SAVINGS OPTIONS 2011/12 APPENDIX B No. Potential Number vacant - - PowerPoint PPT Presentation

APPENDIX B

Ref Savings Proposal Service Impact Potential saving for 2011/12 Number

• f posts

deleted No. vacant posts deleted Redun- dancies

SVC2 Identify the top 10 most expensive contracts. Can we save 5% on each of these by re-negotiating terms or level of service. Perhaps use external specialist negotiators. All proposed savings are identified within Directorate Workstreams 0.0

CONTRACTS & COMMERCIAL Sub-total

SVC3 Fees and charges regime that recovers our full costs. Services that we could charge for or charge more for e.g. Free pest control service. Review services that we provide on an apparently cost neutral basis but which incur hidden costs e.g. management time, unforeseen staffing costs, opportunity costs. Ensure we are reclaiming full grant entitlements. Develop a proper commercial approach. Review all services to external bodies. Stop delivering unless full costs are assessed and recovered +20% or more. All proposed savings are identified within Directorate Workstreams 0.0

FEES & CHARGES Sub-total

HRP1 Allowances - additional duties (acting up & honorarium) Impact will be across all services Up to £187.0k 0.0 0.0 0.0 HRP1 Allowances - additional or enhanced hours Any changes will impact most on CSLL and Environment where over 80% of overtime expenditure is incurred Up to £612.0k 0.0 0.0 0.0 HRP1 Allowances - recruitment and retention The impact of these proposals with affect staff in legal Services and Planning that receive market supplements. The removal of social worker supplements affect staff in CSLL. Up to £88.0k 0.0 0.0 0.0 HRP2 Car Allowances Changes to car allowances would affect 429 members of staff across all Departments. Up to £262.0k 0.0 0.0 0.0 HRP2 Sickness (no pay for days 1 to 3 and reducing long term sickness pay) If agreed this would impact on all Council staff. Up to £552.0k 0.0 0.0 0.0 HRP1 Leave (paid special leave) Would affect all staff across the Council with restrictions on paid special leave. Up to £55.0k 0.0 0.0 0.0 HRP1 Pay (pay protection and remove merit bonuses) For pay protection the impact would be in areas where restructures were taking place. The removal of merit bonuses would affect 107 senior staff in all departments. Up to £219.0k 0.0 0.0 0.0 PRC2 Recruitment - Reduce use of Executive Search agencies No service impacts other than additional recruitment work for HR. Up to £100.0k 0.0 0.0 0.0 HRP9 Working hours - closure periods without pay 1 week closure in August/Working 9 day fortnight/Furlough days ( based on 10 per year) Without tiering the proposal if agreed would result in a 1.92% pay reduction for 1 or 2 years Arrangements would need to be made for teams that could not close for a week or on specific days with the staff taking unpaid leave at other times of the year Up to £1,082.7k 0.0 0.0 0.0 HRP5 Centralised Corporate Resource Directorate The impact will effect senior management in Corporate Services, Finance and CED with the combination of 2 departments and the transfer of one team form CED. There may also be an impact in function currently carried out in Environment. Up to £400.0k To be determined To be determined To be determined HRP6 Specialisms - Are there any cases where specific specialisms can be shared with

• ther authorities or those within the Council that can be sold externally

Looking at sharing Occupational Health functions with another borough and potentially HR Policy. Estimate outstanding 0.0 0.0 0.0

PAY & CONDITIONS Sub-total

Up to £3,557.7k

BLD1-1 Aggressive approach resulting in the sale or “mothballing” of any surplus property. There is potential for service disruption as staff are relocated in some cases. Up to £350.0k 0.0 0.0 0.0 PRC5 Use of energy This should not lead to any negative service impacts. It should lead to a more effective procurement and efficient use of energy. Up to £45.0k 0.0 0.0 0.0 PRC6 Assess whether we can stop any hire of external venues. Internal rooms to be allocated on the basis of need. Ante chamber to be used to full effect. There is potential for service disruption as staff are relocated in some cases. Up to £50.0k 0.0 0.0 0.0 PRC8 Hire out LBH venues including empty office space, e.g. 88 Lampton Road There is potential for service disruption as staff are relocated in some cases. Up to £50.0k 0.0 0.0 0.0

