BUDGET SAVINGS OPTIONS - AS PROPOSED BY THE ADMINISTRATION
VALUE Ray (VC), Ron
REF Programme Area Description Detail Lead Officer CMT 2011/12 2012/13 2013/14 £000 FURTHER DETAIL FROM OFFICERS
or Service Area £000 £000
1 AD Culture and Restructure of Review of structure and business Cynthia CG 150 150 150
Community function operations, in the light of abolition of Griffin
CAA and reduced Government
2 Regeneration & Restructure of Restructure to achieve savings Roger CG 25 50 50 Restructure in Regeneration. This is a further restructure to achieve
Strategic Service McFarland savings.
3 Internal Corporate Services Review corporate services areas ABH ABH 250 Internal Services, £250k 2013/14 is again a reduction in staffing,
Services Review following enterprise resource planning once internal shared services is fully embedded across the Council
areas and customer services to and processes can be reviewed and streamlined further. While this
identify further savings. saving will require a further review, this level of savings in not
uncommon in projects of this nature.
4 Internal Centralisation of Improved consistency in property Mark Butler ABH 70 70 70 Corporate Landlord, £70k 2011/12 is the centralisation of property
Services property management both in financial and management functions, currently managed disparately across all the
management regulatory aspects. Council service areas. This will result in a slightly reduced level of
(create corporate staffing.
5 Corporate Council Tax Base Council projected to benefit from ABH 166 332 500 Council Tax Base, £166k per year, is an estimate of the increase in
increase in numbers that council tax the number of properties that CT is payable on in the current building
projections are based on. environment.
6 Corporate Efficiency Pot Base budget provision to support ABH 1,000 Efficiency Pot, £1m was money set aside to support transformation,
Release in year 3 efficiency drive. Can be taken as 2014 which at the end of the programme can be released.
7 Corporate Local Government Cancelled Corporate Subscription Chief ABH 11 11 11 £11k 2011/12 is the cancellation of a subscription.
Information Unit from Jan 2011 Executive
8 Legal & Electronic room Review and introduction of electronic Philip Heady CD 8 8 Again a Deloittes recommendation. will not be implemented until
Democratic booking system. 2012/13 as requires an IT system to centralise all the committee etc.
Services room bookings. Currently this is done manually.
9 Legal & Legal Services Legal Services Restructure Ian Burns CD 150 150 150 This is necessary as I have a target income for HinH legal work which
Democratic Restructure has never been met. The instructions have tailed off significantly in
Services recent years with the downturn in RTB etc. One of my staff was
TUPE'd across last week and we were not successful in the advocacy
tender so HinH have terminated that particular work SLA with us. The
next line is the contra entry
10 Legal & HIH withdrawing Deficit left in budget being bridged by Ian Burns CD (150) (150) (150) See above.
Democratic from Legal savings above.
Services Services SLA
11 Legal & Local Land Computerise records Ian Burns CD 15 15 15
12 Legal & Service Reduction - Streamline Democratic Services Philip Heady CD 20 20 Shed non core work in Democratic Services. We currently undertake
Democratic shed non-core work a lot of clerking non LGA meetings e.g. HCSP etc. where there are
Services others present who could take notes. This is a withdrawal from that
service area although it may be that directorates will take an option to
pay for the service instead!
13 Property Facilities Savings in corporate budgets by Mark Butler ABH 50 Facilities Mgt, £50k 2013/14 is from the final phase of corporate
Services Management cutting bureaucracy and reducing landlord, when there is a full understanding of the budget
waste management, negotiating improved contracts for facilities such as fire
extinguishers and cleaning contracts etc.
14 Strategy and All commissioners Efficiencies in commissioning Joe Coogan AI 40 40 40 Health and social care Commissioners operating from one place will
Commissioning are now co-located arrangements bring efficiencies in support services
in Scimitar House
15 Internal Implementation of For Finance, HR, Procurement and Jane Quinn ABH 2,500 3,500 3,500 £2.5m 2011/12 and £1m 2012/13 is the delivery of the internal shared
Services Oracle ERP Payroll, previously agreed by Form A services centre and move to self service and work flow, removing
bureaucracy and paper work, resulting in improved processes,
reduced costs, reduced staffing and improved procurement.
