bbc_survey

Council name Council type Region

Barking & Dagenham London Borough Council London Borough Council Greater London

Barnet London Borough Council London Borough Council Greater London

Barnsley Metropolitan Borough Council Metropolitan Borough Council Yorkshire and Humber

Bath and North East Somerset Council Unitary Authority South West England

Bedford Borough Council Unitary Authority East of England

Bexley London Borough Council London Borough Council Greater London

Birmingham City Council Metropolitan Borough Council West Midlands

Blackburn with Darwen Borough Council Unitary Authority North West England

Blackpool Borough Council Unitary Authority North West England

Bolton Metropolitan Borough Council Metropolitan Borough Council North West England

Borough of Poole Council Unitary Authority South West England

Bournemouth Borough Council Unitary Authority South West England

Bracknell Forest Borough Council Unitary Authority South East England

Brent London Borough Council London Borough Council Greater London

Brighton & Hove City Council Unitary Authority South East England

Bristol City Council Unitary Authority South West England

Bromley London Borough Council London Borough Council Greater London

Buckinghamshire County Council County Council South East England

Bury Metropolitan Borough Council Metropolitan Borough Council North West England

Calderdale Metropolitan Borough Council Metropolitan Borough Council Yorkshire and Humber

Cambridgeshire County Council County Council East of England

Camden London Borough Council London Borough Council Greater London

Central Bedfordshire Council Unitary Authority East of England

Cheshire East Council Unitary Authority North West England

Cheshire West & Chester Council Unitary Authority North West England

City of Bradford Metropolitan District Council Metropolitan Borough Council Yorkshire and Humber

City of London Corporation Greater London

City of Wakefield Metropolitan District Council Metropolitan Borough Council Yorkshire and Humber

Cornwall Council Unitary Authority South West England

Coventry City Council Metropolitan Borough Council West Midlands

Croydon London Borough Council London Borough Council Greater London

Cumbria County Council County Council North West England

Darlington Borough Council Unitary Authority North East England

Derby City Council Unitary Authority East Midlands

Derbyshire County Council County Council East Midlands

Devon County Council County Council South West England

Doncaster Metropolitan Borough Council Metropolitan Borough Council Yorkshire and Humber

Dorset County Council County Council South West England

Dudley Metropolitan Borough Council Metropolitan Borough Council West Midlands

Durham County Council Unitary Authority North East England

Ealing London Borough Council London Borough Council Greater London

East Riding of Yorkshire Council Unitary Authority Yorkshire and Humber

East Sussex County Council County Council South East England

Enfield London Borough Council London Borough Council Greater London

Essex County Council County Council East of England

Gateshead Metropolitan Borough Council Metropolitan Borough Council North East England

Gloucestershire County Council County Council South West England

Greenwich London Borough Council London Borough Council Greater London

Hackney London Borough Council London Borough Council Greater London

Halton Borough Council Unitary Authority North West England

Hammersmith & Fulham London Borough CouncilLondon Borough Council Greater London

Hampshire County Council County Council South East England

Haringey London Borough Council London Borough Council Greater London

Harrow London Borough Council London Borough Council Greater London

Hartlepool Borough Council Unitary Authority North East England

Havering London Borough Council London Borough Council Greater London

Herefordshire County Council Unitary Authority West Midlands

Hertfordshire County Council County Council East of England

Hillingdon London Borough Council London Borough Council Greater London

Hounslow London Borough Council London Borough Council Greater London

Isle of Wight Council Unitary Authority South East England

Islington London Borough Council London Borough Council Greater London

Kensington & Chelsea Royal Borough Council London Borough Council Greater London

Kent County Council County Council South East England

Kingston upon Hull City Council Unitary Authority Yorkshire and Humber

Kirklees Council Metropolitan Borough Council Yorkshire and Humber

Knowsley Metropolitan Borough Council Metropolitan Borough Council North West England

Lambeth London Borough Council London Borough Council Greater London

Lancashire County Council County Council North West England

Leeds City Council Metropolitan Borough Council Yorkshire and Humber

Leicester City Council Unitary Authority East Midlands

Leicestershire County Council County Council East Midlands

Lewisham London Borough Council London Borough Council Greater London

Lincolnshire County Council County Council East Midlands

Liverpool City Council Metropolitan Borough Council North West England

Luton Borough Council Unitary Authority East of England

Manchester City Council Metropolitan Borough Council North West England

Medway Council Unitary Authority South East England

Merton London Borough Council London Borough Council Greater London

Middlesbrough Council Unitary Authority North East England

Milton Keynes Council Unitary Authority South East England

Newcastle upon Tyne City Council Metropolitan Borough Council North East England

Newham London Borough Council London Borough Council Greater London

Norfolk County Council County Council East of England

North East Lincolnshire Council Unitary Authority Yorkshire and Humber

North Lincolnshire Council Unitary Authority Yorkshire and Humber

North Somerset District Council Unitary Authority South West England

North Tyneside Metropolitan Borough Council Metropolitan Borough Council North East England

North Yorkshire County Council County Council Yorkshire and Humber

Northamptonshire County Council County Council East Midlands

Northumberland County Council Unitary Authority North East England

Nottingham City Council Unitary Authority East Midlands

Nottinghamshire County Council County Council East Midlands

Oldham Metropolitan Borough Council Metropolitan Borough Council North West England

Oxfordshire County Council County Council South East England

Peterborough City Council Unitary Authority East of England

Plymouth City Council Unitary Authority South West England

Portsmouth City Council Unitary Authority South East England

Reading Borough Council Unitary Authority South East England

Redbridge London Borough Council London Borough Council Greater London

Redcar & Cleveland Borough Council Unitary Authority North East England

Richmond upon Thames London Borough CouncilLondon Borough Council Greater London

Rochdale Metropolitan Borough Council Metropolitan Borough Council North West England

Rotherham Metropolitan Borough Council Metropolitan Borough Council Yorkshire and Humber

Royal Borough of Kingston upon Thames Council London Borough Council Greater London

Rutland County Council Unitary Authority East Midlands

Salford City Council Metropolitan Borough Council North West England

Sandwell Metropolitan Borough Council Metropolitan Borough Council West Midlands

Sefton Council Metropolitan Borough Council North West England

Sheffield City Council Metropolitan Borough Council Yorkshire and Humber

Shropshire Council Unitary Authority West Midlands

Slough Borough Council Unitary Authority South East England

Solihull Metropolitan Borough Council Metropolitan Borough Council West Midlands

Somerset County Council County Council South West England

South Gloucestershire Council Unitary Authority South West England

South Tyneside Metropolitan Borough Council Metropolitan Borough Council North East England

Southampton City Council Unitary Authority South East England

Southend-on-Sea Borough Council Unitary Authority East of England

Southwark London Borough Council London Borough Council Greater London

St Helens Metropolitan Borough Council Metropolitan Borough Council North West England

Staffordshire County Council County Council West Midlands

Stockport Metropolitan Borough Council Metropolitan Borough Council North West England

Stockton-on-Tees Borough Council Unitary Authority North East England

Stoke on Trent City Council Unitary Authority West Midlands

Suffolk County Council County Council East of England

Sunderland City Council Metropolitan Borough Council North East England

Surrey County Council County Council South East England

Sutton London Borough Council London Borough Council Greater London

Swindon Borough Council Unitary Authority South West England

Tameside Metropolitan Borough Council Metropolitan Borough Council North West England

Telford & Wrekin Borough Council Unitary Authority West Midlands

Thurrock Council Unitary Authority East of England

Torbay Council Unitary Authority South West England

Tower Hamlets London Borough Council London Borough Council Greater London

Trafford Metropolitan Borough Metropolitan Borough Council North West England

Walsall Metropolitan Borough Council Metropolitan Borough Council West Midlands

Waltham Forest London Borough London Borough Council Greater London

Wandsworth Borough Council London Borough Council Greater London

Warrington Borough Council Unitary Authority North West England

Warwickshire County Council County Council West Midlands

West Berkshire Council Unitary Authority South East England

West Sussex County Council County Council South East England

Westminster City Council London Borough Council Greater London

Wigan Metropolitan Borough Council Metropolitan Borough Council North West England

Wiltshire Council Unitary Authority South West England

Windsor & Maidenhead Royal Borough Council Unitary Authority South East England

Wirral Metropolitan Borough Council Metropolitan Borough Council North West England

Wokingham Borough Council Unitary Authority South East England

Wolverhampton City Council Metropolitan Borough Council West Midlands

Worcestershire County Council County Council West Midlands

York City Council Unitary Authority Yorkshire and Humber

Question 1: What is your anticipated overall budget increase/decrease for 2010/11 and

Received Notes 07-08 revenue budget change (%)change (%)change (%)change (%)

08-09 revenue budget 10-11 revenue budget budget change (%)

Received late (see separate sheet for responses) 09-10 revenue budget 07-08 capital

X are

NOTE for Q2 - Changes here 7.19up and down due to 2.4

6.45 3.6 transfer of services/responsibilities – net is 2.

13.87

X 2010/11 spending areas have not yet0been finalised. NOTE for Q4 - Given the lik

NOTE for Q2 - the3.69 3.95 3.31 31.9

X NOTE for Q1 - answers were provided in £m rather than percentages: Revenue budget: 168.709; 18



X 2.7

Q4 - All spending areas are considered vulnerable. The Council is putting in place a programme of s

X 2 4 2 -25



X 3.2 2.2 2.9 1.5 2.5





X and delivered over a 3 to 5 year period and is

NOTE for Q1 - As Capital expenditure is programmed 3.6 n/a

3.8 4.6 4.2

X 3 7 4 find

NOTE for Q4 - All service areas have been subjected to review to-23 savings for 2010/11 and 2011

X 6.9 6.5 4.2 0.5 25

NOTE for Q1 - Government funding of £27m in 2009/10 and £6.6m in 2010/11 for rebuilding one se

X Here’s the response and details of what we’re expecting. Also willing to take part in interviews, eithe

3.1 5.4 2.3 1.4 -2.8

X 2.6 5.8 1.1 5.4 -2

X


Q


W

Chief Executive’s response to the BBC Local3Government Survey
uestions 3 and 4
hatever incom

6.1 7.6 2.3 6.4



X 4.82 7.9 3.55 3.42 -21.34

NOTE for Q2 - Restructuring and definitional changes make the Children's social services numbers



X 4.3 4.3 3.4 1.2 15

X 5.6 8 3.9 2.8 58.5

NOTE for Q1 - 2008/09 revenue budget includes a transfer of fuction of £8.5m - without this the incr



X n/a was 3.7 n/a

NOTE for Q1 - 2009/10 n/a the first year Central Bedfordshire Council existed. The increases sugg

X n/a n/a n/a 2.2 n/a

X n/a n/a n/a 0 n/a

X 4.8 5.7 2.8 2.8 -21.1

X 2 1.75 1.5 0

X Y

6.7
revenue budget include costs funded by spec

NOTE for Q1 - Revenue
ear on year increases to the 3.8

5.2 3.7 -15.2

X 8.9 4.6 3

NOTE for Q2 - Highways and Environmental services figures for past years cannot be compared as

X NOTE for Q1 - In revenue budget terms, the percentage change figure will fluctuate where there hav

2.7 7.3 1.6 2.8 -34.4



X 4.99 BBC Local 3.1Q Extrac

Cumbria County Council
9.44 Government Survey
uestion 6 – New Ways of Working


3.21 17.77









X NOTE for Q1 - for Revenue budget, the respondent has added "Budget Requirement"; for Capital bu