CORPORATE ASSETS Sub-total

Up to £495.0k

CORPORATE ASSETS

SAVINGS OPTIONS 2011/12

CONTRACTS & COMMERCIAL FEES & CHARGES PAY & CONDITIONS

APPENDIX B

Ref Savings Proposal Service Impact Potential saving for 2011/12 Number

• f posts

deleted No. vacant posts deleted Redun- dancies

SAVINGS OPTIONS 2011/12

COR1 ICT- Centralise £3M and aim to save a figure rising from 10% in year one from IT spend overall through rationalisation of systems and more effective purchasing strategy. Some impact on ICT services during the transition period. Comment: Impact on other departments. Unlikely to be full year saving. Up to £300.0k To be determined To be determined To be determined COR2 ICT - Restructure There should be no negative service impact as intention of the restructure is to improve the service. Up to £130.0k 4.0 2.0 2.0 COR5 Reduce the number of Committees, including a review of existing Area Committee arrangements If agreed could commence from May 2011. This includes ending the current arrangement for Area Committees, but leaves a small level of funding for alternative area consultation fora. Up to £250.0k 2.0 1.0 1.0 COR7 Incorporate devolved Customer Access staff into a single service for the Council Certain call handling service will no longer be located with the services they support and the effects of this will need to be mitigated. This proposal affects the structure of the department and therefore will be considered alongside the restructuring of central departments (see HRP6 above) Up to £100.0k To be determined To be determined To be determined COR11 Legal, HR, Transformation and Programmes and ICT - Share Services, share professionals with another authority or partner organisation Reduction in services provided to LBH by the individuals/teams involved through joint working Up to £25.0k To be determined To be determined To be determined COR12 HR Save on external spend Reduction in Occupational Health contract spend. Work will be undertaken by existing in-house staff without significant service impact. Also reductions across miscellaneous HR budgets Up to £30.0k 0.0 0.0 0.0 COR21 Reduce mail-shots for electoral registration in the period prior to individual registration Based on returns this year we expect to be able to maintain current performance without using this budget in 2011 and 2012. This budget may however be required in 2014 when individual registration is introduced. Up to £50.0k To be determined To be determined To be determined COR22 Registrars Service: there is the potential to achieve additional income that can be incorporated in the budget. This will be achieved by increased use of the current service Up to £30.0k To be determined To be determined To be determined COR23 Structured refresh of Council desktop equipment to strictly applied common standards The quality and resilience of desktop IT equipment should improve Up to £60.0k To be determined To be determined To be determined COR24 Reduce Civic Centre front office opening times to 9.00 to 4.30 reducing staff hours by 30 mins per day. If introduced with software purchase below could allow for reduction of 2 FTE This is still being evaluated. Would be an Impact on people who use the service at the relevant times of the day. Evidence of use (patterns, reasons) will be assessed before considering. See COR25 below see below see below see below COR25 Investment in "queue-busting" and "voice to text" software to provide opportunity to reduce staff numbers - linked to above initiative If this alone is taken forward a smaller saving of perhaps one fte could be achieved. Up to £50.0k 2.0 2.0 0.0 COR26 Seek to share HR services across West London (e.g. Occ Health, Health and Safety, policy and procedure formulation and training procurement) Discussions at an early stage. Service impact will depend on the specific opportunities to share. Up to £80.0k To be determined To be determined To be determined COR27 Cease webcasting Part saving taken in-year 10/11. Members canvassed and accept full cessation of webcasting. Residents will be encouraged to attend Council meetings. Up to £20.0k To be determined To be determined To be determined COR28 Increase Vacancy factor to 2.5% from 0.5% General reduction in service across Legal, ICT and HR due to posts being held vacant for longer than at present. The intention is to build this saving into revised structures during the course of the year. Up to £210.0k 0.0 0.0 0.0 COR29 Delete one post in BSU (agency) Reduction in administrative support to Legal, ICT Customer Access and HR. This is one of seven posts supporting the department. Up to £25.0k 1.0 1.0 0.0 COR31 Top slice other (non-staffing) budgets by 1% Specific reductions are yet to be identified but it is envisaged that any service impact would be minimised. Up to £45.0k 0.0 0.0 0.0 COR32 Staff Saving in Legal Reduce grading of 3 posts, expected to result in 2 redundancies Up to £45.0k 2.0 0.0 2.0 COR33 Staff saving in HR This is a supervisory post in the HR Advisory team which is currently vacant. There will be some reduction in HR support service to departments. Up to £40.0k 1.0 1.0 0.0 COR34 Staff saving in Customer Access Some impact on call handling at peak times and the resolution of "difficult" calls. Loss of technical knowledge. Up to £35.0k 1.0 0.0 1.0 HRP5 Centralised Corporate Resource Directorate A number of additional Corporate Services savings have been incorporated into the item covering the restructuring of the Central Departments (see HRP5 above) See HRP5 above To be determined To be determined To be determined