16 Internal Property Strategy To rationalise corporate Mark Butler ABH 200 850 850 £200k 2011/12 and a further £650k 2012/13, is predominantly the
Services accommodation whilst supporting new saving on the rental for Scimitar House, lease expires Sept 2011,
ways of working across the authority. partly off-set by the increased running costs of our other buildings.
1. More efficient use of administrative
buildings/reduction in occupied floor
2. Revenue savings from vacated
17 Culture & Cross Directorate Further flattening of management Cynthia CG 60 80 75
Communities structures and efficiencies. Griffin
18 Strategy and Reablement Develop services currently offered to Joe Coogan AI 750 Improved efficiency in the delivery of home care.
Commissioning Services ** make sure they are fully in line with
the personalisation agenda.
19 AD Culture and Communications Review of Structure and Business Mark Leech CG 100 100 100 This is a review of the comms business operations and some
Community Operations. structural changes designed to improve efficiencies. This is a
proposed saving which will be generated by reviewing staffing levels
and working practices with staffing savings. This is a proposed saving
which will be generated by reviewing staffing levels and working
practices , with staffing savings.
20 Legal & Civic activity Efficiency savings Philip Heady CD 3 3 3 A reduction in the number of engagements undertaken. A small
Democratic amount of money which will need to be the subject of discussion
Services which prioritises which engagements could fall.
TOTAL 3,340 5,229 7,442
TOWNS & COMMUNITIES Linda H. (VC), Barbara
1 Housing & Restructure of Restructure of functions and other Sue CG 152 279 264 HPP - restructure of function. This is a combination of savings across
Public function savings in supplies and services; Witherspoon a range of budgets and some limited restructuring. It includes the
Protection remove pest control service to closure of the pest control service.£152k is made up of reduced
domestic housing (part focussed). contaminated land budget; Small saving as additional maintenance for
filters not required in 10/11; budget pressure of providing additional
maintenance for Upminster cemetery extension not immediately
required; Medical referees budget to pay doctors not needed following
introduction of Coroners reform Bill; re-organise front line housing
advice; reduction in legal fees budget to defend homelessness
challenges; reduced budget for consultants who advise on negotiating
S106 agreements; reduction in void times for PSL properties from 35
days average top 33 days average. Pension fund contributions stop in
12/13, 13/14. Following the last re-organisation in Public Protection,
there were additional pension contributions that had to be found, and
these were spread over three years. £90K was taken out each year
for three years from PP and £21K from Cems & Crems.
The last payment towards this deficit runs out in 2011/12 and
therefore these two sums will become available in 2012/13 and
2013/14. £11k contractual pest control? Currently we do provide a
service to deal with rats in domestic housing. However, this is not a
statutory service, and could be ended. This has been proposed
before, and not accepted, and therefore not sure that this will be an
acceptable budget reduction.
2 Culture & Libraries** Further efficiency savings through Simon CG 75 265 285 The Council is a leading member of the London Libraries consortium
Leisure London Libraries Consortium and de- Parkinson and will work with it to achieve further efficiency savings. Part of the
commissioning of mobile library saving will come from decommissioning the mobile library. We are
service now that the new libraries are exploring the potential of establishing a trust which could save us
in place (note, the housebound monies on rates etc. The projected saving arising from the Mobile
service will continue). In addition library service being discontinued is approximately £50k per annum.
there will be a further review and What are the expected figures on trust tax - The projected Business
implementation of new management Rates savings arising from the transfer of the management of the
arrangements (i.e. creation of a libraries to a Trust is up to £200k per annum, depending on the type of
charitable trust). Trust that takes over the management of the service, the Council's
approach to providing discretionary rate relief and the rates bill that
will apply in 2012/13. A Business Case for the proposed transfer (due
to be completed by Oct.2010) will establish what level of Bus. Rates
and other savings can be achieved as a result of the transfer to a
Trust. If the £200k Business rate saving cannot be fully achieved the
Library service will make further efficiency savings to achieve the full
saving of £200kpa.
