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[{"$nulls":6},"Question 1: What is your anticipated overall budget increase/decrease for 2010/11 and how does it compare with increases in the previous three years? (% increase/decrease in cash terms)",{"$nulls":8},"Question 2: In the following spending areas, what are your anticipated revenue budget increases/decreases for 2010/11 and how do they compare with the previous three years? (% increase/decrease in cash terms)",{"$nulls":16},"Question 3: Excluding schools, what do you expect to be the overall reduction in spending in real terms in the next 3-5 years? (Put an X next to whichever would be your best estimate)",{"$nulls":9},"Question 4: Which spending areas to you think are most vulnerable 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 likely to be vulnerable?",{"$nulls":24},"Question 5: Excluding schools, how many employees (full time equivalent) do you have now and how do you expect that number to change in the next 3-5 years? (Rough estimate is fine)",null,null,"Question 6: What new ways of working are you planning in order to save money in the way you provide services to local people? (e.g. joint commissioning of services, increasing charges, pay freezes, reducing management layers)",null,"Question 7: Are you planning to share services with other public sector bodies, such as health trusts, schools, voluntary organisations or other councils in the next 3-5 years? (Put an X) If so, please outline what you're doing and your best estimate of what you expect to save."]
["Council name","Council type","Region","Received","Received late (see separate sheet for responses)","Notes","07-08 revenue budget change (%)","08-09 revenue budget change (%)","09-10 revenue budget change (%)","10-11 revenue budget change (%)","07-08 capital budget change (%)","08-09 capital budget change (%)","09-10 capital budget change (%)","10-11 capital budget change (%)",null,"07-08 adult social services change (%)","08-09 adult social services change (%)","09-10 adult social services change (%)","10-11 adult social services change (%)","07-08 children's social services change (%)","08-09 children's social services change (%)","09-10 children's social services change (%)","10-11 children's social services change (%)","07-08 highways change (%)","08-09 highways change (%)","09-10 highways change (%)","10-11 highways change (%)","07-08 environmental services change (%)","08-09 environmental services change (%)","09-10 environmental services change (%)","10-11 environmental services change (%)",null,"Increase in spending","No change","0-5% reduction","5-10% reduction","10-15% reduction","15-20% reduction","20-25% reduction","25-30% reduction","More than 30% reduction",null,"Adult social services","Egs of adult social services","Children's social services","Egs of children's social services","Highways","Egs of highways","Environmental services","Egs of environmental services","Economic development","Egs of economic development","Planning","Egs of planning","Homelessness","Egs of homelessness","Libraries","Egs of libraries","Leisure","Egs of leisure","Arts","Egs of arts","Voluntary organisations","Egs of voluntary organisations","Other","Egs of other",null,"Now employees","In 3-5 years employees",null,"New ways of working",null,"Yes share services","No share services","Outline"]
["Barking & Dagenham London Borough Council","London Borough Council","Greater London","X",null,"NOTE for Q2 - Changes here are up and down due to transfer of services/responsibilities – net is 2.4% increase",6.45,7.19,3.6,2.4,13.87,44.6,-2.16,0,null,-0.05,-30.6,-4.56,0.86,8.1,23.32,4.54,0.86,-1.77,3.7,-6.43,-20.27,29.37,9.09,-7.61,7.23,{"$nulls":8},"X",{"$nulls":6},"X",null,"X",null,"X",{"$nulls":5},"X",null,"X",null,"X",null,"X",{"$nulls":4},3500,"2500-3000",null,"Strategic partnership (outsourcing) for ICT and potentially other services, which will include route to sharing services with other East London boroughs\n\nJoint commissioning of services with partners, co-location with partners in terms of office accommodation\n\nBuilding voluntary and third sector to help take on more services and reduce the cost to public sector bodies\n\nCouncil structure/management layer reviews will be inevitable\n\nFinding ways to get people to do more for themselves, become more independent, reduce dependency all of which will reduce the cost pressures on local public services\n\nWork around total place agenda – how to join up funding streams – e.g. DWP, regeneration & housing funding from central govt. With the political will in Whitehall, joining up of agencies in local areas (being accountable to local people not central govt) money could be spent a lot better, and we could do more with less\n\nAll of this will help reduce pressure on budgets – but with potential 30% cuts in the next 3 to 5 years (post 10/11) – this will inevitably lead to cuts",null,"X",null,"Tied into strategic partnership procurement process – difficult to estimate at this stage"]
["Barnet London Borough Council","London Borough Council","Greater London","X",null,"NOTE for Q2 - the 2010/11 spending areas have not yet been finalised. NOTE for Q4 - Given the likely scale of the challenge, all service areas will need to be considered for expenditure reductions.",3.69,3.95,3.31,0,31.9,25.77,-14.56,7.43,null,12.94,0.91,2.79,null,6.96,-5.94,6.13,null,23.92,-0.85,-27.34,null,12.43,0.07,12.5,{"$nulls":7},"X",{"$nulls":4},"See notes",{"$nulls":24},3706,null,null,"Consolidation and outsourcing of support services\nImproved corporate procurement\nIntegrated citizen contact, including with partners\nNew service delivery models at arms-length to the Council\nJoint commissioning and assessment with the PCT\nIncreasing and differentiating charges\nReducing core service entitlement",null,"X",null,"See 6 above"]
["Barnsley Metropolitan Borough Council","Metropolitan Borough Council","Yorkshire and Humber","X",null,"NOTE for Q1 - answers were provided in £m rather than percentages: Revenue budget: 168.709; 183.068; 207.082; 219.015. Capital budget: 64.810; 63.742; 100.725; 109.846.",{"$nulls":30},"X",{"$nulls":30},5396,null,null,"All options are being considered in order to protect the delivery of priority services. The council already has an embedded process in place to review and challenge its own service provision and this has already identified significant cash efficiency savings. The work is ongoing and will be complemented by further activities including the establishment of a senior management board to review cross cutting transformational projects to achieve efficiency savings. ",null,"X",null,"The Council has well established partnership arrangements most notably through:-\n1. the One Barnsley Board which has representatives from all the major organisations in the borough and \n2. the Joint Agency Group which has a ‘pooled budget’ arrangement to deliver joint services with Barnsley Primary Care Trust. \n\nThis will be extended over the next 3-5 years and specifically through the adoption of the Government’s ‘Total Place’ concept which seeks to review funding to all major publically funded bodies in line with the services delivered. The Council will be working with One Barnsley partners and the third sector to determine how collectively we can deliver ‘joint’ services more efficiently and effectively in light of the likely reduction in public funding levels in future years.    "]