CORPORATE SERVICES Sub-total

Up to £1,525.0k 13 7 6

CSLL1 Management Restructure We will delete senior Service Manager and Assistant Director posts to significantly reduce the management costs of the department. This will reduce our capacity and capability to deliver services or to meet future challenges strategically. Up to £899.0k 14.0 2.0 12.0 CSLL2 Children’s Social Care Placements – Including Reduced Court Costs We will make fewer placements, shorter placements and cheaper placements. Using the specialist preventative services, we will reduce the number of children coming into care and assist those who can return home to so do. We will continue the successful recruitment of Hounslow carers, thus effectively having cheaper placements. There will still be a need to make “out of borough” placements, but the combined purchasing power of the WLA (through the placement project) will drive down the cost of the placement type. Up to £1,100.0k 0.0 0.0 0.0 CSLL3 Deletion of the Consultant Practitioner Post in the Permanency Team This team prepare children in care for moving to permanent homes. When adoption is not possible ie using Special Guardianship or Kinship. The management of the work will be undertaken by the Adoption Team Manager. The post has recently become vacant. Up to £35.0k 1.0 1.0 0.0 CSLL4 Reconfigure Social Worker Posts to Family Support Workers Disabilities Team (SWTCD) We will use a more mixed skill approach, employing more Family Support Workers and fewer Social Workers. The focus on protection and safeguarding will be maintained through the continued use of experienced Social Workers. Up to £30.0k 0.0 0.0 0.0 CSLL5 Purchasing Budget with Looked After Children Education Team (LACES) This small team support the education of children in care – obtaining school places, preventing exclusion, setting targets and developing the personal education plans. There is a purchasing budget for extra tuition and exam support. We will reduce this by £30k (50%). Up to £30.0k 0.0 0.0 0.0 CSLL7 Sponsored Nursery Budgets Vulnerable children and those with a protection plan, are offered Nursery places to assist their development. We will, in future, use the 2 year old pilot (alternative funding) to action this. Up to £27.0k 0.0 0.0 0.0 CSLL8 Taxi / Mini Cab Budget Transport of children to / from placements to school (to allow children to continue at existing schools) often requires taxi usage. The reduction in the care population and greater use of Hounslow Carers will allow savings in this area. Up to £25.0k 0.0 0.0 0.0 CSLL9 School Effectiveness Drastically reduced LA capacity and capability to intervene early with (weak/ening) Schools. Schools White Paper takes responsibility for intervention back into DfE. Risk of greater incidence of catastrophic failure of schools if not intervened early. Up to £734.8k 40.0 0.0 40.0 CSLL10 Reduce Central EWS Capacity to 2 Posts for Prosecution Impact/Risks of none coverage of statutory responsibility regarding child employment and chaperone licences and inability /reduced capability to monitor Children Missing Education (safeguarding risk). Up to £91.0k 2.0 0.0 2.0 CSLL11 Combine Parent Partnership and Disability Register Post Parent Partnership currently a statutory duty relating to provision of independent advice to families of children with SEN needs. Risk that parents will increasingly go to independent advocates, leading to possible increase in number of legal challenges (including Tribunals) to Local Authority. Up to £32.0k 1.0 0.0 1.0 CSLL12 Head of Joint Commissioning and 4 Other Posts This deletes five posts. The commissioning function is deleted and the ability to produce, manage and monitor the Children’s Plan is diminished. Up to £260.0k 5.0 5.0 0.0 CSLL13 Planning & Performance Posts This diminishes the ability to monitor performance and to complete statutory returns (school statistics/performance) to DfE and provide management information and services / schools performance. Up to £152.0k 3.0 3.0 0.0 CSLL14 16-19 Commissioning Posts This deletes two posts. Scaling back staffing to reflect the change in Government thinking on 16-19 education commissioning. Up to £111.0k 2.0 1.0 1.0