4.7 5 4.2 2.3 8.9

X -4 -9 3

NOTE for Q1 - Durham County Council is a new unitary-2 -1

council that began 1.4.09. The revenue bud

X reduction in5.2 highways revenue budget in 11.2

NOTE for Q2 - The 2.1 the 1.5 2 2010/11, needs to be viewed along

X 4.6 4.3 5.3 3.1 -8.7

X 4.1 6.7 4.3 2.8 2.8

X 4.59 6.98 3.33 1.7 10.08

X Q4 textual answer:- All2.35 in the public sector will come under sign

Q3 deleted from the survey… 7.59

4.63 2.48 areas 15.07





X 2008/09 year contains additional resources of £5.6m for services previously fund

NOTE for Q1 - The 3.2 4.9 1.6 1.5 -8

X 3 budget: The Council is0.2 the process of finalising its Capital expend

NOTE for Q1 - 2010/11 Capital3.7 2.4 in 10

X 3.5 6.8 3.5 1.9 -5.6



X 5.4 4.4 2.6

Answers given in Q4 are subject to policy decision. 2.3 2.4

X NOTE for Q1 - Capital doesn't work the same way and0.6

3.8 5.9 2.4 year-on-year comparison is difficult because

X 3.5 7.7 4.5 3.9 25

X 6.7 figures have been adjusted for changes in funding and/or function in

NOTE for Q1 - revenue budget 8.9 4.9 1.3 -4.3





X

X 3 4.7 2.3 1.7 -5.4

NOTE for Q1 - The increases in capital budget in 2008-09 and 2009-10 reflect increased spending o

X 2 6 3 1 -14

NOTE for Q1 - Please note the large increase in the capital budget for 2010/11 is driven by large pro

X 4.5 7.3 3.2 3.3 -4.2



X 3 3 however the 2

Q1 - For Capital budget: Major 5 year plan,3.5 timing of individual schemes can alter. Q2 -





X 5.3 4.6

NOTE for Q2 - Although revenue spend on3.9 2.1 18.2

Highways has reduced in the last two years of the analy

X NOTE for Q1 - THE3.8 OPERATES A ROLLING 4 YEAR CAPITAL PROGRAMME AND IT

COUNCIL 4.3 3.1 2.3

X 3.8 7.9 4 2.6 7.2

X 4 4.4 3.6 3.9 -21

Q4 - Additional vulnerable spending area included: education (non schools) targeting of youth servic



X 5.6 7.1 3.8 4.2 -27

X 0.2 6 3.7 0.7 0



X 1.56

NOTE for Q1 - Figures were also provided in £m: revenue £491.14m, capital £449.279m. NOTE for

X 5.42 5.14 3.62 3.72 1.01

X NOTE for Q1 - the 2010/11 Revenue budget3

4 5.25 council tax increase. NOTE for Q4

figure assumes 0%30.3

0.63



X 6.22 9.51 3.54 6.83 76.88

X NOTE for Q4 - All spending areas will be under pressure in the future. At this stage the high level o

3 3.5 1.4 1.5 35.7



X Council wouldn't fill in the second part of the-13.2

NOTE for Q5 - The 6.8 10.1 4.2 3.4 question (expected job losses), but





X not

NOTE for Q1 - The increase in revenue budget does 3.11match increase in council tax, as during tha

3.91 5.62 3.79 -18.43



X A further two years of budget projections have been added to the Q1 table: Revenue 2011/12 -0.8%

5.6 9.1 4.2 4.1 48



X 2.8 6.2 26.7 2.85 -1

X Capital budget is a three-year rolling programme so it is not sensible to make ye

NOTE for Q1 - The 4.4 7.9 3.9 3.1

X 4.9 8.2 4.5 2.2 -9.2

Notes for Q2 - Highways & Transport 2010/11 -1.5 excluding tram. Environmental services 2007/08

X 5.4 -42.1 3.5 16.4 -64.1

NOTE for Q1 - 2008/09 Revenue budget: note change in government funding arrangements around

X 3.8 5.8 all 2.8 1.5

NOTE for Q4 - Savings will be expected in 3.7 areas. These will, wherever possible, be delivered thro

X









X 3.95 7.41 will 2.64 41.32

NOTE for Q4 - All of our Council services3.94be undergoing a Value for Money review over the nex



X 3.84 3.74 3.11 3.41 14.24

NOTE for Q1 - Note the increase in 2008/9 is due to the inclusion of Housing Market Renewal Fund



X 4.15 6 3.33 3.28 n/a

NOTE for Q2 - NB: In the period 2007/8 to 2009/10 significant highways spend was funded through



X



X 3.9 3.9 2.7 2.6 14

X 2.2 5.1 2.6 1.8 -5.5

X



X 4.37 6.94 3.65 2.26 31.39



X 3.6 4.5 4.2 2.9 8.2

X 2.17 3.8 2.15 22.08

X 4.8 5.1 are 2.3 -17.4

NOTE on Q1: The revenue budget figures 3.5 reasonably reliable, however due to the way in which

X 4.91 6.28 3.48 1.76 47.19





Survey submitted but individual answers subsequently withdrawn at request of council

X 4.5 be 3.6 43.2

2010/11 Budget figures will not 2.1 available until the Executive has published their budget proposals



X has

NOTE for Q1 - Stoke on Trent City Council4.3 been extremely successful in levering external fundi

4.6 7.8 3.9 25

X 5.5 5.9 3.5 3.5 15



X Services for adult social care and children’s social care were reorganised in 200

NOTE for Q2 - The 5.1 7.4 2.9 2.9 -13

X 4.3 5.9 2.7 0.8 13.9

X 4.5 4.9 4.7 1.5 51.8

NOTE for Q1 - NB: this represents the approved in year spend therefore it will fluctuate due to rephr



X 8.1 5.5 2



X 5 9 4 5 48

NOTE for Q1 - 2010/11 budget subject to final council approval. NOTE for Q2 - Increase in 08/09 wa

X NOTE for Q1 - “Revenue Budget” figures refer to General Fund budget requirement.


4.6 5.5 1.1 3.9 -32 “Capital Budge





X 2.1 7.3 0.7 5.2 52.1



X 2 6.4 3.8 1.7 2.7

X 5 7.5 3.6 3.3 30

Note for Q1 - Capital budget figures fluctuate due to the impact of major schemes on the overall bud

X 6.7 5.6 3 has -9.6

Notes on Q2: for Adult social services the respondent 2.6 used the Older People and Community C

X NOTE for Q1 - Major new Waste 4

4.8 Contract has an impact on the capital programme in 2010/11
OT

2.9 2.7 22 N

X 6.3 8.2 6.1 -2.7

X 3.74 7.03 2.845 2.59 -13.88

X -3

Wiltshire Council is a new Unitary council, established in April 2009. NOTE for Q4 - All services will

X NOTE from respondent - I haven’t put in the financial numbers because local government funding is





X Net

NOTE for Q1 - Revenue budget Based on 1.7 Budget Requirement ie expenditure less all specific i

3.5 6.8 2 31

X 4.5 3.6 3.9 1.9 8

X 6 7 3 3 -30

NOTE for Q1 - The 2007/08 Capital budget figure 'is distorted due to the funding mechanism used t

it compare In the following spending areas, what are your anticipated revenue budget incre

d overall budget increase/decrease for 2010/11 and how doesQuestion 2: with increases in the previous three years? (% increase/decrease in cash terms

09-10 capital budget

10-11 capital budget change social services change social services change08-09 children's social services

(%)

08-09 capital budget change (%)change07-08 adult 08-09 adult 09-10 adult 10-11 adult 07-08 children'schangeservices change (%)ch

(%) (%) (%) (%)

social services change social services social (%)

44.6 -2.16 0 -0.05 -30.6 -4.56 0.86 8.1 23.32

25.77 -14.56 7.43 12.94 0.91 2.79 6.96 -5.94

her than percentages: Revenue budget: 168.709; 183.068; 207.082; 219.015. Capital budget: 64.810; 63.742; 100.725; 109.846.