["Bath and North East Somerset Council","Unitary Authority","South West England"]
["Bedford Borough Council","Unitary Authority","East of England","X",null,"Q4 - All spending areas are considered vulnerable. The Council is putting in place a programme of service and efficiency reviews reflecting the fact resources will be limited and that the Council will need to be able to (i) allocate resources to its priority areas (ii) embed efficiency within the organisation and achieve tangible benefits (iii) taking into account pressures on services.",null,null,null,2.7,{"$nulls":8},0,null,null,null,0.6,null,null,null,-1.8,null,null,null,-1.8,{"$nulls":4},"X",{"$nulls":6},"See notes",{"$nulls":27},"See answer to Q4 in Notes column – as a new Unitary Authority the Council recognises the need to continually improve business process in order to achieve operational and cost efficiency. The initial year of Unitary has essentially been about consolidation following a shorter than anticipated period of transition. The programme of service reviews will look at alternative ways of reducing cost and/or generating income.",null,"X",null,"The Council continually seeks to identify opportunities that provide financial efficiencies. No specific plans at this point in time. "]
["Bexley London Borough Council","London Borough Council","Greater London","X",null,null,2,4,2,null,-25,-16,85,null,null,5,-1,0,null,0,4,15,null,-1,-8,-18,null,1,4,2,{"$nulls":6},"X",{"$nulls":9},"X",null,null,null,"X",{"$nulls":5},"X",null,"X",null,"X",{"$nulls":6},1800,1620,null,"Back office efficiencies\nBetter procurement\nIncreased charges\nShared services\nMaking better use of property",null,"X",null,"Too early to estimate savings. Currently assessing the scope for shared services."]
["Birmingham City Council","Metropolitan Borough Council","West Midlands"]
["Blackburn with Darwen Borough Council","Unitary Authority","North West England","X",null,null,3.2,2.2,2.9,1.5,2.5,-55,220,19,null,-2,16.2,2.5,null,7.9,-0.5,16.2,null,58.6,12.1,8,null,6.4,20,4.3,{"$nulls":6},"X",{"$nulls":5},"X",null,null,null,"X",null,"X",null,"X",{"$nulls":5},"X",null,"X",null,"X",{"$nulls":6},3500,3000,null,"Closer partnership working across public and voluntary sectors including joint commissioning, potential for integrating services with health or shared back office services across public sector\nPay freeze\nStructural management review\nPotential outsourcing where appropriate and increasing commissioned services\nProperty rationalisation and carbon management\nInvestment in new technologies\nImproved procurement",null,"X",null,"Planned integration of social care and health commissioning\nShared back office and some specialist front line services with neighbouring local authorities or other public sector bodies\nIncrease community use of schools facilities\nJoint procurement\nReview existing public private partnerships"]
["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","X",null,"NOTE for Q1 - As Capital expenditure is programmed and delivered over a 3 to 5 year period and is effected by slippage, take up of accumulated borrowing and resources available in support of specific programmes, it is considered inappropriate to present an annualised approach. NOTE for Q2 - Highways 2008/09 reflects the impact of concessionary fares scheme. NOTE for Q3 - the reduction will be 'over 2 years 2011/12 and 2012/13 the Council anticipates a 20% reduction in Government Formula Funding'. NOTE for Q4 - The Council’s believes that the pressure will be spread across all Council Services however the ambition is to protect services across the community to the best of our ability without compromising the integrity and financial health of Council operations overall over the medium term. NOTE for Q5 - Dependent on the approach taken to manage the Council’s resources gap. However it is reasonable to expect that employee numbers will be affected. Within the budget for 2010/11 a 2% reduction in employee numbers is proposed.  ",3.8,4.6,4.2,3.6,"n/a","n/a","n/a","n/a",null,5.9,7.4,4.1,3,2,4.5,3.8,5.9,-0.4,8.4,1.9,-5.7,1,3.6,4.6,1.7,{"$nulls":6},"X",{"$nulls":4},"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,null,2000,null,null,"Significant increase in the expectations of our Business Transformation programme.\n - Further to previous initiatives such as the Council’s employee first (integrated payroll and personnel system). Future items will include a review of the Council’s accommodation arrangements.\n\nStrategic Procurement\n– Price and volume reductions.\n\nEfficiency Reviews\n- Introduction of extensive Efficiency Review Programme to supplement the existing Business Transformation Programme commitments. Covers organisational and partnership working initiatives to deliver substantial savings and efficiencies in future years.\n\nIncome Generation Opportunities\n- Poole is in the lowest quartile for income generated. The Council will consider, across also service areas, any opportunities to generate additional resources. \n\nEmployee Related Savings\n- Review arrangements for various payments to staff & other non-pay benefits.",null,"X",null,"Council already has extensive shared services with local health and other public sector providers in the region. Expect that this 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. "]
["Bournemouth Borough Council","Unitary Authority","South West England","X",null,"NOTE for Q4 - All service areas have been subjected to review to find \nsavings for 2010/11 and 2011/12.",3,7,4,null,-23,23,3,null,null,6,18,1,null,6,8,15,null,-9,4,1,null,9,-7,7,{"$nulls":6},"X",{"$nulls":5},"X","See note","X","See note","X","See note","X","See note","X","See note","X","See note","X","See note","X","See note","X","See note","X","See note","X","See note","X","See note",null,5244.5,null,null,"The Authority is procuring a private sector partner for the provision of Revenue, Benefits, ICT and facility management. The Authority is also exploring shared services with Poole Borough Council. Bournemouth Borough Council has approved in principle to set up a not-for-profit leisure trust, including our conference, entertainment and leisure centre.  We are part of a “Total Place” pilot across Dorset which may lead to closer working relationships and budget savings with Health partners.",null,"X",null,"Please see answer to question 6."]