CS&LL CORPORATE SERVICES

APPENDIX B

Ref Savings Proposal Service Impact Potential saving for 2011/12 Number

• f posts

deleted No. vacant posts deleted Redun- dancies

SAVINGS OPTIONS 2011/12

CSLL15 Capital Strategy (1 x PO7) Deletion of a vacant post. The team is responsible for a growing building programme to provide increased school places. The team is also responsible for conforming to the recent Health & Safety Executive recommendations regarding Construction (Design & Management) regulations. There is a significant risk in this area. Up to £59.0k 1.0 1.0 0.0 CSLL16 AVA Service Reduction in the service’s ability to refresh / replace equipment. There is an inherent risk of schools not buying back the service, which would impact on the achievement of this saving. Up to £40.0k 0.0 0.0 0.0 CSLL17 Intranet and Internet Content Officer Deletion of the budget that will support the replacement of the HVEC system (communication forum between the LA and schools). Up to £30.0k 1.0 1.0 0.0 CSLL18 Business Support Delete 3 posts as a result of the reduction in services through other cuts within the Department. Up to £89.0k 3.0 1.0 2.0 CSLL19 Grant to Voluntary Organisations Deletion of a grant used to support sport in schools. Up to £10.0k 0.0 0.0 0.0 CSLL20 Targeted & Locality EWO Service The proposal will mean that all LBH funded Education Welfare Officer support to schools and families will cease from 1st April 2011. The statutory function in regard to attendance will be maintained through a small residual team of Education Welfare Officers that currently sit within the deletion

• f these posts will impact on the family support model delivered from within the EITs and could negatively affect the number of cases requiring

specialist services input in the future. Universal Services division of CSLL. Up to £270.5k 7.0 0.0 7.0 CSLL21 EP Post This proposal will mean the deletion of 1 Educational Psychologist (EP). The EPs have a statutory function to deliver Appendix D Assessment for schools and parents (when they request it). EPs also deliver services as part of the family support programme delivered by the EITs. This saving will impact on the capacity and support currently offered to schools and the current Local Authority statutory duty to provide Appendix D Assessments. Up to £60.0k 1.0 0.0 1.0 This proposal will mean that all LBH funded Youth Service activity will in effect cease from 31st March 2011. Specifically staff posts currently delivering services in the centres below will be deleted which will result in the current service ceasing from 1st April 2011 – Southville Youth Centre – (6 members of staff equivalent to 0.75 FTE). Focus Youth Centre – (4 members of staff and 1 vacant post equivalent to 1.7 FTE). LBH funded posts in targeted services and projects will also cease from 1st April 2011. These projects are generally targeted at particularly vulnerable groups of young people. The detached and outreach youth work service seeks to engage young people at risk of, or in the early stages

• f, anti social behaviour.

Specifically the projects are – * Hounslow Youth Counselling Service – (1 full time member of staff). This post supervises and coordinates a large number of volunteer Counsellors and if it was deleted it would significantly impact on the continued viability of the Youth Counselling Service. *Youth Council and all other Citizenship work delivered by the Youth Service – (2 full time posts). * The Voice Youth Project – (5 members of staff equivalent to 1.4 FTEs). * Outdoor Education – (2 members of staff equivalent to 1FTE). Savings were taken from this service as part of the Tranche 1 ABG savings exercise. * Accreditation work - (3 members of staff equivalent to 1.5 FTEs). * Lesbian, Gay, Bisexual and Transgender (LGBT) – (1 full time member of staff) * Alluminae (dance project) – (1 member of staff equivalent to 0.4 FTE). Inevitably there will be an impact at management and administration level, which will result in redundancies - (7 members of staff equivalent to 5.3 FTE). CSLL 23 Youth Offending Service (YOS) Management Post The current YOS / Targeted Youth Support Service (TYSS) model will need to be reviewed if the proposed savings to the LBH funded Youth Service are agreed and achieved. The current management structure within the YOS / TYSS is based on the need to deliver a broad range of

• functions. If the YOS focuses solely on the specialist remit of work targeting Young people involved in offending, as opposed to Targeted Youth

Support, then capacity at a management level can be reduced. This will mean that the earlier intervention element of the current service will cease and will mean that young people involved in Anti Social Behaviour (ASB), or at risk of becoming involved in crime or substance misuse, may not receive the support that they need to prevent them become involved with the YOS at a later date – (1 Full time member of staff). Up to £63.0k 1.0 0.0 1.0 CSLL 24 YOT Education Officer This post is a key contact between the schools and any YOS young people of school age who attend a particular school. They work with the school to establish attendance, engagement of a particular young person and any other areas of the school. This information feeds into any reports to the court and any supervision plan for a young person and / or notification of custody. Up to £47.0k 1.0 0.0 1.0 CSLL25 Extended Schools Service Staff 2011/12 funding to be administered directly through schools grant so schools will now be responsible for delivering this service Up to £200.0k 7.0 0.0 7.0 CSLL 26 Reduce Children's Information Service Central reduction in service capacity Up to £41.5k 2.0 0.0 2.0