0

-16 85 5 -1 0 0 4



-55 220 19 -2 16.2 2.5 7.9 -0.5





n/a n/a n/a 5.9 7.4 4.1 3 2 4.5

23 3 6 18 1 6 8

3 160.5 -44.1 3.2 11.2 7.2 0 10 13.7

17.7 10.1 -9.4 6.3 10.5 1.7 2.5 4.3 -1.1

2.3 2.5 4.9 2.4 7.3 2.4 0.3 3.8 10.8

5.2 1.4 0.8 4.6 8.4 4.7 4.7 3.6 6



-12.28 -18.26 -0.55 10.35 10.17 5.62 12.75 68.19 -25.5



18.6 -2.2 11.6 6.2 7 1 3 9 8.4

-11.2 8.4 -1.9 6.2 13 4.7 5 7.7 9



n/a 26 n/a n/a n/a 14.5 n/a n/a

n/a n/a 5.5 n/a n/a n/a -4.1 n/a n/a

n/a n/a 2.8 n/a n/a n/a -4 n/a n/a

160 -33.3 111.1 5.4 1.7 -4 0 6.2 4

2 1.75 1.5 0 2 1.75

-11.4 -18.8 11.8 3.3 1.3 1.6 3.3 9.5 22.6

21.6 8.5 13.2 3.8 3 0.8 4.7

13.8 -18.7 4.1 11.8 3.1 0.2 -1.9 2.7 -3.1



7.35 50.17 30.92 3.5 19.89 2.46 8.99 4.13 12.2









0.3 2.2 -1.1 2.9 3.8 2.9 -2.1 9.7 12.9

-22 0 -6

-9 21 7.9 2.4 5 -2.7 -2.3 -4.6 5.4

2.4 32.7 32.4 6.6 3.1 2 7 8.7 6.1

-24 71 71 5.8 5.7 5 2.3 4.2 5.2

25.41 18.79 11.6 0.46 -0.05 5.14 1.14 16.75 18.52

19.75 53.44 26.82 7.28 16.71 5.83 7.91 0.07 23.94





-27 79 -9 2.4 3 5.9 2 2.6 2.2

51.4 -9.4 3.2 4.1 -0.1 -0.6 1.5 13.4

58.5 16.7 33.9 0.2 13.5 2.4 0.2 -1.3 -0.5



-18.5 20.7 -17.1 5.8 5.7 4.8 4.1 3.2 5

See notes

-3 73 -6 1.6 20.2 0.3 1.2 8.6 8.3

-4.7 2.3 5.9 8.9 10.2 5.7 0.9 7.6 13.1







19.4 15.1 1.1 1.2 0.9 2.6 -1.9 12.6 2.7

-10 22 36 4 10 3 2 0 0

24.9 11.6 6.1 6 3.5 2.8 1.3 2.6 4.1









24.4 14.6 1.7 5.85 4.14 3.5 1.16 8 13

3

2.8 -6.6 -7.2 3.1 17.7 5.1 3.3 6.4 7.3

55.3 -0.9 4.5 4.6 5.4 5.6 3.6 4.8 5.8



36 29 41 3.4 6.3 1.7 -0.3 -5.9 0.6

-6.6 16.7 4.8 -0.6 2.9 4.8 0 6.6 -6



23.37 -0.2

-9.48 28.75 28.55 4.93 18.43 5.62 1.49 7.31 3.9

15.3 30.2 13.9 11.32 13.21 2.12 2.78 5.4



-6 -6.11 21.45 1.45 13.37 8.63 4.63 7.35 2.53

-3.8 15.5 -18.3 3.5 9.7 2.3 1 10.4 8.8



-4.4 29.7 22.2 4.1 6.9 3.6 3.1 0.3 10.9





82.23 4.84 17.76 7.06 9.02 5.05 1.85 7.23 4.99



2.5 6 4 5.6 14 -1 1.4 -0.1 7.9



44.7 32.7 32.1 9.2 2.8 -2.5 -1.1 3.7 -0.2

n/a

-4.1 14.1 -9 5 5.5 6.3 5 1.5 1.6

15.7 4.6 -5.7 2.57 7.23 14.64 17.5 14.23 3.63

0.3 -9.7 16.7 5 9.5 7.3 2.8 11.1 9.7









-1.49 7.61



62.38 5.31 -10.48 -0.03 11.36 6.91 -3.51 2.32 1.4



1.9 -10.86 -6.6 3.6 4.3 1.5 0.2 6.1 1.7







-3 -3 -7 3.1 2.8 3.6 2.2 2.3 7.9

2.1 7.7 -11.6

1.85 7.34 -23.24 5.65 9.08 7.01 6.66 3.38 11.2



31.4 14.1 5.4 4.4 5.3 5.2 4.5 2.2 5.9

30.84 26.09 8.9 6.7 11.7

65.7 -4.8 34.7 4.5 -3 8 6.6 2.9 6.9

48.45 74.49 -2.96 2.8 8.45 4.03 -1.09 5.59 6.03





quently withdrawn at request of council

-8.9 19.1 4 2.3 3.8 2.7 2.1



-1 -12 -2 5.7 7.1 4.5 -0.1 -3 7.6

27 19 -21 3.6 5.5 2.6 3.3 1.9 4



7.7 91 -7 n/a n/a 3.4 0.4 n/a n/a

44.5 27.4 20.3 2.4 3.2 0.8 -0.2 1.8 5.6

-17.5 92.8 -40.6 -3.9 15.4 2.4 0 3.9 6.2



-17.7 70.3 37.4 11.3 4.7 5 7.2



0 17 14 23.8 2.7 4.8 14.9

26 0 200 7.1 0.8 1.5 3.1 3.2 2.1





5.9 -6.5 0.5 -8.7 19.7 -1.8 12.6 -0.4 18.4



-19.2 74.6 15.1 3.7 9.6 -3.6 2.2 7.1 13.9

-36.8 13 -12 7.2 14 5.1 1.7 -11.4 3.7

40.6 2 9.8 9.4 11.7 6.6 5.3 14 13.7

6.3 6.3 22.2 1.1 2.5 4.1 -0.7 5.3 -2.3

16 1 11.9 12.8 3.1 4.5 6.6

-4.68 -8.44 9.94 1.6 11.2722.88 5.41 10.19 7.1

19 3.7 2.6

ancial numbers because local government funding is more complex than simply revenue and capital and whatever figures I put down are likely to lead to c





16 -26.9 10.7 2.8 14.3 3.6 0 -4.9 10.6

1.2 -1 18.6 9.4 1.1 4.9 1.1 5.7 -2.8

66 17 8 5 12 8 3 6 12

hat are your anticipated revenue budget increases/decreases for 2010/11 and how do they compare with the previous three years? (% increase/decrease

10-11 children's social 08-09(%)change (%) 10-11 highways environmental servicesenvironmental services

services change highways highways

services 09-10 07-08 08-09 09-10 change (%)

09-10 children's social 07-08 highways change (%)change (%)change (%)change (%) environmental services change (%)change (%

4.54 0.86 -1.77 3.7 -6.43 -20.27 29.37 9.09 -7.61

6.13 23.92 -0.85 -27.34 12.43 0.07 12.5





0.6 -1.8

15 -1 -8 -18 1 4 2



16.2 58.6 12.1 8 6.4 20 4.3





3.8 5.9 -0.4 8.4 1.9 -5.7 1 3.6 4.6

15 -9 4 1 9 -7 7

-3.4 -2.1 -15.9 9.3 2.8 -3.9 22.2 5.8 -6.2

2.8 6.2 -1.1 -5.8 -3 0 7.8 4.8 4.7

4.3 7.7 4 0.9 11.3 2.5 2.1 3 -1.8

11.6 5.1 9.4 4.9 2.3 2.3 2.5 8.6 13.9



19.92 2.29 -1.66 17.63 12.71 3.11 22.17 7.01 -0.28



5.2 12.2 0 1.6 1 2.2 10.4 13.1 9.1

10.5 1.7 1.1 2.1 13.5 0.8 11 21.9 3.6



n/a 16.2 n/a n/a n/a 1.1 n/a n/a n/a

n/a 4.1 n/a n/a n/a n/a n/a n/a

n/a -6.7 n/a n/a n/a 0.9 n/a n/a n/a

15.4 2.2 -21.5 25.2 -9.4 -0.7 10.6 18.8 15.8

1.5 0 2 1.75 1.5 0 2 1.75 1.5

5.4 4.9 1.8 5.4 0.9 5 4.2 16.7 5.9

0.1 0.1 -5

5.9 -0.5 -10.3 -31.1 11.8 -2.1 -0.2 -4.8 -7.9



-4.63 -1.55 5.98 14.32 7.45 7.7 3.92 11.9 11.41









2.7 4.3 3.3 4.3 2.1 0.9 5 7.3 1.4



4.9 -2.6 1.1 0 -1.9 -3.7 57 -0.3 11.7

2.3 1.9 4.1 13.2 1.9 4.5 4.1 13.6 13.3

4.9 3.9 6.6 8.1 8 1.2 2.7 2.5 2.9

2.85 7.5 -0.54 6.11 3.29 1.66 -0.6 -4.44 7.01

6 14.37 -5.32 34.67 3.63 1.02 3.35 7.07 5.55





3.6 4.4 -25.1 4.1 -8.3 -0.7 3.6 4.3 7.9

1 1.6 -16.6 6 6.3 3.3 -14.6 0.3 14.3

9.5 1.7 -10 -0.7 7.8 -2.6 7.1 17.5 6.4



3.1 0.8

1.6 2.2 -9.1 2.4 -8.6 -1.2 9.6 -4 2.7

0.9 4.8 3.2 1 2.8 8.4 1.1 23.6 9.1







-4.3 0.4 89.9 -25.8 37.5 0.1 17.1 -3.4 16.7

6 -1 -5 19 -1 -3 -4 20 19

2.4 5.7 1.4 14.3 0.9 0 4 12 4.5









14 5 7.4 1.8 -6.7 -6.2 1.7 8.2 9.7

9.7 0.6

0.5 1.7 -1.4 -7.3 1.9 1.7 4.8 7.6 6.3

2.1 0 6.8 0 11.6 -3.3 9.1 14.8 3.2



0.5 -0.4 1 20.9 6.1 3 -3.7 17.5 2.9

-0.6 0 -5.9 9.9 10 1.6 10.5 6.4 -7.5



5.6 13.74

3.46 4.9 -0.86 7.15 28.2 3.13 4.51 3.18 11.3

3.8 5.6 -5 -9 -3 -10 23 7 -5



2.05 5.89 -8.51 -1.55 7.31 2.08 20.68 4.81 3.58

9.6 1 1 1 1 0.5 1 1.5 1



6.9 3.9 2 4.1 2.5 1.2 1.7 8.4 7.8





10.32 9.77 9.81 -0.32 -3.28 -7.46 18.33 -17.55 16.9



2.9 6.5 8.8 11.2 11.6 2.5 3 13.2 8.5



-6.9 3.6 2.5 -19.3 13.3 -2.5 27.5 28.2 126.4



0.7 -0.4 6.9 5.4 6.9 -5.3 16.5 1.6 5.7

6.27 -3.5 4.69 2.82 12.86 2.4 21.46 8.61 11.82

2.3 11 5.4 0.9 14.2 4.4 6.8 12.6 12.2









8.9 2.26 10.88 -10.52 -2.17 4.24 -2.87 13.42 -2.06



1.2 5 2.7 0 0 0 5.8 2.2 9.4







3.2 14.9 -0.2 1.47 -6.3 -2 3.4 0.6 1.5

9.95 21.23 -33.99 0.51 8.17 -3.85 2.22 -1.99 1.12



3.2 2.8 2.2 9.7 5.3 6 2.2 9.7 5.3

6.7 9.9 3.5 9.2 3.6

-4 1.8 -7.4 30 1.7 5.8 -6.1 4 -13.4

8.21 6.67 9.94 -3.57 -5.54 11.03 -3.09 15.73 4.27







1.8 9.4 2.4 6.5 15.5 7 17.4



5.9 2.7 4.5 10.9 6.3 0.1 2.7 2.5 -0.3

5.2 4.4 5.4 7.7 8.4 4.5



3.3 5.9 -12.3 6.2 5.5 1.8 9.6 10.6 -0.2

6.3 5.4 -2.5 -4.3 2.1 -0.8 -4 6.2 5.7

-0.7 5.4 -6.2 6.1 -1.1 -5.5 21.7 5.6 2.1



2.9 13.9 5.2 0.4 6.6 2 0.3



2.5 7.7 4.5 8.5 -4 11.1 7.9

4.1 3 -8.8 -18 2.1 3 0.7 10.7 9





5.3 10 -23.2 -12.9 22.4 3.7 -8.9 -13.3 28



17.3 9 -4.3 8.2 10 -3.1 2.5 12.9 -5.2

2.9 1.3 2.3 7.7 2.5 1.2 0.7 21.1 8.4

8.9 4.2 1.2 5.2 10.1 1.3 9.3 19 4.4

1.1 7.2 8.1 3.6 4.8 -3.1 23 10.3 13.1

6.8 15.8 4.3 13.7 5.3 5.2 7.9

11.45 14.47 -15.06 -6.91 1.9 5.84 4.18 7.97 -4.08

2.5 2.4 2.5

tever figures I put down are likely to lead to confusion, not least because every year there are additional duties for us to perform, some of which are funde





4.8 -1.3 6.3 3.3 -1.6 -1.5 4.9 4.5 0.7

4.8 3.2 -4.5 -5.2 1.8 2.5 2.8 5.7 6.3

1 10 7 14 9 2 8 9 10

Question in cash terms)

h the previous three years? (% increase/decrease 3: Excluding schools, what do you expect to be the overall reduction in spending in real terms in the nex

Increase in spending

change (%) 5-10% 10-15% 15-20% 20-25% 25-30%

10-11 environmental services No change 0-5% reduction reduction reduction reduction reduction reduction

7.23 X

X

X



-1.8 X

X



X





1.7 X

X

-0.8 X X

3.5 X

1.7 X

-3



1.05 X



3 X

7.4 X



0 X

X

-4.6 X

2 X

0 X

0.6 X

-6.5 X

-5.9 X



6.15 NOT KNOWN









-1.7 X (3 yrs)



1.6 X

2.6 X

0.5 X

3.25 X

5.82





7.9

1 X

-0.2 X



X

X worst case scenario

-9 X

2.1 X







0.1

-4

1.3 X



X





28 X

-2.8 X

1.2 X (per year)

5.5 X



3.6 X

1.9 X



1.96

2.93 X

-4 X



1.45 X

0.5 X



6.1 X





-2.58 X



8.5 X Over three years only



0.8 X

X

-0.4 X X Including unavoidable pressures

-4.1 X

2.2 X









X



-3.11 X X X



1.5 X







0 X

X

-1.44 X



6 X



4.1 X

0.54 X







X



0.1 X

X



2.1 X

-1 X

13.1 X



-0.4 X



0.1 X

3 X





14.3 X



-1 X

3.6 X

5.3 X

13.4 X

X

11.44 X

-3 X

l duties for us to perform, some of which are funded and some not so we need to make compensatory savings. The other area is staff numbers – we will h

X





-1.5 X

-1.1 X

4 X

Question 4: Which spending to whichever would be your best estimate)

eduction in spending in real terms in the next 3-5 years? (Put an X next areas to you think are most vulnerable to the squeeze on spending in the next 3-5

Adult services Children's social services

Egs Highways services Environmental services

More than 30% reduction socialEgs of adult social servicesof children's socialEgs of highways

X X

See notes





See notes

X



X X X





X X X X

X See note X See note X See note X

X X Reduction in of level of maintenance of highways and

X

Any savings in this area will be driven by the modernisationthe the service and the personalisation ag









X



X X X X





X X Potential loss of specific grants X

demographic pressures plus contractual pressures for residential care



X X X

Increased demand due to demographic changes. X

Increased requirement to imporve quality of network

X Pressure caused by rapidly growing older population X



X

X X

X X Increasing demand and new policyX

Increasing demand and new policyX initiatives will create particular pressures i

initiatives will create particular pressures in these areas, eg. Pers



X X









X X services forXthe

Demographic pressures will put pressures on Maintenance elderly









X X In view financial squeeze view of the will be vulnerable although front line ser

X In the financial squeeze the financial squeeze all se

X

In view of the likely size of the of the likely size ofall serviceslikely size ofall services will be vulnerable



X X More Care. Increased Fewer improvements,

X dependency and complexity of needs.

