentially payable for up to 18 posts at an estimated cost of £360K depending on the age of staff and their length of service.


Part E Equality Impact Assessment summary: An initial equality impact assessment has been carried out. The proposals do not affect any particular group with a protected characteristic. Staffing reductions will be carried out in accordance with the Council’s HR policies.

Part F Other relevant information Savings could potentially be made by outsourcing other elements of the HR and payroll service. However these teams are relatively small limiting their attractiveness to the market and the potential savings. Sharing HR services with another authority is also an option. The Council is not currently in discussion with another authority about sharing HR services so no savings have been included.

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page no. children’s and adults’...‘tranche 1’ savings proposals to overview and scrutiny, 28...

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