CS&LL Sub-total

Up to £5,293.9k 129 20 109

32.0 37.0 CSLL22 Delete LBH funded proportion of Youth Service - Less Contractual Obligations 5.0 Up to £857.1k

APPENDIX B

Ref Savings Proposal Service Impact Potential saving for 2011/12 Number

• f posts

deleted No. vacant posts deleted Redun- dancies

SAVINGS OPTIONS 2011/12

CSLL 30 Deletion of Contact Point Grant Expenditure on contact point trainers / support reduced after decommissioning of the contact point database Up to £136.4k 1.0 1.0 0.0 CSLL 31 Removal of playing for success funding Reduction in manager post at Griffin Park Learning Zone delivered in partnership with Brentford Football Club Up to £59.0k 1.0 0.0 1.0

CS&LL - Services reduced as a result of specific grant deletions Sub-total

Up to £195.4k 2 1 1

CS&LL sub-total including specific grant deletions

Up to £5,489.3k 131 21 110

CSLL27 Delete Specialist TA Posts Specialist posts working with children with low-level and Physical Disabilities, to prevent needs for statements and to deliver LAs responsibilities to statemented pupils. (NB posts do currently generate a level of income from statement funding which goes to EIT). Risk of increased requests for statutory assessments and statement funding. Currently 1 x Physical Disability Teaching Assistant filling gap caused by lack of Occupational Therapy capacity (supporting Tribunal work). Up to £85.0k 2.0 0.0 2.0 CSLL28 Early Intervention – Delete Vacant Teacher post Delete 0.6 of vacant Advisory Teacher post (Learning Support Teacher) in the EITs. Up to £30.0k 1.0 1.0 0.0 CSLL29 see CSLL 9 see CSLL 9 Up to £354.3k See CSLL9 See CSLL9 See CSLL9

CS&LL - Dedicated School's Grant Savings Sub-total

Up to £469.3k 3 1 2

CS&LL - Dedicated School's Grant Savings CS&LL - Services reduced as a result of specific grant deletions

APPENDIX B

Ref Savings Proposal Service Impact Potential saving for 2011/12 Number

• f posts

deleted No. vacant posts deleted Redun- dancies

SAVINGS OPTIONS 2011/12

ENV1 Regulatory and Development Services - fee increases and restructuring Saving to be achieved in the following ways:

• Through increased fee income from Pest Control services i.e.charge for mice treatment for all residents no exceptions, charge for rat treatment,

residents in receipt of means tested benefit to receive only one free pest control treatment per year.

• Licensing fees through the provision to raise income from a new statutory duty
• Reassignment of work to different levels within Development Control and Licensing. This will result in a reduction of six posts to four.
• Deletion of vacant posts in Building Control (x2) and an apprentice post in Development Control

Up to £200.0k 9.0 3.0 4.0 ENV2 Parks - reduction in specification of the grounds maintenance contract with Laing This will mean a reduction in service. The options have not been finalised but are likely to mean a reduction in manned parks, reducing bedding and removing shrub beds. We will try and protect litter collection, grass cutting in key parks, dog fouling and play maintenance - all of which are high priorities for residents. Up to £300.0k 0.0 0.0 0.0 ENV3 Contract reduction This proposal will not result in any service reduction and is a correction of the existing contract budget. Up to £150.0k 0.0 0.0 0.0 ENV4 Libraries - use of the capital borrowing provision as a one-off saving This one off saving which will allow the Council time to consider where future investment in libraries should be made. Up to £350.0k 0.0 0.0 0.0 ENV5 Leisure - recover the costs of one Council leasehold property through its sale This saving is dependant on the sale of one of our leased properties on Dukes Meadow. This sale would reduce the current leasehold property costs. Up to £75.0k 0.0 0.0 0.0 ENV6 Community Halls - transfer of the management of Community Halls to external community groups This option excludes Chiswick Town Hall as future options for this are currently being explored alongside the library. The full saving may take time to realise as we will need to build capacity in the community to undertake the management. Up to £288.0k 0.0 0.0 0.0 ENV7 Parking - Increase in on-street and off-street parking charges Increase in on street and off street parking charges across the borough. On street charges will increase from £1.60 to £2.00 an hour. However it is proposed that at shopping parades throughout the borough the first half an hour is provided free. The net increase from these changes will be £225k. Off street parking start rate will increase from £1.00 to £1.50 although costs will reduce the longer people stay. The change in off-street charges will raise an addition £250k. Up to £475.0k 0.0 0.0 0.0 ENV9 Waste - closure of Spacewaye one hour earlier There will be a planned daily reduction of on hour to the opening times of the Spacewaye Civic Amenity site. It is consider that this proposal will

• nly have a minor impact on public access to the site and will be supported by the relevant publicity.