["Bracknell Forest Borough Council","Unitary Authority","South East England","X",null,"NOTE for Q1 - Government funding of £27m in 2009/10 and £6.6m in 2010/11 for rebuilding one secondary school impacts significantly on the figures. Respondent also added further figures: Capital budget Grant funded: 55.5; 16.2; 205.6; -49.5; Capital budget Locally funded: -6.3; -19.5; 50.0; -16.6. ",6.9,6.5,4.2,0.5,25,3,160.5,-44.1,null,3.2,11.2,7.2,0,10,13.7,-3.4,-2.1,-15.9,9.3,2.8,-3.9,22.2,5.8,-6.2,-0.8,{"$nulls":4},"X","X",{"$nulls":5},"X","Any savings in this area will be driven by the modernisation of the service and the personalisation agenda.  However it is anticipated that the overall budget will need to increase in this area due to increasing number of older people in particular those who require support.",null,null,"X","Reduction in the level of maintenance of highways and reduction in road safety improvements which is planned to be added back to the budget if and when the resources of the Council improve","X","Reduction in the maintenance of public open spaces and countryside.",null,null,"X","Reudction in staff to match the reducced demand on services which are affected by the recession.",null,null,"X","Reduction in services to match the reduced demand for services.  The general use of libraries is reducing due in part to competition from online book stores.  Options may include closure of facilities or the reduction in opening hours.","X","This is a discretionary service and as such will face pressure to reduce costs.  Bracknell Forest manages an efficient service and therefore the only option with reducing funding will be a reduction in the facilities available achieved through closure or reducing opening hours.","X","This is a discretionary service.  The Council is one of the key supporters of the regional arts centre called South Hill Park Arts Centre.  Other supporters include Southern Arts and Bracknell Town Council.  Reduction in grant aid will reduce the facilities available to the public.","X","Where the service supported by a voluntary organisation is discretionary any grants these organisations recieve will be under review. ","X","The Council continues its efficiency drive to reduce back office expenditure.  A Service Efficiency Officer Group has been established led by the Director of Corporate Services to identify and monitor delivery of an efficiency programme.  This cuts across all Councils Services aiming to improve efficiency.",null,1421.84,"Estimated reduction of up to 100",null,"Provide alternative ways of collecting cash from residents ie replace cash office\nRationalise Social Care Transport\nReduce spending on supplies and services – collaborative procurement with other Councils\nCentralise some aspects of administrative support\nUse of smartcard to access services\nImproved management of Homeless accommodation \nImproved management of social care placements\nAdult Social Care – modernisation\nFlexible and remote working to reduce office accommodation\nDepartmental Restructuring – reduction in Senior Management\nPay Freeze - April 2009 Senior Officers - April 2010 All Staff\nFurther reduction in sickness absence which already on a low base ie top quartile of all Councils",null,"X",null,"Shared and Collaborative procurements with other Councils\nNo immediate plans for major move into shared service with other Councils although all Councils in Berkshire are working together through a joint panel including Senior Officers and Members to identify further options to share services\nSpecifically options being discussed for shared services – reprographics, economic development, IT disaster recovery\nMany services have been shared across Berkshire for over 10 years including education library service, archives, sensory needs support for children, legal services Children’s Services\nRE3 Waste Disposal Management (Reading, Wokingham and Bracknell Forest) – 25 year agreement based on PFI\n\nSavings\nNo explicit savings target 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 the growth in demand for services at a time of restriction in Government Grants it will need to find around £6m (around 10% of its current budget) over the next three years.  It is extremely difficult to continually find cashable efficiency savings (the Council will have delivered around £8m over six years ending in 2010/11).  That said the Council anticipate that the above and other efficiency programmes will deliver around 50% of its savings requirements over the next three years."]