Demographic, Free Personalchildren assessed as being vulnerable increased maintenance backlog

See notes

X X









X and Reduced maintenance as a result of expected la

Improved and single intervention leading to fewer looked-after chil

Increased use of self-assessment X aearlier assessment process, improved service delivery effici

X X









X X X X

X Discretionary services

X X

X X ResponsiveXmaintenance via planned maintenance £2

Change eligibilty to substantial & critical only £6.5m, employment services £0.8m, revised transport p



X X







X To achieve service efficiencies and move to self directed support. Review existing asse

SEE NOTE



X reductions may occur in preference to social care deliv

X See note X See note X See note X



X increasing Back off ledX

Because of X costs on the largest budget forand conditionBack of subsidies; le

Road maintenance the council. of roads; community

X

demand support services; Services to schools and availabilityoff support serv





X



X X Greater caseload at existing staffXso short term works continue but

X Re-prioritise

Review of traditional services; more care perhome; more independent sector commissioning medium







unavoidable pressures

X X X

X one of the few services protected

Likely to beX X









SEE NOTE



SEE NOTE



X X

Lower level day care, plus increased charges









X X

X Adult socialX A minimum 5% increased saving is required.

have

Costs for children’s Council’s budget. Transforming adult social services ye

services represent 1/3rd of thesocial servicesX year on yearby £4 million in the lastis a

X



The implications are not clear. At this stage there must be a risk to all aspects of public service.









X X Looked after Children/Safeguarding highways Haringey, Doncaster cold

X Poor state of following highlighted by

X

Demographic Pressures/Ageing Population. Transitions and more complex needs. recentetc. snap



Similar levels X X

similar levels - although may be pressure to increase especially in the short te

X demand forIncrease in X

Increase in X demand forIncrease in

Services beyond budget increase

Services beyond budget increase demand for Services beyond budget increa



X care

Residential X X X

Maintenance, local improvements, bus support

X X ALL SERVICESX ALL SERVICESX

ALL SERVICES WILL BE AFFECTED WILL BE AFFECTED WILL BE AFFECTED

X X Demograohic create further financial pressure on service

New policy on free personal care commencing Oct 10 willX growth increase pressure on budgets su







X X

SEE NOTE









X X



X Lack of Government Government grant – Supporting

As a major part of the budget this will come under scrutiny. A majorsupport for capital expenditure al

X





SEE NOTE







X Maintenance

X If budget reduction cannot be achieved through efficienc

All areas will be subject to review. X sufficient All areas will be subject to review. If sufficient budget r

ulnerable to the squeeze on spending in the next 3-5 years? (Put an X next to whichever apply) Can you give any more specific examples of services likel

Economic development

Egs of Planning Egs of

Egs of environmental serviceseconomic developmentplanning Egs Libraries

Homelessness of homelessness Egs of libraries

X X









X X



X X





X X X X

See note X See note X See note X See note X See note

X Reudction countryside. X Reduction in services are affected redu

Reduction in the maintenance of public open spaces andin staff to match the reducced demand on services which to match the by th









X



X X X X





Uplift in Lnadfill Tax X All non-statutory services are likely to fa

X These are discretionary Services, w

X Increased demand minimisation andincome or recent arising from recent economic impact of recent recession

Increased emand for investment inX Pressure on recycling Increased demand

X X Need to invest to develop modern librar

waste to address local impact budgets recession to address local crisis

do Parts funded by funny money population on

Pressure toX more with less e.g. impact of growing will disappear climate X Need to prioritise and focus resources o



X X

X

X X X X



X X









X Spending is subject to a relatively high level of grant funding, which places it more at risk.

X

X Grants

Parks and public spaces X Reduce hours and book stocks

X









X In view financial squeeze view of the will be vulnerable althoughbe vulnerable althoughbe protectedfinancial

X

In view of the likely size of the of the likely size ofall serviceslikely size ofall serviceslikely front ofall services likely front ofall services wi

In the financial squeeze view of the will size line services will be vulnerable althoug

X In the financial squeeze view of the will size line services wi

X In the financial squeeze the as far as



Fewer improvements, increased maintenance backlogs

X Wider use of facilities to reduce costs









Our to our may have to diminish A more modern and appropriate Li

Delivery could be limitedsupport statutory obligations as we climb out of recession.

X X









X X X X



X X X X

in Reduced contributions Planning advisory services reduced by £0.2m Reduced hours & staffing £0.7m, book p

X and £0.4m

Reductions X grants £0.5m and services £0.3m grants N/a X



X X









A assets area for reduction opportunities for telecare and telemedicine. investment in thecu

service are non statutory. This is despite s

to self directed support. Review existingpossibleand explore further since aspects of this X

X Further capital





eductions may occur in preference to social care deliverables. X X

Loss of Grant Funding Dsicretionary on delivery

See note X See note X See note X See note X See note



X Potential

Household waste recylcling centres - where availability of centres exceeds performance requirementsimpact on charges; opening ho





X



X Availability of external funding from other parties

Waste minimisation work X Review of current position; greater self-









X X X X

X X X

Not a County function









X









X X

5% A minimum X year on year saving year on year saving year on year saving is required.

5%

A minimum X year on year saving is required. minimum X is required. minimum X is required. council is modernising its library pro

A 5% A 5% The



a risk to all aspects of public service.





X X

Anticipate lower level of funding from regional and national agencies







increase recycling targets/sort waste atof development activity continuingand disposal costs. from planning applications

Pressure toX Pressure toX business start ups/support economic growth with interventions/new initiatives

encourageLack source increasing both collection to depress income



X

similar levels X

Similar levels

ncrease in demand for Services beyond budget increase X Lower council priority therefore will lose



X

X ALL SERVICES X

ALL SERVICES WILL BE AFFECTED WILL BE AFFECTED WILL BE AFFECTED WILL BE AFFECTED WILL BE AFFECTED

ALL SERVICES

X ALL SERVICESX ALL SERVICES

X Reduced income streams related to the recession

Statutory increases in landfill taxes increases pressure on budgets







X









X Library services are under review

X X

X X X X

X FSR protecting partners

Relatively small budget. Subject to possible be squeezed although CC is savings expected in future fro

X

ack of Government support for capital expenditure already evident means this area couldimproved working and co-operation with via the capital programm

X Decline in fees and charges





X Will be reductions in volumes, but will c





X Reconfiguration of service, which will le

X All areas will functions to high volume

All areas will be subject to review. If sufficient budget reduction cannot be achieved through efficiency and reform, non-statutory be subjectandreview. If suf

u give any more specific examples of services likely to be vulnerable? Question 5: Excluding schools, h

Leisure Arts

Egs of leisure Egs of voluntary organisationsother

Other

Egs of arts Voluntary organisations Egs of Now employees

X X X 3500

3706

5396





X X 1800



X X 3500





X X X X 2000

X See note X See note X See note X See note 5244.5

X and as such will face pressureThereduce ofa voluntary organisation is region

This is a discretionary service.Xservice supported by continues its efficiencymanagesr

This is a discretionary service X

X to Council the Bracknell Forest drive to

Where the The Council is one costs. key supporters of the discr

1421.84

X See question 6 3000

5847

9051



X X 3380



X X X X 6963

Support Services; Capital Expenditure

6500



X X

All non-statutory services are likely to face pressure in the to face pressure in the to face pressure in the to face pressure

All non-statutory services are likely future.

X X All non-statutory services are likely future.

All non-statutory services are likely future. 2232

X These are X These are discretionary Services, the taxpayer must the 14000 challenged against challeng

discretionary Services, where subsidy from where subsidy frombe c. taxpayer must bethe value

X Need to invest to develop modern leisure facilities 4677

X X Need to prioritise and focus resources on

X

Need to prioritise and focus resources on fewer facilities/events fewer facilities/events 8000

3451

X X X X 5899.55

X X 11553

X X X 5900



X X 5844









5850



3400

X more vulnerable to spending

Services are discretionary vulnerable to spending reductions. services.

Services are discretionary and therefore more andXthereforeSuch as corporate 14000 approx reductions.

X support

X X X Reduced grants

Reduced grants/support X 4368

Reduction in building maintenance; Waste Manage

X X 4188

10900







3863

X X

In view of the likely size of the of the likely size ofall serviceslikely size ofall servicesand Supportall services will be protect

In view financial squeeze view of the will be vulnerable althoughbe vulnerable althoughbe vulnera

X X Management will front 3500

line services

In the financial squeeze the financial squeeze services will front line



11374

3500 approx

X See below X X Reduce grant contributions and no inflation

Reduction in management contributions 1833

X All services are in scope8254







3400

2575

service should produce cost savings and improvements in under scrutiny in partners to

Voluntary X organisations will will to work9174

service

A more modern and appropriate Library Delivery counld be limited to our statutory obligations need come thewith us and order to me

X X All services



X 8500

Under the Council's Innovation and Efficiency progr





X X X X 21200

X X service

Largely a discretionary Largely a discretionary service X 14418

Support Services functions

X X X X 7000

N/a X Museum & X Adult Social - reduced Trading Standards£0.5m

X opening hours etc - £0.9minspections and reduce adv

record office reductions Care review of voluntary sectorcut 5800



X X 5700

8587



12500 approx

Further capital investment in the service may lead to increased service standards and opportunities for greater efficiencies.

4200

2543



X X Discretionary on delivery

Discretionary on delivery X grant

Discretionary on delivery, with regard to level of2528

X See note X See note



X

Potential impact on charges; opening hours X Challenge of service and availability of arts funding

7700

Potential impact on charges; opening hours delivery and decommissioning of lower priority servic





X X 1806.33



N/a X X

Review of grants X Subsidies to maintain public transport network

6389

Review of core grants to assess value for money; need for lower contract



approx 15000

X X X Back office/procurement7600

9089

X X X 3700

X

Not a county function X X 5835









X X X X 4000

Back office/support functions







X Efficiency Savings, transformation agenda etc (see

X X X 14000

X 5% A minimum X year on year saving year on year saving is year on year

5% A 5% A

A minimum X year on year saving is required. minimum X is required. minimum 5% required.3158saving is required acro



3200

3097

Approx 4500

X X X 1966







X Sports Facilities/Infrastructure is in need of significant further investment. 2607



X X X X 5218

Lower council priority therefore willX higher priority services

lose out to Lower council priority therefore willX higher priority services 6380

lose out to Lower council priority therefore will lose out to highe



X 7508

X X

ALL SERVICES WILL BE AFFECTED WILL BE AFFECTED WILL BE AFFECTED

ALL SERVICES

X ALL SERVICESX Capital Budgets 2300

X 2679

These services rely on external spend and are therefore could potentially be at risk if the funding



2653



X X 1500

4800





6368

All services will be subjected to detailed and fundam



X Review Leisure Centres and develop a Leisure Trust X 2961

All non-statutory services may be under review in th

X X X X 5880

i.e. Any non-statutory/discretionary activity

X X X X 1601.62

Support or 'back office' services

V Small area of spend but already subject

in Waste disposal – efficiencies from joint work

FSR savings expected in future from ongoing work– in particular £1m X 2011/12. to cost reductions 6624

X in 2010/11

X 2786

Decline in income from parking

4638

5600

will May disappear

Will be reductions in volumes, but X continue to do it. X will be much more focussed in the way grants given





X X 7700 approx

If budget reduction cannot be achieved through efficiency and reform, non-statutory functions and h

be achieved through effici

All areas will be subject to review. X sufficient All areas will be subject to review. If sufficient budget reduction cannot4902

X 3116.46

All discretionary areas of spend will be at risk.