Up to £60.0k 0.0 0.0 0.0 ENV10 Waste - increased recycling rate including the introduction of bi-weekly residual waste collections by 2012/13 This will be achieved through anticipated increases in the Council's recycling rate. Each 1% increase in the recycling rate results in an £85k saving. Up to £85.0k 0.0 0.0 0.0 ENV11 Traffic Management and Road Safety - staff reductions This saving will result in a reduction in the capacity of the Council to undertake road safety and traffic management schemes. Up to £100.0k 2.0 1.0 1.0 ENV12 Highways - reduction in the planned maintenance of the road and footway network This saving may result in the further deterioration of the road and footway network. Up to £450.0k 4.0 0.0 4.0 ENV13 Facilities - introduce charging for use of the staff car park This proposal fits with the ambition of the Council to demonstrate its commitment to carbon reduction and is support by the Civic Centre Travel

• Plan. There are likely to be some administrative issues arising from its implementation such as the requirements of essential car users, and there

may be a need to upgrade the parking barrier management system. Up to £300.0k 0.0 0.0 0.0 ENV14 Street cleansing - reduction in the level of street cleansing Reduction in the standard of street cleaning across the borough. In particular, less regular sweeping. Litter picking will be maintained. Up to £250.0k 10.0 0.0 10.0 ENV17 Fees and Charges - Increase Development Control fees to cover costs in line with new governmental policy The Government is currently consulting on a proposal to allow Local Planning Authorities to establish their own charges for planning applications. There may be an opportunity to increase income from application fees subject to the changes being adopted. Up to £20.0k 0.0 0.0 0.0 ENV25 Regulatory and Development Services - further staff reduction/ service amendments Loss of capacity in Trading Standards, Pollution Control and Animal Control. Up to £158.0k 3.0 2.0 1.0 ENV26 Business Support - staff reductions and service amendments This will reduce support capacity across the whole department. There maybe some delay in processing customer transactions. Up to £239.0k 8.0 5.0 3.0 ENV27 Sustainable Planning - staff reductions and service amendments This will limit the ability to develop conservation management programmes and environmental improvements. Up to £80.0k 2.0 2.0 0.0 ENV28 Corporate Property - staff reductions and service amendments Proposals will reduce management capacity within the Corporate Property team and will require subsequent restructuring. There will also be some loss of professional and technical capacity. Up to £243.0k 6.0 2.0 4.0 ENV29 Public Realm - further staff reduction/ service amendments Further reduction in capacity across the division including Traffic Management and Road Safety, Community Environment, Waste and Recycling and Street Cleansing. Up to £539.0k 24.0 0.0 24.0

ENVIRONMENT Sub-total

Up to £5,231.3k 68 15 51

ENV15, 18- 24 Libraries - Closure of local branch libraries and / or significant reduction in hours and service We will be using the information we have gained from service users over the last 12 months to help shape the way services will be provided in the future and develop a long term strategy. However, as a result of the savings that are likely to be required, we will have to reduce services and potentially close local branch libraries. Up to £869.3k 0.0 0.0

ENVIRONMENT

0.0

APPENDIX B

Ref Savings Proposal Service Impact Potential saving for 2011/12 Number

• f posts

deleted No. vacant posts deleted Redun- dancies

SAVINGS OPTIONS 2011/12

CS1 Increase percentage fees for Disabled facility grants 68K will not be external income, this will be taken from the housing capital Disabilities Facilities Grant (DFG) grant budget which means we will be giving less grant Up to £68.0k 0.0 CS2 Reduce high cost placements Reduce charges for board and lodging with no impact on care costs Up to £54.0k 0.0 CS3 Welfare Benefits contract cease in-house service and invest in welfare advice voluntary organisation The Council funds a number of overlapping advice services. Proposal is to cease providing an in-house service with 6 posts deleted and to retain the community funerals service as a corporate service. We will continue to fund and invest advice services in the voluntary sector. Up to £100.0k 7.5 0.0 9.0 CS4 Homecare contract efficiencies Renegotiate price of home care contracts - WLA estimated savings. No posts involved or service reductions. Up to £500.0k 0.0 CS5 Retender Supporting People Contracts with WLA and Hounslow Providers Renegotiate price of support contracts. No posts involved or service reductions. Up to £500.0k 0.0 CS6 Closure of the Calen Centre This building is not fit for purpose. The savings relate to one post and building running costs. Remaining 4 frontline staff will be relocated to a more accessible office location. Reduced by 1 post. Up to £56.0k 1.0 0.0 1.0 CS7 Reduce Adult Social Care project budgets Reduce the existing projects budget; this will constrain the number of projects that the department will be able to undertake and the ability to deliver and invest in projects that deliver longer term savings and innovation in service delivery. Up to £300.0k 0.0 CS8 Review of domicilliary care packages The saving will be achieved through a programme of introducing a consistent approach to allocation of resources and through a robust panel