3 Development & Development & Revised arrangements for site Patrick Keyes ABH 60 60 60 Development and Building Control, £60k 2011/12 is a direct but small
Building Control Building Control inspection, plan checking and reduction in staffing, based on the implementation of IT to improve
incorporation of electronic payments efficiency in processes within the team.
4 Legal & CCTV Remodel surveillance and review Deborah CD 20 20 20 Looking at the shift patterns to save efficiencies.
Democratic service operation. Houston
5 Legal & Road Safety Reduction in vacant posts. Deborah CD 36 36 36 these are a combination of School Crossing Patrol posts (£17.5k)
Democratic Houston which have never been filled and where we have never had any
Services Macbean requests in and two office posts where the staff are working reduced
6 Legal & Community Safety Re-focus or reprioritise work. Deborah CD 50 50 100 Looking at the awards schemes and the various road shows etc and
Democratic Houston scaling back where we can and reducing the service accordingly.
TOTAL 393 710 765
ENVIRONMENT John M (VC), Nic
1 StreetCare Highways Street Lighting options related to Bob Wenman CG 50 50 Street lighting- these are changes to the way in which we use energy
energy saving devices that are linked saving devices on streetlights, linking them to the corporate
to corporate energy contract, half hour energy contract to save money. Total budget for street lighting
billing arrangements will be put in energy?
2 Internal Transport Services place to gain savings.review of
Depot relocation and ABH ABH 80 130 130 £80k in 2011/12 and a further £50k 2012/12, is a reduction in costs of
Services - transport overheads. running our transport fleet, based on the difference in mileage they will
Transport cover, following their moves to the new Depot.
3 Housing & Public Protection Achieving savings through re- Sue CG 137 137 137 Environmental health/ trading standards reorganisation- this is
Public organisation of Environmental Health Witherspoon a further reorganisation to reduce costs. These savings are predicated
Protection and Trading Standards. on a reorganisation of some activities and there may be staffing
implications. Again the proposed restructure will not be finalised until
later in the year. The saving of £137K is still achievable in 2011/12
onwards through a re-organisation and will have staffing implications.
4 StreetCare Street Cleansing Review Street Cleansing to deploy Bob Wenman CG 350 450 450 We have worked hard to improve standards of cleanliness in the
staff more efficiently supported by borough. This review is aimed at sustaining those standards whilst
rapid response and restructure to reducing costs by reviewing schedules, deploying staff more
reduce management overheads. efficiently, putting in a rapid response team and reviewing the use of
Further review of fleet. the fleet. There will be a further review of the management structures
to reduce overhead costs. As you know the service is relocating into
new depots and reviewing its fleet needs and cleaning schedules with
the intention of maintaining current levels of cleanliness but revising
cleaning patterns and providing a rapid response team. Staffing needs
will be reviewed. The savings will therefore come from fleet costs,
operational costs and staffing costs.What is the breakdown of savings
from fleet costs; operational costs; and staffing costs?
5 StreetCare Waste Waste efficiency savings arising from Bob Wenman CG 35 135 135 These savings are tied to tightening up waste management - trade
Management trade waste reviews, driving down waste reviews, driving down waste levels which in term will lead to a
waste levels, ELWA contributions and long term reduction of the levy, and up front waste contract payments
up front waste contract payments for
core contracts works.