Question 6: employees (full of working are planning to share services with you expect that you provide services

ways time equivalent) do you have order to save money public sector bodies, such as he

Question 5: Excluding schools, how manyWhat new Question 7: Are you you planning innow and how do other in the way number to change in t

New No share Outline

In 3-5 years employeesways of working Yes share services services

2500-3000 Tied into strategic partnership procurement to sharing diffic

Strategic partnership (outsourcing) for ICT and potentially other services, which will include routeprocess – servic

X

X See 6 above

Consolidation and outsourcing of support servicesImproved corporate procurementIntegrated citizen contact, inclu

All X The



See answer to Q4 in Notes column – as a new Unitary Authority the Council recognises the need to continually im

X The Council continually seeks to identify opportunities that provide f

1620 X Too early to estimate savings. Currently assessing the scope

Back office efficienciesBetter procurementIncreased chargesShared servicesMaking better use of property for sh



3000 X Planned sectors including joint commissioning, potential for integra

Closer partnership working across public and voluntaryintegration of social care and health commissioningShared





Business Transformation programme.
Further to previous initiative

-

Significant increase in the expectations of our Council already has extensive shared services with local health and

X

Please the answer to question 6.

The Authority is procuring a private sector partner for see provision of Revenue, Benefits, ICT and facility manage

X

Shared and ie replace cash office
ationalise Social Care Transport

R N

Provide alternative ways of collecting cash from residents Collaborative procurements with other Councils
o imm

Estimated reduction of up to 100 X

2600 *Trading Standards (been in place for a while)


Structure and staffing reviews (including reducing management layers)Streamlining financial*Registration and Nat

X management system







2750 The Council is looking at a wide variety of means of improving efficiency and has a Transformation programme w

X The County Council, District Councils, and the Fire and Rescue Aut



6500 T Joint Services – reducing staff numbers and servicesShared servic

Reduction in Senior Management
ransformation ofCommissioning of Health & Social Care management layers


X Im

6200 T




Work for more effective, is progressing.
he Council estimates that

The County Council is looking at a range of options on shared servicesefficient working.Sharing services, particula

X



Options for sharing services are being considered We -

-

Restructuring of services and business process re-engineering
Contract renegotiations and reviews
Property rev

X already have

c. -5% h

Please refer to the Council’s Budget Report for further details in this area:
ttp://moderngov.cheshireeast.gov.uk/ec

X

At this services with partners. quantified.

Depends on government settlement, likely to be less commissioning ofstage this cannot be One example that is more advance

We are currently looking at the joint

X

7000 Looking at collaboration and shared Re-engineering across

Reducing costs of management and administration; improving productivity; services models key bu

X

X

Strategic partnering with commercial partnersPublic partnering ( shared services ) with other authoritiesReviewing

5500 do comments above things we do. Including with the Health prac

We are planning for major changes in how weSeethings and in what - we are working closely smarter workingsecto

X

Implement shared services in Cornwall

Reviewing fees & chargesShared servicesEfficiency reviewsReduction in staffingCouncil and assess

X

Shared service arrangements are currently either establish

Closer commissioning arrangements with the PCT for social services; Sub-regional working - for ex

X



X The County has agreed an approach where all areas are reviewed i

A full set of our proposed budget papers can be found at http://www.cumbria.gov.uk/councilmeetings/committees/d









-200 (3 yrs) and looking already share services to free up resources to protect

We are constantly reviewing existing activitiesAlthough we at new ways of workingwith schools.

X



The efficiencies placed so far, realized cash residents as one

The Council has a strong track record of identifyingCouncil hasand has, delivery of VFM to backed efficiencies

X

unknown The Local Strategic Partnership’s resource in a programme

The Local Strategic Partnership’s resource advisory group has already had success advisory group i

X

1. Reviewing the service offer and focusing on Variety compulsory redundencies joint service initiatives with how

• key client or customer impact and next year.

We can't give guarantees but, through careful planning, we hope to avoidof joint commissioning intended.2. Even closer view ofhea

X

3500 We are in the process of appointing a Joint develop inhouse capac

Rather than seek an external private sector transformation partner, Enfield has decided toDirector of Public Health

X

reducing the number of managerial posts by 275 over the next 6 mo

ECC announced on 1/2/10 that it is looking at Sharing services is one the options that we are currently exploring a







As part of the Council’s corporate strategy to meet the fina

The Council is undertaking a series of initiatives to save money and to improve service efficiency and effectivenes

3000 X Trading delayering etcBringing Emergency Duty Team in placeJoin

Management structures leading to fewer managers by Standards in placeJointsupport services together to reduce



Hampshire County a public spending slowdown and planned reduct

Hampshire County Council has been preparing for some time for Council already has existing well-developed sha

Subject to policy decision X

We have already been X

no detailed projections We’re in discussions with NHS Havering the other East London bo

working to transform customer services, corporate services and and way we commission a

not known Shared services arrangements proposed for back office areas. Will be joint arrangement with Here

X

8186 As part for the Future’) has been launched in order to reduce costs

A major business transformation programme (‘Councilof our shared managed services (SMS) programme the ten

X









X Currently sharing a Director of its costs. and Transportation and a

The Council has an extensive and ambitious programme of actions to reduceHighways A few examples are:15 peD

8400 Some of in our answers do is shown and to be innovative in finding

We will continue to modernise our services, as implied what we plan toto Q4 above, in answer to questions 4 and

X



7000 the The Council will use service delivery relationships with the way acc

The Council now facesX prospect of a substantial medium term budget deficit if it does not change partners it do





X Furthering joint working arrangements with District CouncilsReviewi

Lancashire County Council is undertaking/considering/planning the following:Joint Commissioning of servicesIncr

-10% Limited discussions Joint commissioning and procurement * bu

* New ways of working X reducing accommodation requirements *on-going with partner organisations, Pr

and

Significant review of organisational efficiency designed to save £8m per annum,locally andredesign oflevel, but pla

6750 (in 3 years) (excluding LSC transfers)X We are working with our partners including at County corporate s

5200 Creating single supportX N

The Council is exploring with other agencies to share working / mo

services to be more effective and achieve greater efficiencies.
ews ways ofservices on st



4700 X estate and employing new as yet.In discussions with PCT (NHS); P

New operating methods to reduce reliance on At an early stage of pursuit technology and working from home cultu

? X There are already agreements with the PCT will both organisations

To reduce forecast spending to be able to be contained within forecast available resourcesand require the City Co



12500 approx Greater Manchester has led the way in how us lots of work toget

The work we are doing with technology and improving customer services givescouncils canscope to d

X

3900 and Staff cost Review existing assets to achieve greater utilisation or d

Implement pay freeze X review employee allowancessavings arising from joint commissioning, shared services

The Merton Transformation Programme is a programme of work aimed at transforming Merton Council LB Sutton

X relating to the Transformation Project'.

1800 'Based on 30% reduction as per previous announcements We have recently implemented a shared HR service with between n



2200 X the local PCT;Pay freezes and sufficiently to place an accurate est

Further Joint working on adult social care withIdeas have not been developedreview of incremental entitlement;Lo

X We are through major transformation programme, including manag

The council has already achieved substantial savings discussing opportunities with significant partner organisation



We already underway on new blueprint for companies, he

All suggestions mentioned in question. Consultation work in partnership with privatedelivering servi

X





1400 X The council is committed to third sectors will continue to be a stron

Recommissioning of services, utilising capacity within both the private andseeking opportunities to share functions



5989 We already share a number ways of working whole range

The scale of the changes is such that nothing is sacrosanct and new of services with aare being loo

X



approx 15000 Share ICT platform with differently; Supported to be held disc

New ways of working: Organised differently; Prepared to think and behaveDurham County Council, able to wo

X

Looking for accurate forward projections at the present time.

Back non-frontline services

It is not possible to provide greater efficiencies particularly in office functions and we would be looking to achieve s

X

Changes to terms and conditions essential car user allowance, and discussions

Estimated reduction 1000 - 1500 jobs approximately– removal ofUnsure - ongoing developmentchanges to mileage rates, reduction

X

Various shared serviceX

Possible estimated reduction of 500 Work is ongoing with partners outlined above ie PCT, local Strateg

initiatives with partners including neighbouring authorities, PCTs, sub regional etc.authoriti

5324 W




MAYBE It is possible.
e already than significant the working wit

All suggestions mentioned in the question, though pay-inflation is reduced rather have a freeze.In jointpre-budget r









X The council are looking into shared 3 years which with other counc

The Council will be carrying out a series of Value for Money reviews over the next service optionsare expected to r



on level of savings required and political decisions

See above Q6

Will be dependentCross Cutting Reviews: Looking at what we deliver, how we deliver and to whom and at what cost with an emphas



-200 P

Joint commissioning of care services with methods of ossible

1. Joint commissioningX care services with local NHS,
. Reviewing commissioning priorities,local NHS
deliver

of 2







Possible changes to Terms and Conditions, joint commissioning of services, Changes to management layers, vol

cy Savings, transformation agenda etc (see below). X

13000 X

JOINT COMMISSIONINGSHARED SERVICESLEAN PROCESSESIT ENABLED STAFF AND PROCESSES

3000 to The value for already involved in a number the achievement arran

The Council continues X strive to achieve greater Council ismoney across its services and of shared service of sa



2900 X chargesJoint CommissioningReviewing Procurement

Reducing back office support costs.Review of Joint working and delvivery of services with Health Service in some

with BT South Tyneside welldeliver a number non-school partnership with BT Southfin

next as our shared service back office services, including IT, T

Need to lose around 350afull time equivalent posts over Aswho 18 months fromof ourstrategic budget.