• process. The Council Home Care Service is changing to focus on re-ablement which we are confident will enable more residents to manage

without or with a lower level of care in the longer term Up to £250.0k 0.0 CS9 Wellbeing and involvement Restructure team to reduce overlap with Public Health; transfer responsibility for health improvement to NHS and 3rd sector providers; reduction

• f 3 posts.

Up to £100.0k 3.0 0.0 2.0 CS10 SDS and Brokerage Integrate functions and look for efficiency savings as a result. Reduced by 1 post. Up to £25.0k 1.0 0.0 1.0 CS11 Introduction of integrated reablement services This is a major programme to change the ways that rehabilitation and re-ablement is offered by the Council and the NHS. Integrated rehabilitation and reablement service will enable us to reduce Management costs and share resources. Reduction of 2 posts. Up to £85.0k 2.0 1.0 1.0 CS16 Reconfiguration of staffing in Learning Disabilities day services Reduced staffing to match reduced demand. Reduction of 1 manager. Up to £40.0k 1.0 1.0 0.0 CS17 Leaders Employment Services and Acorn Centre - cessation of service Pan-disability service that offer life-skills, social interaction, learning and employment opportunities. These are non-statutory services which could be alternatively offered by Voluntary organisations on a more time limited basis which can be more beneficial. Reduction of 13 staff. Part year savings Up to £300.0k 13.0 2.0 13.0 CS18 Canal House Centre - cessation of service Alternative voluntary sector and PCT funded services exist and can meet demand. Reduction of 7 posts. Up to £175.0k 7.0 0.0 8.0 CS19 Housing reduction of non staffing budgets No services or staff affected by reduce spend. Up to £50.0k 0.0 CS20 Remove housing projects budget This saving will not have a negative impact on the pledge to deliver affordable housing Up to £200.0k 0.0 CS21 Housing Restructure Rationalise functions to integrate services and deliver efficiency savings. Reduction of 8.5 staff. Up to £149.0k 8.5 0.0 8.5 CS22 Reduce senior management team by one Responsibilities to be managed by Senior Management Team. Up to £110.0k 1.0 To be determined To be determined CS23 Reduce commissioning and contracts Reduce the Commissioning Team by 3 part-funded posts (joint funded with PCT, also reducing their share of funding). Up to £70.0k 3.0 1.0 2.0 CS24 HRA Funding HRA funding calculated against senior management posts in the Council Up to £35.0k 0.0 CS25 Reprovide and modernise laundry and commode services at lower cost The overall service costs £92,000 pa. The saving will be achieved from reviewing all residents in receipt of this service and re-providing for them in a more personalised way through a Personal Budgets and incorporating the need into other services also in place such as domiciliary care. The £42,000 still available to be used, if necessary, a service will be delivered by Public Realm. Reduced by 1 post. NB - MAY HAVE A KNOCK-ON EFFECT ON STAFF IN TRANSPORT Up to £50.0k 1.0 0.0 1.0 CS26 Restructure Transformation and Performance Rationalise functions to integrate services and deliver efficiency savings. Reduced by 2 posts. Up to £40.0k 2.0 1.0 1.0 CS27 Administration of grants to voluntary organisations Improved processes and introduction of commissioning for the 3rd sector will enable some savings in the administration which can be self financed Up to £24.0k 0.0 CS28 Customer Financial Affairs Service (CFAS) This is a non-statutory service, explore opportunities for West London Alliance approach Up to £50.0k 0.0

COMMUNITY SERVICES Sub-total

Up to £4,121.0k 71 15 65

FIN1

Cashiers - reduction in the budget for credit card handling charges and maintenance of the cash receipting software The cost to the Council arising from credit card handling fees has reduced as the Council now recharges these fees to customers who choose to pay by credit card. The cash receipting software is now hosted externally. This has resulted in a reduction of the annual recurring cost of this software.