["Brent London Borough Council","London Borough Council","Greater London","X",null,"Here’s the response and details of what we’re expecting. Also willing to take part in interviews, either heads of shared services already in operation (we have several) or our Chief Executive, who has been ‘recession planning’ for well over a year now. He is a key figure in the West London Partnership of local authorities, chairing the 2012 Olympics group for the partnership. He was once a GLC councillor and has experience of reacting to several downturns in the economy over the years. I would have to discuss this in more detail with you, and with the Chief Executive of course, but keep us in mind.\n\n \n\nWe can talk about:\n\n·         Shared services in operation\n\n·         £55m efficiency programme over four years\n\n·         Moving to a new, sustainable Civic Centre opposite Wembley Stadium, selling/disposing of existing sites\n\n·         Regeneration of Wembley around national stadium, including retail/housing/employment\n\n \n\nMartin Gavin\n\nSenior Communications Officer\n\n0207 8937 1067\n\n07887 633437",3.1,5.4,2.3,1.4,-2.8,17.7,10.1,-9.4,null,6.3,10.5,1.7,2.5,4.3,-1.1,2.8,6.2,-1.1,-5.8,-3,0,7.8,4.8,4.7,3.5,{"$nulls":4},"X",{"$nulls":28},"X","See question 6",null,3000,2600,null,"Structure and staffing reviews (including reducing management layers)\nStreamlining financial management systems and processes \nImproved strategic procurement\nProperty /asset reviews - move to a new, cost-neutral civic centre\nReviewing remuneration and performance\nRe-shaping the way we deal with customers to provide services more efficiently\nWide-ranging, multiple reviews of the way we do things, plus many transformation programmes across the organisation\nFocus on issues that are high priorities for residents and statutory duties",null,"X",null,"*Trading Standards (been in place for a while)\n*Registration and Nationality, £50-60K annually (already in place, interested in interviews with Registrar if you want to look at a shared service in operation. Our Registrar is Chair of the London Association of Registrars).\n\n* Internal Audit\n*Residential placement procurement \n*Transport – fleet purchase\n*Cemeteries (shared ownership/upkeep already in place)\n*Occupational therapy - Equipment joint stores\n*Occupational Health services\n\nContact Martin Gavin, Snr Communication Officer, 020 8937 1067"]
["Brighton & Hove City Council","Unitary Authority","South East England","X",null,null,2.6,5.8,1.1,5.4,-2,2.3,2.5,4.9,null,2.4,7.3,2.4,0.3,3.8,10.8,4.3,7.7,4,0.9,11.3,2.5,2.1,3,-1.8,1.7,{"$nulls":4},"X",{"$nulls":31},5847]
["Bristol City Council","Unitary Authority","South West England","X",null,"Chief Executive’s response to the BBC Local Government Survey\n\n\nQuestions 3 and 4\n\nWhatever incoming government comes in, it is hard to predict the degree to which they will cut or protect public sector spending. \n\nWe are currently preparing a new medium term financial plan that will be presented to the March meeting of the council’s Cabinet. Given the uncertainties surrounding the government’s own spending plans beyond 2010/11, the plan will present a range of financial projections.\n\nThere are difficult strategic choices to be made for any future government. There are two key issues that I feel that will be important.\n\nFirstly, we will need to put more money into making communities more sustainable, so that we move to a position where we are preventing rather than always intervening, tackling issues at the source. \n\nSecondly, cities like Bristol must be the engine of the economy. In order to achieve this, we must have the right competitive conditions for business to invest here and thrive. In Bristol we see creative, digital and low carbon industries as fundamental to the city's future and we want to support them.\n\n\nQuestion 5\n\nWe do anticipate delivering services in the future with smaller numbers of staff. One of the key ways we can do this is to think hard before we recruit staff to fill vacancies. This means looking at all options before recruiting externally. \n\nWe have a very talented workforce and we need to do more to fill vacancies from within the organisation.\n\n\nQuestions 6 and 7\n\nWe want to transform the way Bristol City Council works, delivering savings and working smarter for Bristol. We expect to gain £3 million in the coming year from our ongoing programme transforming the way the council works. \n\nSome examples of transformation over the next few years include:\n• We've had a long-term plan in place to reduce our number of offices from 52 to 17 by the end of 2013. This would bring savings of up to £2.5 million per year.\n• We think we can do with fewer senior managers too. That’s why our plans include spending £180,000 less by having fewer of our higher paid managers.\n\n• Working with partners is key. Take Health and Social Care, where like many authorities, we face pressures meeting increasing demand. We are committed to working with partners in health to drive costs down and make savings.\n\n• More online delivery of services and transactions – research shows that a website transaction costs 27p, compared to a phone transaction at £3.22 and the cost of face-to-face transaction at £6.56. But we recognise that vulnerable members of our communities still want a face-to-face service and we will continue to meet this need.",6.1,7.6,3,2.3,6.4,5.2,1.4,0.8,null,4.6,8.4,4.7,4.7,3.6,6,11.6,5.1,9.4,4.9,2.3,2.3,2.5,8.6,13.9,-3,{"$nulls":36},9051]
["Bromley London Borough Council","London Borough Council","Greater London"]
["Buckinghamshire County Council","County Council","South East England","X",null,"NOTE for Q2 - Restructuring and definitional changes make the Children's social services numbers appear unusual. ",4.82,7.9,3.55,3.42,-21.34,-12.28,-18.26,-0.55,null,10.35,10.17,5.62,12.75,68.19,-25.5,19.92,2.29,-1.66,17.63,12.71,3.11,22.17,7.01,-0.28,1.05,{"$nulls":6},"X",{"$nulls":4},"X",{"$nulls":13},"X",null,"X",null,"X",{"$nulls":6},3380,2750,null,"The Council is looking at a wide variety of means of improving efficiency and has a Transformation programme which aims to reduce costs by over £20m over 3 years.  This includes organisational re-design, process improvements and improving value for money in 3rd party spend. We are also looking at modernising our services, such as libraries and day centres.  This could involve a rationalisation of facilities.  We are also undertaking a review of statutory and discretionary areas of spend to determine the appropriate level of spend, if any.  In addition, we are working with other public sector bodies in a number of “Total Place” initiatives.  There will be no pay award for staff on Bucks Pay in 2010/11.",null,"X",null,"The County Council, District Councils, and the Fire and Rescue Authority have been exploring sharing services and establishing a Joint Venture Company with a private sector partner.  Unfortunately this recently collapsed when three of the public sector partners pulled out.\n\nThe Council is now evaluating alternative courses of action, which may involve partnerships/sharing with other public sector bodies."]