We have partnershipX

Approx 4500 Joint commissioning arrangements with the PCT; Building o

All of those mentioned in the question; Procurement savings; Council Efficiency Programme; Imple

X

1666 X We are examining shared back office services (e.g., financ

The council is embarking on a transformation project by streamlining work processes. A key element will be to upg







X * already is already a Council corporate director* Joint commission

* Major improvement and efficiency programmePCT CE pursued* Underpinned by substantial element of systems



> 20% Comment: Through continuing to strengthen the Local services ac

All of the above. In addition there will be a comprehensive programme of ‘root and branch’ reviews ofStrategic Pa

X

X District Councils in Suffolk are already pairing revenue generation,

Structural re-design, service reviews, collaborative working with other public sector partners,up with each other to



6500 Joint commissioning ofX Surrey pay freezes, reducing back office activities in conjunction w

services, increasing charges, is looking to rationalisemanagement layers, service shifts (re

1850 Shared Human Resources as back with / front office borough - £5

We have already generated significant efficiencies through projects such Servicesofficeneighbouring re-engineerin

X

2400 X The Council New Ways of Working which allows staff to work more

The Council is currently undergoing a major project namedis in discussions with other services to explore use of s



2255 This is part of the Service Review work programme underw




P

Reviewing management Structures – de-layering/flattening/streamlining/elimination of departments
rogramme of

X



1300 X Already do.

Joint commissioning, some charges, restructuring, ceasing to provide some functions, increasing income, more w

There are essentially five options open to the authority to savewill explore maintaining we do for political choi

The authority money services, which are subject to believe tha

it is not possible to say at this stage. This number upon decisions made upon individual while options butservices notlocal people;

X





We X Sharing senior posts One Organisation, One Team Culture, One C

Too early to indicate. are in the midst of a Transformation Programme with themes ofwith the NHS - saving £200,000



2665 X We the coming to share joint working with public PCT, (discusse

The new ways of working we are considering overare planningyears are services with Warringtonsector Cheshire P

1. 20% downsizing by X 2013 include de-layering, systematic deletion of savings on improved efficiencies in Pay

is “Total Place” vehicle focussing fall

Reuction but degree depends on extent to which commissioning1. pursued anywhere anyposts, planned workforce strategy.
.Childr


2

1450 X Expected to 1% £110k via of our services with other Councils ove

Pay freeze assumed for 2010-11 with pay increases undersavefor the rest sharedmedium term financial strategy; R

The County Council is leading an initiative between of 8 Councils i

We have already saved £33m through a host of organisational reforms including the developmenttheinternal shar

X

2500 *


W




Move to unified public services in facing difficult estminster has to

Major re-organisation of the council:
Like many councils across the UK, we are Westminster:
choices on how rec

X

We are looking at pooling resources its services.
e economies of

W

Not Calculated The Authority is looking at a number of different options to save money and deliver to achieve betterare using our

X

5000 The Council of scale generated by the new opportunities with relev

Efficiency measures have followed on from the economies is exploring Total Place fundingUnitary Council. We ar

X

X Lean systems methods, use of cloud computing/virtual desktops, b

All of the above examples plus introduction of Examples are many (we already share ca £12mn) a year of services





now? X We recently considered this (front line and how we approach how

Say 500 less than All of the above, plus:- A detailed review of the value for money of serviceswhen reviewingback office) to see the p

4412 X Shared Services back office Councils.Joint Commissioning and ali

Better integrated services through joint commissioning, shared with Districtservices, shared front line services, join

2916 Joint commissioning ofX Early stages structures - delayering,Centralising support functions,

services,Rationalised management of exploring partnering options with health; Exploring o

rtnership procurement process – difficult to estimate at this stage







seeks to identify opportunities that provide financial efficiencies. No specific plans at this point in time.

vings. Currently assessing the scope for shared services.



ocial care and health commissioningShared back office and some specialist front line services with neighbouring local authorities or other public sector bo





ensive shared services with local health and other public sector providers in the region. Expect that this will develop further, one consideration will be how



N

ve procurements with other Councils
o immediate plans for major move into shared service with other Councils although all Councils in Berkshire are wor

*Registration and Nationality, £50-60K annually (already in place, interested in interviews with Registrar if you want to look at a shar

en in place for a while)








strict Councils, and the Fire and Rescue Authority have been exploring sharing services and establishing a Joint Venture Company with a private sector pa



Health & Social Care servicesShared services with other authoritiesToo early to indicate the potential savings




T

s is progressing.
he Council estimates that its spending power will reduce by some 20% over the next five years – so in the region of £70-£80 million.



ices are being considered We already have comprehensive shared service arrangements with colleagues from Bedford Borough Council.During this finan





ion and shared services models across the public sector within Bradford and between us and neighbouring councils on a range of issu



we are working closely with the Health sector already and we do expect to work up more joint delivery and shared services. We are also working with the

ervices in Cornwall Council and assess the possibility of other organisations utilising elements of those shared services. Estimate savin

gements are currently either established or in development in the areas of: Revenues and Benefits; Human Resources; Fraud Investig



an approach where all areas are reviewed in priority order to consider the opportunities for Shared Services.This is set out in a report to our Cabinet on th









are services with schools.



ed delivery of VFM to residents as one of its top three priorities and therefore has an open mind as to opportunities to work in partner

artnership’s resource advisory group is looking at alignment of budgets and strategies between partners in the East Riding with a view

•

sioning and joint service initiatives with health colleagues.
Shared back office opportunities with neighbouring councils but also health, police and fire (e.g

f appointing a Joint Director of Public Health and a Head of Commissioning with NHS Enfield. We are also working through the North London Strategic A

the options that we are currently exploring at the moment. However, it is too early to be able to say how much this could potentially save and what specific







l’s corporate strategy to meet the financial challenges ahead, the possibility of sharing services with other public sector bodies is bein

aceJoint Emergency Duty Team in placeJoint commissioning with PCT Use of framework agreements for particular contractsJoint LEP for BSFShared use



ncil already has existing well-developed shared services with schools, police and fire authorities and is also seeking to explore further opportunities for sha

h NHS Havering and other East London boroughs. It’s too early to identify specific projects or savings.



anaged services (SMS) programme the ten district and borough councils and the Hertfordshire Police Authority have signed up to the Framework agreem









ctor of Highways and Transportation and a Director of Legal Services with a neighbouring borough with savings of over £100k.Further plans and initiatives

o do is shown in answer to questions 4 and 6. We don’t yet have an expected savings target from this, but we would estimate savings in the £tens of millio



vice delivery relationships with partners accorss all sectors where they add value.





arrangements with District CouncilsReviewing key services provided to see how greater efficiencies / better outcomes can be delivered through greater p

on-going with partner organisations, but it is clear that there will be a need for greater collaboration with partners in the future. Too e

r partners locally and at County level, but planning is at an early stage.We make use of region-wide procurement contracts.

with other agencies to share services on strategic asset management, Industrial and Commercial Property, Research and Intelligence, Resilience, Audit,



suit as yet.In discussions with PCT (NHS); Police and District Councils.

ments with the PCT and both organisations have agreed and are committed to work together to further reduce costs.



s led the way in how councils can work together for the benefit of all our residents. This was seen most recently when Greater Manchester was granted city

g from joint commissioning, shared services and locations, and joint appointments with partners, particularly health partners, estimated at approximately £

mented a shared HR service with LB Sutton. We are currently exploring the possibility of a shared building control service with Sutton and collaboration w



veloped sufficiently to place an accurate estimate on the savings to be delivered.

ortunities with significant partner organisations in the City and with other councils in the region. The Council has recently set up a joint company with Eaga



partnership with private companies, health, voluntary organisations and other councils to plan and provide services and where possible





d to seeking opportunities to share functions with other public sector bodies wherever possible. This sharing will range from office buildings, IT systems to



number of services with a whole range of partners but most are ‘ad hoc’. Discussions are on-going with other councils, PCT, Police an



with Durham County Council, held discussions with other local authorities, merged seven councils into one within Northumberland.

and we would be looking to achieve savings in the order of 10%.

opment and discussions

rtners outlined above ie PCT, local authorities, existing private sector partners, to investigate options for shared services across a range of functionsSavin


e already have significant joint working with the PCT (one of the largest joint budgets in England & Wales) for Adult Services and also with the voluntary

W









into shared service options with other councils for various back office support functions.Savings - TBD.







Possible sharing with other authorities.
ork is at early stages – specific savings from this area of work

of care services with local NHS
W







P

nvolved in a number of shared service arrangements with other local authorities, including:
roject Transform: is a partnership between Solihull MBC, Cove



ery of services with Health Service in some areas. But this is being done to improve services not to save money/

ervice strategic partnership with BT South Tyneside Ltd, we are involved in a number of projects, including one of the 13 Total Place pilots with Sunderland

arrangements with the PCT; Building on existing joint working with other local authorities; Collaborative working and procurement wi

ared back office services (e.g., finance, HR, procurement) with other local authorities as part of our Delivering Excellence programme







Council corporate director* Joint commissioning already with PCT* Joint provision being planned with PCT* Range of collaborative services already with 9



ntinuing to strengthen the Local Strategic Partnership and greater co-ordination of the Local Area Agreement, the City council aims to work collaboratively

olk are already pairing up with each other to share staff, service delivery. The County Council has also started to share specialist staff with Districts as a w



onalise back office activities in conjunction with districts, police.Also developing proposals for shared use of buildings.




A

ces Services with neighbouring borough - £500k saving between the two authorities.
four authority consortium for waste disposal – saving to be ascertain

sions with other services to explore use of shared services however these discussions are at too early a stage to estimate possible savings. The Council a



rvice Review work programme underway.





plore options but we do not believe that shared services will offer a major contribution to cost reduction.





h the NHS - saving £200,000



e services with Warrington PCT, Cheshire Police and Fire Authorities. These processes are still under review and the amount saved from this method of




2

focussing on improved efficiencies in Children’s Services (including schools) with Solihull and Coventry.
. Shared Service solutions with any willing publi

via shared services with other Councils over period of medium term financial strategy (2010-13)

eading an initiative between the 8 Councils in West Sussex which seeks to improve the customer experience whilst delivering substantial efficiency saving

W




ervices in Westminster:
estminster has recently completed an audit of public spending in the city. In headline terms the audit has shown that more than £

ng resources to achieve better economies of scale. We are working with our Primary Care Trust (PCT), and Local Strategic Partnership to help deliver our

Total Place funding opportunities with relevant agencies. A pilot is being run during 2010-11. The Council has also initiated joint discussion with Health

already share ca £12mn) a year of services across Berkshire. Will be looking at sharing CCTV services, provision of finance systems, printing, etc, exact





this when reviewing how we approach the procurement of new ICT systems and did speak with other public sector organisation. However, in the end we

strict Councils.Joint Commissioning and joint provision with Health Sector.Purchasing consortium for school supplies, office supplies and utilities.Integrate

g partnering options with health; Exploring options for collaboration with other authorities to jointly deliver or procure services. No estimates of potential sa

ghbouring local authorities or other public sector bodiesIncrease community use of schools facilitiesJoint procurementReview existing public private partne





will develop further, one consideration will be how the Total Place project might be delivered in future years subject to consideration of the pilot report.



Councils although all Councils in Berkshire are working together through a joint panel including Senior Officers and Members to identify further options to s




* *

erviews with Registrar if you want to look at a shared service in operation. Our Registrar is Chair of the London Association of Registrars).
Internal Audit








g a Joint Venture Company with a private sector partner. Unfortunately this recently collapsed when three of the public sector partners pulled out.The Cou





ive years – so in the region of £70-£80 million.



es from Bedford Borough Council.During this financial year we have been part of a national pilot scheme called Total Place, with colleagues from the Boro





nd neighbouring councils on a range of issues e.g. Better use of public buildings, back office functions and buying in expertise. Too ea



nd shared services. We are also working with the other Local Authorities in West Yorkshire on shared services. This will cover back office services and f

nts of those shared services. Estimate savings £10m +

Benefits; Human Resources; Fraud Investigation; Waste Disposal; Procurement; Children's Services; Insurance



vices.This is set out in a report to our Cabinet on the 2nd February.http://www.cumbria.gov.uk/CouncilMeetings/Content/Public/2941/4020316449.pdf









mind as to opportunities to work in partnership with others to improve service delivery and deliver cashbacked savings.

ween partners in the East Riding with a view to potential developments in partnership working in the future.