6 StreetCare Parking Ongoing Parking initiatives designed Bob Wenman CG 318 318 318 There are 4 sets of parking savings here (6, 7, 8 & 9): The proposals
to maximise car parks efficiencies and for the town hall car park and slaney road bring more surface car
contribute towards improved parking back into public use . The staff car parking saving is
transportation through the borough. predicated on the sale of more subsidised permits to staff who do not
qualify for free parking. The final saving is made up of a mixture of
measures designed to maximise car parking efficiencies and improve
transportation throughout the borough. These include a reviewing a
range of measures including permits, tariff bands in some car parks
and targeting enforcement work (£100k) on areas such as
schools. There is no intention to change the 20p and 50p bands
currently in place. This is work in progress and the current intention is
review timing and charges on a range of permits, extend mixed tariff
bands and increased admin fees. This makes up approxmately 70%
of the saving with the reminder coming from more targeted
enforcement actvivities focussing on schools and areas where
parking problems cause traffic congestion. what is the total budget of
parking; specifically how much does the service cost, how much
income does it make?
The 100k and 50k (8 & 9) savings need to be seen together. The
current arrangements for staff car parking are inequitable and the very
small car park on the town hall site is very busy . A review is being
carried out on access to free staff car parking and revised proposals
will be discussed in the autumn. It is proposed to bring some current
staff car parking space back into public use and create an additional
100 parking spaces. The income estimate (£100k) is a working
estimate on the income that would be generated.
I would stress that any changes to the 20p and 50 p tariff bands,
business permits, voucher permits blue badge charges and parking
waiver permits are not under consideration as part of this review. In
terms of affected staff we currently have a waiting list of staff who
would like to buy parking permits. It is proposed to make this a more
widely available option because of the changes and therefore an
expected income level of 50k has been included.
7 StreetCare Parking Slaney Road Car Park – return to Bob Wenman CG 50 100 100 see 6
public use (ref: Scimitar House
8 StreetCare Parking Town Hall Car Park – Increased Bob Wenman CG 100 100 100 see 6
Public car parking capacity x 100
9 StreetCare Parking Staff Car Parking – increased Bob Wenman CG 50 50 50 see 6
numbers of subsidised provision
enabling staff that are not eligible for
10 Culture & Parks and Open Efficiencies and purchase parking
essential user tointroduction of more Simon CG 33 66 66 Parks and open spaces this is an extension of different management
Leisure Spaces eco friendly processes in parks and Parkinson methods extending the approaches we have adopted in introducing
open spaces wildflower meadows and wildlife corridors in parks thus reducing the
need for intensive cutting and managing in a more environmentally
friendly way. grounds maintenance in parks - what is the contract
value of that element - £1,425,394 (this is just parks and does not
include verges or HiH).
TOTAL 1,153 1,536 1,536
INDIVIDUALS Linda V (VC), Ron
1 Adult Social Adult Social Care - Transformation of community Annette AI 90 90 90 Saves the cost of renting storage space at St Georges Hospital
Care Universal Offer equipment stores by moving to the Froud
TCES retail model.
2 Adult Social Adult Social Care - Development of new organisation Joe Coogan AI 150 150 150 The new operating model will have fewer staff and a different balance
Care Operations operating model and structures to between skills and qualifications
Dependencies - support customer services,
End to End personalities and re-ablement.
3 Adult Social Adult Social Care - Commissioning increase in re- Joe Coogan AI 500 This will reduce the number of people requiring long term care
Care Operations ablement services leading reductions
Dependencies - in long term placement.
4 Adult Social Adult Social Care - Upgrading of line of business IT for Joe Coogan AI 70 70 70 Upgrading IT will produce increased efficiency, reducing staff costs
Care Operating Systems social care to support personalisation
- Swift AIS and be quicker to use. Potential to
buy add on front end to Swift that does
5 Adult Social Performance Efficiencies across Social Care and Joe Coogan AI 100 200 This improves co-ordination of the collection and reporting of performance
Care Learning. data across the directorate which should lead to staff savings
6 Legal & School Appeals Review and recharge of costs of Philip Heady CD 93 93 93 This is a recommendation from Deloittes that Democratic Services
Democratic school appeals. should not be providing a "free" service to schools. The sum has been
Services agreed with Education and will come from the central DSG budget. It
has been worked on figures of £160 per hearing and £110 for
7 Customer Customer Services Programme to deliver the Customer Cynthia CG 1,612 2,387 2,658 This is the major transformation that was signed off under a form A
Services Transformation Services Strategy, previously agreed Griffin and involves re-engineering services and moving them to the front
Programme by Form A and delegated authority. office and web and improving customer access.