Up to £37.0k 0.0 0.0 FIN2

Shared Service Centre – staffing reorganisation to reduce the cost of the provision

• f the provision of income and debt management, supplier payments and HR

administration. These proposals include the deletion of 3 posts of which 2 are vacant replacing them with lower graded roles where appropriate to minimise the impact on service delivery.

Up to £81.0k 2.5 1.5 1 FIN3

Financial Services – reorganisation to reduce the cost of the accountancy support service to service departments Deletion of posts with duties redistributed amongst the remaining staff in the departmental accountancy support service to cover key functions. Workload will need to be prioritised, lower priority functions cease and there will be a longer response time for enquiries and requests for assistance from the financial services teams.

Up to £75.0k 2.5 1.5 1 FIN4

Non pay budgets – various non pay budgets can be reduced through efficiencies e.g. lower expenditure on postage and printing from online payslips, lower annual maintenance charges for the online recruitment system, and savings in the training budget as staff attend courses and seminars that are free to attend. Cost reductions in these areas will need to be sustained.

Up to £120.0k 0.0 FIN 5

Audit and Technical - reduction in internal audit costs, external audit fees and the cost of the insurance and risk management functions. This will involve a full and rapid review of the function which may resort in the deletion of 1 or more post. The level of internal audit coverage will be reduced in lower risk areas (through either a reduction in staff or contractor costs). Options for reducing the cost of the insurance function will be influenced by the outcomes of an ongoing re-tendering exercise and may include a reduction in the contribution to the insurance fund which is held to meet the cost of claims not covered by the excesses on the council's policies.

Up to £120.0k

To be determined 0.0 To be determined 17.0 CS13-15 Reconfiguration of Day Care Services Up to £790.0k

FINANCE COMMUNITY SERVICES

Key messages include: Consistent with Personalisation and increased choice Service is provided to the most vulnerable service users requiring specialist services Retain 7 day service coverage Frontline staffs are redeployed into existing care vacancies 2 Managers are redeployed/redundancy. Total reduction of 17 posts. Saving in the region of £885K (based on current years budget) 19.6 9.0

APPENDIX B

Ref Savings Proposal Service Impact Potential saving for 2011/12 Number

• f posts

deleted No. vacant posts deleted Redun- dancies

SAVINGS OPTIONS 2011/12

FIN 6

Contract services and Revenues and Benefits – reduction in service delivery costs through changing the criteria for the payment of bonuses in the revenues and benefits contract price; a reduction in staffing levels in the in-house teams and in the bad debt provision for Council tax debt. This reduces the performance bonus budget for the benefit element of the Liberata contract. The change to the revenues and benefits service outlined below does not affect the collection of council tax. This proposal represents a manageable downgrading of the benefit service to be achieved through renegotiation of the performance targets in the revenues and benefits contract that attract bonus payments for the service provider. The improvement in council tax collection rates since 2009 means that the bad debt provision for council tax can be reduced. However, the continuation of the recession increases the risk of residents being unable to pay their council tax bills. The level of support provided to managers wishing to procure goods and services on behalf of the Council will also reduce.

Up to £376.0k 2.0 2 FIN7

Cashiers - Closure of the Cash Counters in the Civic Centre This proposal represents a reduction in the face to face customer services offered at the Civic Centre. Customers will no longer be able to pay council bills at the counters in the Civic Centre or be issued with parking permits whilst they wait in the Civic Centre. The facility to pay bills relating to council tax, business rates, housing rents, housing benefit overpayments, garage rents, former tenants arrears and works that are rechargeable to tenants at PayPoint outlets across the Borough is being rolled out and will be implemented by 31 March 2011. A postal application service is available for parking permits.

Up to £15.0k 1.0 1 FIN8 Further savings to be found within the Finance department To be confirmed as savings identified Up to £410.0k

To be determined To be determined To be determined FIN9 Fees and Charges - Increase court fees for council tax recovery cases by inflation Residents would be faced with paying a higher charge if a court case was required to recover unpaid council tax. Any increase in fees would need to be agreed by the courts. The courts expect increased charges to be supported by information on expenditure increases that have been

• incurred. The approval of an increase in fees is not guaranteed

Up to £150.0k 0.0 0.0 0.0

FINANCE Sub-total

Up to £1,384.0k 8.0 3.0 5.0

GENERAL FUND SAVINGS OPTIONS sub-total

Up to £21,803.3k 291 61 237

PLUS: SAVINGS RELATED TO DEDICATED SCHOOLS GRANT

Up to £469.3k 3 1 2