["Bury Metropolitan Borough Council","Metropolitan Borough Council","North West England"]
["Calderdale Metropolitan Borough Council","Metropolitan Borough Council","Yorkshire and Humber","X",null,null,4.3,4.3,3.4,1.2,15,18.6,-2.2,11.6,null,6.2,7,1,3,9,8.4,5.2,12.2,0,1.6,1,2.2,10.4,13.1,9.1,3,{"$nulls":6},"X",{"$nulls":4},"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X","Support Services; Capital Expenditure",null,6963,6500,null,"Reduction in Senior Management\nTransformation of Services – reducing staff numbers and management layers\nImplementation of Lean processes\nPay freeze\nJoint Commissioning of Health & Social Care services\nOutsourcing\nCentralisation of back office functions\nSmarter Procurement",null,"X",null,"Joint Commissioning of Health & Social Care services\n\nShared services with other authorities\n\nToo early to indicate the potential savings"]
["Cambridgeshire County Council","County Council","East of England","X",null,"NOTE for Q1 - 2008/09 revenue budget includes a transfer of fuction of £8.5m - without this the increase is more like 5.1%. NOTE for Q4 - It is impossible to answer this question as so little is known beyond the current financial year (and pre-election) on how much grant funding to local authorities will reduce and what elements of other government policy/public spending cuts will impact on us. NOTE for Q5 - Cambridgeshire County Council is looking to reduce the number of posts by 300 over this time period. The anticipated number of redundancies associated with the reduction in posts will be less than 300, due to retirement, natural wastage and redeployment etc.",5.6,8,3.9,2.8,58.5,-11.2,8.4,-1.9,null,6.2,13,4.7,5,7.7,9,10.5,1.7,1.1,2.1,13.5,0.8,11,21.9,3.6,7.4,{"$nulls":4},"X",{"$nulls":31},6500,6200,null,"The County Council is looking at a range of options for more effective, efficient working.\n\nSharing services, particularly back-office services, across local authorities and public services presents a major opportunity.\n\nThe County Council is currently engaged in two major projects to this end (within the County and more widely).",null,"X",null,"Work on shared services is progressing.\n\nThe Council estimates that its spending power will reduce by some 20% over the next five years – so in the region of £70-£80 million."]
["Camden London Borough Council","London Borough Council","Greater London"]
["Central Bedfordshire Council","Unitary Authority","East of England","X",null,"NOTE for Q1 - 2009/10 was the first year Central Bedfordshire Council existed. The increases suggested for 2010/11 are anticipated but not yet confirmed (the Capital especially due to anticipated significant increases in external funding). ","n/a","n/a",null,3.7,"n/a","n/a",null,26,null,"n/a","n/a","n/a",14.5,"n/a","n/a","n/a",16.2,"n/a","n/a","n/a",1.1,"n/a","n/a","n/a",0,null,"X",{"$nulls":9},"X","demographic pressures plus contractual pressures for residential care","X","Potential loss of specific grants",null,null,"X","Uplift in Lnadfill Tax",{"$nulls":6},"X","All non-statutory services are likely to face pressure in the future. ","X","All non-statutory services are likely to face pressure in the future. ","X","All non-statutory services are likely to face pressure in the future. ","X","All non-statutory services are likely to face pressure in the future. ","X","All non-statutory services are likely to face pressure in the future. ",null,2232,null,null,"Restructuring of services and business process re-engineering\n- Contract renegotiations and reviews\n- Property reviews\n- Review of charging policies\n- Harmonisation of process between legacy authorities – such as planning and revenues and benefits",null,"X",null,"Options for sharing services are being considered \n\nWe already have comprehensive shared service arrangements with colleagues from Bedford Borough Council.\n\nDuring this financial year we have been part of a national pilot scheme called Total Place, with colleagues from the Borough of Luton.\n\nThis project is designed to bring together not only local authorities but all publically funded services, to collectively evaluate levels of funding in an area and to consider ways of working jointly in order to save money and improve service.\n\nThe Luton and Central Bedfordshire Pilot has focused on the issues of integrated offender management and access to benefits.  It proposes new models of joint working to both generate savings and increase effectiveness."]