8 Adult Social Further review of To review services currently offered in Joe Coogan AI 1,250 The personalisation agenda should bring savings in the
Care adult social care year to make sure they are fully in line commissioning of services and delivery of care
services to ensure with the personalisation agenda and
9 Adult Social services are fair,
Supporting People Reduce get thecurrent Supporting of
that we some best possible use Joe Coogan AI 200 200 200 Estimated savings from improved commissioning of services and
Care People contracts in response to the contracts
reductions in Government grants.
10 Adult Social Adults Transport More efficient commissioning of Joe Coogan AI 500 Estimated saving from more efficient use of transport
Care Review ** service.
11 Adult Social Fairer Charging Implementation of a revised charging Joe Coogan AI 700 700 700 As per cabinet report 14.7.10 - meals on wheels, etc. Subject to
Care Policy ** policy as set out in a further report to consultation.
this Cabinet meeting.
12 Legal & Dis-establish Area Making better use of Council Philip Heady CD 77 77 77 Ceasing Area Committees - a combination of members' allowances
Democratic Committees resources to undertake community expenditure and staff savings.
TOTAL 2,992 3,867 6,488
LEARNING Gill (VC), John W.
1 Learning & Ending Student This is the last transitional year before David Allen AI 70 70 70 In the final year of LAs having responsibility for the administration of student
Achievement Finance the council passes all responsibility for loans. Next year it passes to the student loan company. This will affect 2
student finance over to the Student FTE.
2 Children's LAC Joint Funded Reductions in costs of long term Ave Price AI 200 300 The equivalent of 4 high cost placements which should be saved through the
Services Placements placements through improved realignment of services and improved commissioning.
3 Social Care and Reductions in Reduction in support to Director Andrew AI 40 40 40 1 FTE currently unfilled.
Learning Directors Office Ireland
4 Learning & School Transport ** Reduction & more efficient Sue AI 200 200 600 Estimated saving from managing down the need and commissioning a more
Achievement commissioning of service. Butterworth effective service.
5 Children & Aiming High - Use of grant to set up short break Ave Price AI 100 The equivalent of 1 in-house placement through the development of
Young People Develop short services for disabled children and additional short break provision.
breaks service for their families in conjunction with PCT
disabled children ** and voluntary sector
6 Children & Children's fund Reduce some of the services funded Joe Coogan AI 200 200 200 Currently funded by Area Based Grant which ends in 2011.
Young People by the children's fund.
7 Children & Youth service ** To change the service from a Ave Price AI 500 Refocus of activity with potential loss of posts.
Young People universal to a fully targeted service
8 Learning & Adult College Reductions in grant, remodelled Sue AI 200 200 200 Approximately 10 posts through recommissioning and loss of grant
Achievement service delivery Butterworth
9 Learning & Service Efficiency Reduction in grant income lending to Sue AI 1,000 1,000 1,000 Approximately 25 posts through redesign of service delivery following loss of
Achievement redesign of service delivery. Butterworth grant
TOTAL 1,710 1,910 3,010
PARTNERSHIPS Barbara (VC),
1 IT Infrastructure Shared ICT Business case for shared Geoff Connell ABH 100 200 300 £100k each year, is a 5% reduction in the costs of running IT based
Services - LBH and infrastructure platforms e.g. hosted (led by on the joint working with LB Newham. This is across joint procurement
Newham email on a phased roll out. Havering) for licences and equipment, shared implementation costs and
reductions in staffing from common systems.
2 Strategy and ELS Procurement Sharing procurement opportunities Hassan Iqbal ABH 25 50 100 ELS procurement £25k per year, is based on joint procurement with
Commissioning including common use of Contracts (led by other East London Councils and the economies of scale the
Register, potential for combining Havering) procurements deliver.
TOTAL 125 250 400
Grand Total 9,713 13,502 19,641