•

bouring councils but also health, police and fire (e.g. common or shared ICT platforms, shared procurement contracts).
Estimate of savings – very difficul

-

also working through the North London Strategic Alliance to investigate shared services. Areas for further discovery include:
environment regulation – bu

much this could potentially save and what specific areas we would be looking at.However, ECC of course already shares a Chief Executive with Brentwo







rvices with other public sector bodies is being considered but it is too soon to report any decisions, plans and hence potential savings

r particular contractsJoint LEP for BSFShared use of assetsJoint procurement of waste disposal (Note that landfill tax escalator and landfill penalties will s



A

also seeking to explore further opportunities for sharing with other county councils.
s part of the County Council’s overall efficiency strategy detailed abov

uthority have signed up to the Framework agreement. This will enable them to join with the services being contracted by the County Council. The SMS p









savings of over £100k.Further plans and initiatives are likely to be considered and progressed in future years. (See response to question 6).




S - -

but we would estimate savings in the £tens of millions for KCC by the end of year 5
ome other examples:
Joint commissioning with the NHS
Public Heal









etter outcomes can be delivered through greater pooling of resources and joining up service delivery arrangements across a broad range of public sector

aboration with partners in the future. Too early too guess at potential savings especially for a large authority which probably already

curement contracts.

erty, Research and Intelligence, Resilience, Audit, Legal Services, Access Services, Equality and Diversity, Printing, Occupational Health, IT infrastructure









T

ecently when Greater Manchester was granted city region status.
he deal means that Greater Manchester will have more powers and responsibilities de

ularly health partners, estimated at approximately £300,000

ding control service with Sutton and collaboration with other SW London boroughs on school improvement and other specialist functions. In addition our t





uncil has recently set up a joint company with Eaga to bid for shared service opportunities.



plan and provide services and where possible share skills, resources and assets. We plan to continue to develop this approach through





aring will range from office buildings, IT systems to procurement of services and equipment.



on-going with other councils, PCT, Police and others to see if there are further opportunities and how these can be delivered in a more



ouncils into one within Northumberland.





r shared services across a range of functionsSavings are to be worked up and are not yet estimated




W

les) for Adult Services and also with the voluntary sector for provision of Day Services.
e provide audit for Thames Valley Police and Buckinghamshire C









ges – specific savings from this area of work not yet identified.

sform: is a partnership between Solihull MBC, Coventry City Council and Warwickshire County Council to design, construct and operate waste treatment fa





ng one of the 13 Total Place pilots with Sunderland and Gateshead councils. Total place is about public sector organisations working together to focus com

; Collaborative working and procurement with other Hampshire Authorities; Street Lighting PFI with Hampshire County Council and W

part of our Delivering Excellence programme. We are also looking at opportunities for shared accommodation with partners operating







CT* Range of collaborative services already with 9 other councils in Greater Manchester (including many areas of joint procurement). Will grow.



ment, the City council aims to work collaboratively with all sectors, including other public organisations, the private sector and voluntary and community se

started to share specialist staff with Districts as a way to save money for the benefit of council tax payer. The County already provides internal audit to so








H

sortium for waste disposal – saving to be ascertained
ealth – Joint Commissioning for Learning Disabilities Services by the Council on behalf of the Coun

a stage to estimate possible savings. The Council also has 4 jointly funded posts with the PCT where Director of Adult Social Care are also senior manage









review and the amount saved from this method of working is yet to be determined. We are also taking part in the Total Place Initiative project and are loo

2





3

.
. Shared Service solutions with any willing public body in the sub-region.
. Outsource individual service provision functions (again with A. N. Other pub



T

ence whilst delivering substantial efficiency savings by closer joint working. The initiative is known as “ Better Together”.
here are 4 areas of focus for this

eadline terms the audit has shown that more than £1.6 billion is spent by public bodies delivering key services in the city. A figure of £150 million is spent o

and Local Strategic Partnership to help deliver our efficiency programme, through a mixture of joint procurement. Commissioning and shared services..
h


W

uncil has also initiated joint discussion with Health and the Police Authority with a view to the sharing of back office functions and assets. Over the medium

s, provision of finance systems, printing, etc, exact estimates are difficult as the focus is on lots of small scale work that is deliverable quickly rather than b





ublic sector organisation. However, in the end we concluded that this was not the best option at this time.Going forward nothing has been agreed in this re

hool supplies, office supplies and utilities.Integrated property asset management.Too early to quantify additional savings.Total Place projects, starting with

r or procure services. No estimates of potential savings yet made.

t procurementReview existing public private partnerships





ears subject to consideration of the pilot report.



S

Officers and Members to identify further options to share services
pecifically options being discussed for shared services – reprographics, economic deve

*




London Association of Registrars).
Internal Audit
*Residential placement procurement
*Cemeteries (shared ownership/upkeep

*Transport – fleet purchase








ee of the public sector partners pulled out.The Council is now evaluating alternative courses of action, which may involve partnerships/sharing with other p









e called Total Place, with colleagues from the Borough of Luton.This project is designed to bring together not only local authorities but all publically funded





ce functions and buying in expertise. Too early to quantify savings but anticipate £10 million over 3 – 5 year period.



services. This will cover back office services and front line services where we are looking to develop and expand on our already very efficient and effectiv



's Services; Insurance



eetings/Content/Public/2941/4020316449.pdf









nd deliver cashbacked savings.



•

ment contracts).
Estimate of savings – very difficult to be precise at this stage.

- - -

er discovery include:
environment regulation – building control, trading standards, enforcement etc
training for employees and schools
grounds mainten

se already shares a Chief Executive with Brentwood Borough Council and there is also a long history of legal services collaboration in the region.







ecisions, plans and hence potential savings at this stage.

that landfill tax escalator and landfill penalties will significantly add to costs)



y Council’s overall efficiency strategy detailed above, the work of the Hampshire Senate will help to facilitate closer partnership working with a view to shar

ing contracted by the County Council. The SMS programme covers elements of HR, Finance, IT, Customer Services and facilities management (at main









years. (See response to question 6).

- - - -

s:
Joint commissioning with the NHS
Public Health strategy
working with District Councils on housing schemes for people with disabilities
Total Place, w









angements across a broad range of public sector partnersStrategic partnership with a private sector partner (together with a range of public sector partne

or a large authority which probably already benefits from economies of scale



sity, Printing, Occupational Health, IT infrastructure, Procurement, Fleet management, Finance, HR strategy, and HR Administration and Payroll. The Cou












T

ster will have more powers and responsibilities devolved from central government – ensuring the region has much more of a say in its own destiny.
he ag



ent and other specialist functions. In addition our transformation work outlined above proposes that the possibility of sharing a number of services with oth









o continue to develop this approach through, for example, our key partnerships and joint working arrangements; specific area based p









es and how these can be delivered in a more systematic way. Such discussions are time consuming and complex given the number o









t for Thames Valley Police and Buckinghamshire County Council, as well as Buckinghamshire’s Gypsy & Traveller Service and we provide much of Oxford

Joint Waste Disposal Company: wholly owned

o design, construct and operate waste treatment facilities for 300,000 tonnes of residual waste per annum.






sector organisations working together to focus combined resources at specific priorities in specific areas, more effectively. The first Total Place project be

g PFI with Hampshire County Council and West Sussex County Council; Joint waste management contract

ed accommodation with partners operating within Southend such as the PCT and Police. At this stage it is too early to forecast potent







y areas of joint procurement). Will grow.



the private sector and voluntary and community sector. The outcome of this will result in ‘more for less’

. The County already provides internal audit to some districts and the Police Authority.





ities Services by the Council on behalf of the Council and the PCT. Significant savings already delivered mainly by providing supported living funded by N

rector of Adult Social Care are also senior managers of the PCT









part in the Total Place Initiative project and are looking at opportunities for shared services with other Greater Manchester authorities.

4




ice provision functions (again with A. N. Other public body if the outsource deal makes business sense).
. Financing with Central Government Departme



T 1

Better Together”.
here are 4 areas of focus for this initiative…
. Integrated customer access arrangements including single access points and shared con

rvices in the city. A figure of £150 million is spent on benefit payments alone to residents every year. These figures made the business case for unified pub

W




urement. Commissioning and shared services..
hilst we haven’t yet set a formal target in this area they are expected to contribute significantly to our ann

back office functions and assets. Over the medium term savings will be expected to exceed £20 million.

scale work that is deliverable quickly rather than big old style outsourcing deals.





e.Going forward nothing has been agreed in this regard, however, nothing has been ruled out so if working with other public sector organisation makes go

dditional savings.Total Place projects, starting with review of services to 18-24year olds, not in education employment or training (NEETs)

M

r shared services – reprographics, economic development, IT disaster recovery
any services have been shared across Berkshire for over 10 years includ

t purchase
*Cemeteries (shared ownership/upkeep already in place)
*Occupational Health services
ontact M

*Occupational therapy - Equipment joint stores
C










which may involve partnerships/sharing with other public sector bodies.









er not only local authorities but all publically funded services, to collectively evaluate levels of funding in an area and to consider ways of working jointly in





on over 3 – 5 year period.



d expand on our already very efficient and effective West Yorkshire Joint Services which deliver trading standards across the county.We have extensively









- It

ining for employees and schools
grounds maintenance
is too early to say what savings can be expected – this will need to identified in the discovery wo

f legal services collaboration in the region.









T

itate closer partnership working with a view to sharing services and achieving greater efficiencies.
he Hampshire Senate is a voluntary partnership made

omer Services and facilities management (at main sites). Annual saving target for the County Council is £2.1m.We are working with Health to jointly devel









-

schemes for people with disabilities
Total Place, where we will look to share front-office, back-office, assessment services and property assets with publi









rtner (together with a range of public sector partners)





tegy, and HR Administration and Payroll. The Council already shares some services with partners but are seeking to increase the volume.The Council ex









T




n has much more of a say in its own destiny.
he agreement unites the Association of Greater Manchester Authorities (AGMA) behind one formal arrangem



possibility of sharing a number of services with other boroughs and partners are explored. Further details are in Appendix 2 and 3 of the cabinet report o









working arrangements; specific area based property and asset reviews; exploring opportunities to share support services; developing









onsuming and complex given the number of organisations and a variety of aims. At this stage, no estimate has been made of saving









& Traveller Service and we provide much of Oxford City Council’s ICT

Joint Waste Disposal Company: wholly owned company jointly owned with Coventry City Council for the disposal of waste arising from the two author

um.






s, more effectively. The first Total Place project being looked at in this three areas South of Tyne partnership is focused around alcohol and drugs misuse



t this stage it is too early to forecast potential budget savings.









d mainly by providing supported living funded by NHS capital in place of residential care. Further savings in future – estimated to be around £500k – thou









eater Manchester authorities.




4

.
. Financing with Central Government Departments / Quango’s on how they can rebuild service functions with us to improve efficiencies.



2 3

ents including single access points and shared contact centres.
. Joined up service delivery in areas such as waste collection and disposal
. Shared supp




T

ese figures made the business case for unified public services.
he public spending audit work identified areas where funding for public services can be br

y are expected to contribute significantly to our annual savings requirement of around £7million for the next 5 years.









ing with other public sector organisation makes good sense then it would be seriously considered.

n employment or training (NEETs)

n shared across Berkshire for over 10 years including education library service, archives, sensory needs support for children, legal services Children’s Se

*Occupational Health services
ontact Martin Gavin, Snr Communication Officer, 020 8937 1067

joint stores



C









an area and to consider ways of working jointly in order to save money and improve service.The Luton and Central Bedfordshire Pilot has focused on the









standards across the county.We have extensively outsources services already and have combined procurement on a number of functions with a range o









ed – this will need to identified in the discovery work and any subsequent business case.