["Cheshire East Council","Unitary Authority","North West England","X",null,null,"n/a","n/a","n/a",2.2,"n/a","n/a","n/a",5.5,null,"n/a","n/a","n/a",-4.1,"n/a","n/a","n/a",4.1,"n/a","n/a","n/a",null,"n/a","n/a","n/a",{"$nulls":6},"X",{"$nulls":19},"X","These are discretionary Services, where subsidy from the taxpayer must be challenged against the value from these areas","X","These are discretionary Services, where subsidy from the taxpayer must be challenged against the value from these areas","X","These are discretionary Services, where subsidy from the taxpayer must be challenged against the value from these areas",{"$nulls":5},"c. 14000","c. -5%",null,"Please refer to the Council’s Budget Report for further details in this area:\nhttp://moderngov.cheshireeast.gov.uk/ecminutes/Published/C00000241/M00002487/AI00007484/$BusinessPlanningProcessFeb20101report.docA.ps.pdf",null,"X"]
["Cheshire West & Chester Council","Unitary Authority","North West England","X",null,null,"n/a","n/a","n/a",0,"n/a","n/a","n/a",2.8,null,"n/a","n/a","n/a",-4,"n/a","n/a","n/a",-6.7,"n/a","n/a","n/a",0.9,"n/a","n/a","n/a",-4.6,{"$nulls":5},"X",{"$nulls":5},"X","Increased demand due to demographic changes. ","X",null,"X","Increased requirement to imporve quality of network","X","Increased emand for investment in waste minimisation and recycling","X","Increased demand to address local impact or recent recession","X","Pressure on income budgets arising from recent economic crisis","X","Increased demand to address local impact of recent recession","X","Need to invest to develop modern library facilities","X","Need to invest to develop modern leisure facilities",{"$nulls":7},4677,"Depends on government settlement, likely to be less",null," We are currently looking at the joint commissioning of services with partners. One example that is more advanced than others is that we are now engaged with the local PCT in order to undertake joint commissioning and pool expenditure and budgets where appropriate in order to facilitate more efficient and effective service provision.\n\nRevision of all older people’s placements.\n\n Review of the use of Children’s Services grant in order to make more efficient use of resources available.\n\nDevelopment of council-wide transformation programme that will result in improved procurement practices, a reduced back office function, the full review of all fees and charges levied plus the more efficient and effective use of ICT.\n\n We are currently engaged in 32 shared services with other local authorities",null,"X",null,"At this stage this cannot be quantified."]
["City of Bradford Metropolitan District Council","Metropolitan Borough Council","Yorkshire and Humber","X",null,null,4.8,5.7,2.8,2.8,-21.1,160,-33.3,111.1,null,5.4,1.7,-4,0,6.2,4,15.4,2.2,-21.5,25.2,-9.4,-0.7,10.6,18.8,15.8,2,{"$nulls":7},"X",null,null,null,"X","Pressure caused by rapidly growing older population",{"$nulls":4},"X","Pressure to do more with less e.g. impact of growing population on climate","X","Parts funded by funny money will disappear",{"$nulls":4},"X","Need to prioritise and focus resources on fewer facilities/events","X","Need to prioritise and focus resources on fewer facilities/events","X","Need to prioritise and focus resources on fewer facilities/events","X",{"$nulls":4},8000,7000,null,"Reducing costs of management and administration; improving productivity; Re-engineering key business processes; Total Place Pilot work continued and rolled out to other issues; Consideration of devolving more decisions down to neighbourhoods with more active citizen engagement in how services are planned and delivered.",null,"X",null,"Looking at collaboration and shared services models across the public sector within Bradford and between us and neighbouring councils on a range of issues e.g. Better use of public buildings, back office functions and buying in expertise. Too early to quantify savings but anticipate £10 million over 3 – 5 year period."]
["City of London Corporation",null,"Greater London","X",null,null,2,1.75,1.5,0,{"$nulls":5},2,1.75,1.5,0,2,1.75,1.5,0,2,1.75,1.5,0,2,1.75,1.5,0,{"$nulls":5},"X",{"$nulls":30},3451,null,null,"Strategic partnering with commercial partners\nPublic partnering ( shared services ) with other authorities\nReviewing fees and charges\nImproving procurement\nCorporate consolidation of srvices\nReviewing service levels",null,"X"]
["City of Wakefield Metropolitan District Council","Metropolitan Borough Council","Yorkshire and Humber","X",null,"NOTE for Q1 - Revenue\n\nYear on year increases to the revenue budget include costs funded by specific grants and Local Area Agreement Funding. The % increases are in cash terms, so provide for inflation in addition to any growth. The trend of fall-out of growth funding clearly shows in the figures. An analysis of the trend of total budget provision won’t show the levels of savings which have been made as these mainly relate to addressing cost pressures and providing budget redirection to support investment in priority areas of service.    \n\nCapital \n\nVariations in the capital budget can arise for reasons different to purely changes in funding, for example slippage on schemes between years and non-recurrent funding for major projects and initiatives. However, taking the total trend over the four year period which shows that the capital programme for 2010/11 has expenditure 31.7% lower than the Programme for 2007/08 shows the reduction of capital resources over time and arises in particular from reduced capacity for the Council to generate its own capital resources, primarily as a result of the economic climate and its impact on the housing and property markets.   \n\nNOTE for Q2 - Information in table 2 specifically highlights the impact of investment in waste management services and additional funding for children’s social services including additional specific grant funding. \n\nNOTE for Q4 - Adult and Children’s Social Services are also vulnerable as these services are experiencing increasing demand which will be difficult to meet within a climate of reducing funding. However these services and the others not marked with “X” would be protected as far as possible by the Council by the targeting of budget savings away from these areas.     ",6.7,5.2,3.7,3.8,-15.2,-11.4,-18.8,11.8,null,3.3,1.3,1.6,3.3,9.5,22.6,5.4,4.9,1.8,5.4,0.9,5,4.2,16.7,5.9,0.6,{"$nulls":5},"X",{"$nulls":11},"X",null,null,null,"X",null,null,null,"X",null,"X",null,"X",null,"X",null,"X",null,null,5899.55,5500,null,"We are planning for major changes in how we do things and in what things we do.  Including smarter working practices, access to the Council using technology, flexible working practices etc. \n\nWe already a leading authority in terms of commissioning, with national Beacon status, and we will be developing this further, working with our partners in the Health sector.  We have only very recently embarked on a major new partnership agenda with Health, championed from Chief Executive level.\n\nWe are reviewing all our business processes and will drive real savings out here too.  We are in dialogue with Neighbouring local authorities and partners to share services.\n\nWe are also looking hard at what services we provide as well as how we provide them.  The Council has recently made the policy decision to move out of providing golf facilities.  We are also consulting widely on the future size and shape of our library service.\n\nBig increases in charges to the public aren’t part of our strategy.  We have retained our low Council Tax levels in comparison to other authorities. \n\nWe have no plans for a locally determined general pay freeze, but will be tightly controlling pay awards for senior management, and have reduced numbers of management posts.  We are also making substantial savings by reducing sickness absence, and holding posts vacant, and changes to terms and conditions. ",null,"X",null,"See comments above - we are working closely with the Health sector already and we do expect to work up more joint delivery and shared services.  \n\nWe are also working with the other Local Authorities in West Yorkshire on shared 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 effective West Yorkshire Joint Services which deliver trading standards across the county.\n\nWe have extensively outsources services already and have combined procurement on a number of functions with a range of local authorities, generating considerable savings."]
["Cornwall Council","Unitary Authority","South West England","X",null,"NOTE for Q2 - Highways and Environmental services figures for past years cannot be compared as previous to Cornwall Council there were 7 separate councils in the area. ",null,8.9,4.6,3,null,null,null,21.6,null,8.5,13.2,3.8,3,0.8,4.7,0.1,0.1,null,null,null,-5,null,null,null,-6.5,{"$nulls":5},"X",{"$nulls":9},"X",null,"X",{"$nulls":7},"X",null,"X",null,"X",{"$nulls":6},11553,null,null,"Reviewing fees & charges\nShared services\nEfficiency reviews\nReduction in staffing",null,"X",null,"Implement shared services in Cornwall Council and assess the possibility of other organisations utilising elements of those shared services. Estimate savings £10m +"]
["Coventry City Council","Metropolitan Borough Council","West Midlands","X",null,"NOTE for Q1 - In revenue budget terms, the percentage change figure will fluctuate where there have been transfers of responsibility to local authorities with additional funding being made available through the financial settlement (this accounts for over 3% of the 2008/09 increase for example). This means that the overall percentage change figures are not presented on an underlying like-for-like basis.\n\nThe fluctuations in capital spending are explained by changes in the overall level of resources available to fund capital expenditure. This will vary according to factors including the extent to which spending is being funded from reserves, the planned level of capital receipts and, most significantly, the overall level of grant funding available for specific projects in any one year. \n\nNOTE for Q2 – The fluctuations in year-on-year spend figures primarily reflect policy decisions on either making savings or additional investment in particular services as part of the annual budget setting process. These changes may also reflect, albeit to a smaller extent, organisational changes which have realigned either the management of, or responsibility for, these services. This may also mean that the underlying comparison is not on a completely like-for-like basis. \n\nThe significant reduction in 2008/09 spend in highways reflects a further technical accounting issue which is to do with a change in accounting for asset charges. Without the change, the year-on-year change would be +8.5%. \n\nNOTE for Q4 – It is almost inevitable that there will be financial pressures on all public services over the next 3-5 years. Statutory services will clearly need to be maintained and social care services, for example, will continue to be a top priority for local authorities. However, even in these areas, changing demographics, new policy initiatives and ever increasing demands on services will create financial pressures to respond to these challenges with little flexibility to increase existing levels of resources. Non-statutory services in each of these policy areas may be vulnerable and all local authorities will need to focus ever more clearly on the provision of services which are local priorities. We, and other local authorities, will of course be working to make services as efficient as possible to avoid cuts to front line services and with this in mind will be targeting back office support functions to deliver savings as far as possible. ",2.7,7.3,1.6,2.8,-34.4,13.8,-18.7,4.1,null,11.8,3.1,0.2,-1.9,2.7,-3.1,5.9,-0.5,-10.3,-31.1,11.8,-2.1,-0.2,-4.8,-7.9,-5.9,{"$nulls":6},"X",{"$nulls":4},"X","Increasing demand and new policy initiatives will create particular pressures in these areas, eg. Personal care at home initiative recently announced","X","Increasing demand and new policy initiatives will create particular pressures in these areas, eg. Personal care at home initiative recently announced","X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",{"$nulls":4},5900,null,null,"Closer commissioning arrangements with the PCT for social services; Sub-regional working - for example in provision of waste disposal facilities; A commissioning, rather than traditional provider, approach to public service delivery ; Fundamental reviews of all service areas; Identify joint provision efficiencies in education services through the Total Place initiative; Managing expectations on the Council, eg. encouraging self-service; Review of fees and charges; Reducing the number of senior managers within the organisation",null,"X",null,"Shared service arrangements are currently either established or in development in the areas of: Revenues and Benefits; Human Resources; Fraud Investigation; Waste Disposal; Procurement; Children's Services; Insurance"]