Hampshire Senate is a voluntary partnership made up of the County Council Leader, leaders of all 11 borough and district councils; the chairmen of Police

£2.1m.We are working with Health to jointly develop intermediate care services and are exploring the feasibility of including the Wheelchair Service with









ssessment services and property assets with public and voluntary sector agencies









are seeking to increase the volume.The Council expects to save approximately £3m over the next four years.









er Authorities (AGMA) behind one formal arrangement. The pilot has been the subject of extensive discussions since the Chancellor announced the Manc



ails are in Appendix 2 and 3 of the cabinet report of 14 December 2009 http://www.merton.gov.uk/democratic_services/ds-agendas/ds-fpreports/870.pdf. A









nities to share support services; developing a compact with parish and town councils and devolved management of community assets









stage, no estimate has been made of savings but it is clear that any savings will be a tiny percentage of what is required in overall ter




S

or the disposal of waste arising from the two authorities.
ub-Regional Framework for the Provision of Fostering Services (External) - shared with Coventry





rship is focused around alcohol and drugs misuse and services affected by this.South Tyneside is already committed to a major Strategic Waste Partners









P

gs in future – estimated to be around £500k – though these are shared with health and are partly obscured by underlying demographic pressures.
artner









ons with us to improve efficiencies.



3
T

ch as waste collection and disposal
. Shared support services such as IT 4. Shared procurement
he Councils are now embarking on the implementation

d areas where funding for public services can be brought together, to improve services for residents and to give better value for money. A series of options

R

s support for children, legal services Children’s Services
E3 Waste Disposal Management (Reading, Wokingham and Bracknell Forest) – 25 year agreem









and Central Bedfordshire Pilot has focused on the issues of integrated offender management and access to benefits. It proposes new models of joint wo









curement on a number of functions with a range of local authorities, generating considerable savings.









rough and district councils; the chairmen of Police and Fire Authorities; the Hampshire Primary Care Trust; the Hampshire Association of Local Councils;

easibility of including the Wheelchair Service with Equipment- at this stage it is to early to quantify the benefits.Other opportunities are being explored thro












T

ussions since the Chancellor announced the Manchester City Region pilot as part of his April Budget.
he deal recognises the role of Greater Manchester



cratic_services/ds-agendas/ds-fpreports/870.pdf. Adult Social Care will continue its shared services with the PCT and Health Authority through our S75 ag









devolved management of community assets. We have no fixed savings figures in relation to sharing services. However, we have alrea









percentage of what is required in overall terms. The area of greatest opportunity remains that of linking health with social care altho

stering Services (External) - shared with Coventry and Warwickshire; achieves savings against “spot purchase” prices and economies of scale. Full impa





dy committed to a major Strategic Waste Partnership with Gateshead and Sunderland councils. For other services, we are also keen to investigate opport









P

ed by underlying demographic pressures.
artnership working with the police through the Safer Sutton Partnership has delivered savings of over £300k s









ouncils are now embarking on the implementation phase of the initiative and expect to be in a position to announce further details in the spring. Efficiency

to give better value for money. A series of options have been developed where greater collaboration will be explored. There are a number of projects und




S N

Wokingham and Bracknell Forest) – 25 year agreement based on PFI
avings
o explicit savings target has been set for the work on shared services. The









ss to benefits. It proposes new models of joint working to both generate savings and increase effectiveness.









ust; the Hampshire Association of Local Councils; the Hampshire Economic Partnership; and the Hampshire Strategic Partnership. The voluntary and com

enefits.Other opportunities are being explored through our two tier Pathfinder project with the districts. This includes legal and audit services. The packag









he deal recognises the role of Greater Manchester as a key focus for national growth and in helping to create the conditions for national recovery in the af



h the PCT and Health Authority through our S75 agreements.









to sharing services. However, we have already achieved £72m of efficiency savings in the last five years and are planning to deliver a









that of linking health with social care although the savings are often longer term (e.g. by moving from dealing with acute “here and

urchase” prices and economies of scale. Full impact on savings to be reviewed at end of year one (this is a call off Framework - so prices paid under the F





er services, we are also keen to investigate opportunities for different delivery models and service partnerships that will benefit the residents of South Tyn









Partnership has delivered savings of over £300k since 2008 through replacing neighbourhood wardens with an anti-social behaviour team and other adm









o announce further details in the spring. Efficiency savings in excess of £3m are anticipated.

ll be explored. There are a number of projects underway with the potential for major service improvement and organisational streamlining. They involve re

has been set for the work on shared services. The above are not the only source of savings for the Council. However the Council estimates that to fund t









It

shire Strategic Partnership. The voluntary and community sector, the Regional Development Agency and the Armed Forces also have seats.
aims to ac

This includes legal and audit services. The packaging consortium arrangements we have with the District Councils has resulted in an increased income fr












A

reate the conditions for national recovery in the aftermath of the recession.
s well as freeing Greater Manchester to bid jointly for funding where it is deem









last five years and are planning to deliver a further £33m from efficiency savings in the next two years.









moving from dealing with acute “here and now” issues to a more preventative approach).

S

s a call off Framework - so prices paid under the Framework will be assessed against what we would normally pay under spot purchasing).
hared custom





erships that will benefit the residents of South Tyneside.









with an anti-social behaviour team and other administrative efficiencies.









nt and organisational streamlining. They involve rethinking both front-line and support services to significantly increase collaboration between partners suc

uncil. However the Council estimates that to fund the growth in demand for services at a time of restriction in Government Grants it will need to find aroun









It

d the Armed Forces also have seats.
aims to achieve better working, efficiency and co-ordination between public services. The Senate will ensure that t

ct Councils has resulted in an increased income from the sale of recyclable materials. The HCC element is approximately £275k per annum.









anchester to bid jointly for funding where it is deemed appropriate, city region status also gives us concrete powers and devolved budgets.

S


P

ormally pay under spot purchasing).
hared customer walk-in centre with the police
rocurement – pilot running with Coventry City Council since January 2












E T

cantly increase collaboration between partners such as the NHS.
xample (i) – Family Recovery:
his project joins together local services that have – unti

on in Government Grants it will need to find around £6m (around 10% of its curr









ween public services. The Senate will ensure that the leaders of all

nt is approximately £275k per annum.









rete powers and devolved budgets.

running with Coventry City Council since January 2009, in consultation wit









roject joins together local services that have – until now

Council name Council type Region Received

Isle of Wight Council Unitary Authority South East England

Peterborough City Council Unitary Authority East of England

Salford City Council Metropolitan Borough Council North West England

Shropshire Council Unitary Authority West Midlands

Question 1: What is your anticipated overall budget increase/decrease for 2010/11 and how does it com

Notes 07-08 for responses) 09-10 revenue budget 07-08 capital budget change capital budget

08-09 revenue budget 10-11 revenue budget 08-09 capital budget

Received late (see separate sheetrevenue budget change (%)change (%)change (%)change (%)09-10 (%)change (%)change (%)

X 3.75 7.56 4.47 3.42 -33.5 30.52

X – 2010/11 -1.4

NOTE for Q1 - NB 6.6 figures are indicative. 4.5

8.9 83.6 -24.5 3.8

X 4.8 7.5 2.4 1.1 7 0.4 6.2

X NOTE for Q1 - 2009/10 Revenue budget quoted "11% saving from unitary council". 2010/11 Revenue budget quote

n/a n/a 11 1.45 n/a n/a n/a

Question increases in the spending areas, what are your anticipated revenue terms)

se/decrease for 2010/11 and how does it compare with2: In the followingprevious three years? (% increase/decrease in cash budget increases/decreases

07-08 adult social services change social services change08-09 children's social services change (%)

social services change social services social services change (%)

(%) (%) (%) (%)

10-11 capital budget change (%) 08-09 adult 09-10 adult 10-11 adult 07-08 children'schange09-10 children's social services change

88.23 4 10.8 -0.9 5.1 13.5 16.3 7.2

34.8 -2.9 31.1 -13.7 4.5 17.6 23.2 31

17.6 0.9 10.6 2 -7.9 6.5 13.6 4.7

45.41 7.66 7.5 2.2 -0.59 10.95 11.9 9.06

anticipated revenue budget increases/decreases for 2010/11 and how do they compare with the previous three years? (% increase/decrease in cash term

07-08 highways change (%) (%) 10-11 highways environmental servicesenvironmental services change (%)

services change highways

09-10 07-08 08-09 09-10 change (%)change (%)

10-11

10-11 children's social 08-09 highways change (%)change (%)change (%) environmental servicesenvironmental services change (%

3.4 0.7 28.3 1.2 -20.3 0.7 4 1 6.9

22.4 16.1 4.2 -9.2 -15.3 9.9 12.3 -1.3 -18.9

-4.1 2.8 -6.3 -7.7 -3.1 -2.7 16.4 0 -3.9

2.51 n/a n/a n/a -4.91 n/a n/a n/a -2.25

Question 3: Excluding schools, what do you expect to be the overall reduction in spending in real terms in the next 3-5 y

Increase in No (%)

spending 5-10% 10-15% 15-20% 20-25% 25-30%

10-11 environmental services change change 0-5% reduction reduction reduction reduction reduction reduction

X

X

X

X

3-5 years? Which X next to areas to you think are most vulnerable

eduction in spending in real terms in the next Question 4:(Put an spending whichever would be your best estimate)to the squeeze on spending in the next 3

More than 30% reduction services Children's social services

Egs Highways services Environmental services

Adult socialEgs of adult social servicesof children's socialEgs of highways

X X

X X

Pressures relating to demographic growth and an ageing population

X X Pressures relating to the need to place children in in network

X Deterioration in in highways care moving to the ad

X

Budget pressures re adults with learning difficulties, increasesthechildren other authority establish

X X changing/tightening eligibility Maintenance

X demand

changing/tightening eligibility criteria to reduceRoadscriteria to reduce demand

ulnerable to the squeeze on spending in the next 3-5 years? (Put an X next to whichever apply) Can you give any more specific examples of services likel

Economic development

Egs of Planning Egs of

Egs of environmental serviceseconomic developmentplanning Egs Libraries

Homelessness of homelessness Egs of libraries

X



X Lack disposal

X to help fund regeneration

Costs associated with wasteof capital receiptsIncome budgets re Planning fees, building control, rental income

X Seen as lower priority and less "essenti

u give any more specific examples of services likely to be vulnerable?

Leisure Arts

Egs of leisure Egs of voluntary organisationsother

Other

Egs of arts Voluntary organisations Egs of

X X X X SUPPORT SERVICES



uilding control, rental income

X X Seen as lower priority and less "essential", but are crucial to

X Reduction in grant aid.

Seen as lower priority and less "essential", but are crucial to the tourism econemy. the tourism econemy.

Question 6: What new ways of working are planning to share services you other in the way youto

time equivalent) do have now and how save money public sector p

Question 5: Excluding schools, how many employees (fullQuestion 7: Are you you planning in order to do with expect that number bo

In 3-5

Now employees years employees No share Outline

New ways of working Yes share services services

2400 2000 Transformation- flexible working – shared service centre for all transactional activities- service red

X Reviewing joint commissioning, integrated provider

5547 Reduction X See Question 6

Continue with an ambitious saving programme to delivery sustainable efficiencies around flexible

8355 7955 Specificall X We are working with our Greater Manchester

8340 7000 X

The main key to protecting frontline services will be to take out waste and duplication from the tot

Reviewing joint commissioning, integrated provider services and sharing support services e.g. procurement, Legal, property, Personnel,Finance.Too early



We are working with our Greater Manchester partners on developing a programme of collaborative service projects across 10 service a

ent, Legal, property, Personnel,Finance.Too early to estimate savings.



borative service projects across 10 service areas.