["Croydon London Borough Council","London Borough Council","Greater London"]
["Cumbria County Council","County Council","North West England","X",null," Cumbria County Council\n BBC Local Government Survey\nQuestion 6 – New Ways of Working\n Extract from budget report to Cabinet Meeting 2nd February 2010\n\n1.1 The following paragraphs set out the main thrust of the budget in the context of the delivery of the Council Plan. \nGreener and leaner\n1.2 The Council has made a commitment to reduce CO2 emissions by 25% by December 2012 against a 2007 baseline. It has taken action to reduce energy consumption by introducing energy conservation programmes in existing key buildings and as part of routine building maintenance.  It has reduced travel costs by limiting business travel and introducing video conferencing facilities which reduce the need for council officers and councillors to travel from one end of the county to another.\n1.3 Taken together these measures will save £708k in the next year and the intention is to accelerate the cultural change required to dramatically reduce the Council’s carbon footprint and increase savings in future years – to £1.32m in 2011/12 and £1.62 in 2012/13.\n1.4 The clear focus on carbon reduction should also ensure that the Council avoids government carbon trading fines. As a result the £660k annual provision to meet the cost of such fines in the medium term financial plan is unlikely to be required. \n1.5 Other areas for savings include reviewing current transport arrangements across a range of services such as vulnerable adults, home to school and environmental services. By 2011/12 the review could deliver savings of £1.85m rising to £4m by 2012/13.\n1.6 By working more closely with colleagues in District councils in a joint waste arrangement there is a real opportunity to remove duplication and inefficiency – and improve the quality of service. By investing £375k in the new arrangements over the next two years, annual savings of £1.9m are estimated to be possible by 2012.\nImproving Cumbria’s schools\n1.7 The Government has two schemes for improving the quality of secondary schools using improvements to buildings as part of a strategy to transform learning and achievement. These are the Academy and Building Schools for the Future Programmes. Both these schemes involve significant multi-million development programmes and whilst the costs identified reflect current estimates, these costs will be refined as the programmes develop.\n1.8 The Council has been successful in working with partners to secure funding for new Academies in Barrow and Egremont and two in Carlisle. These new schools are now open, and new buildings and facilities will follow over the next three years. Most of the £100m required for new buildings comes from the Government and Academy sponsors, but the Council is responsible for the commissioning process and for making sure that clean and secure sites are handed over to the developers. A further £600k of revenue and £3.0m of capital for additional costs arising from the project is included in the proposed budget.\n1.9 The Council is now preparing a bid to the Government’s Building Schools for the Future Programme - initially to secure an £80m investment in schools across West Cumbria. These improvements are an important aspect of the Britain’s Energy Coast programme and are intended to inspire a real change in educational aspiration and attainment in the west of the county. Further bids to the BSF programme to improve schools elsewhere in the county may follow. The budget proposes investing £1m revenue in each of the next two years to support this work plus £4m capital over three years.  In addition given the very significant cost at a national level, there is a risk that BSF as a programme may be reviewed by any incoming government.\nA modern fire service\n1.10 Plans are in place for continuing the modernisation of the fire service in the next year by investing in some areas and making some savings in others. The impact will not be great over the next 12 months, but the pace of modernisation will have to accelerate in future years. The Council will conduct a thorough review of the service and expects to bring forward further measures for reform as part of next year’s Integrated Risk Management Plan and budget consultation process. Efficiencies of around £1m are incorporated in the budget for 2011/12 and 2012/13.\n1.11 The Private Finance Initiative scheme will see five new fire stations built in Cumbria as part of a joint project with Merseyside and Lancashire services. The new stations would be at Patterdale, Workington, Penrith and two in Carlisle. This proposal would cost £350,000 over three years and there may be some capital receipts associated with relocating to new buildings. Some staff may also have to move their work locations\n1.12 The move to a Regional Control Centre in Warrington in 2012 means that there is a need to update current IT software provision to ensure that data meets the requirements of the new facility and is timely, relevant and accurate. This proposal would cost £150,000 over the next three years.\n1.13 As part of modernisation, the Council is exploring partnership working jointly with another authority or even by another authority. The extent of any partnerships has not been determined yet and estimated savings are £250k a year.\n1.14 Two workshops in Kendal and Dalston are used to repair and service vehicles. The proposal is to close the Kendal workshop and upgrade the facilities at Dalston to provide a more effective service at a single site. A review of the purchasing and supplies stores facility in Cockermouth is also planned. Taken together these measures will save £210k over three years \nMaking our services easier to use\n1.15 Services should be built around the needs of the people who use them. Access to services should be simple and straightforward, but all too often they can seem complicated and confusing. The Council is applying ‘LEAN System Thinking’ across its services to streamline processes and make things much simpler. By stripping out waste and duplication, services can be much more efficient and effective.\n1.16 In Children’s Services work on early intervention in social care is expected to reduce demand for resource intensive acute response leading to savings of £1.01m in 2010/11 rising to £2.615m in 2011/12 and £3.205m in 2012/13.\n1.17 In Adult Social Care savings of £1m in 2011/12 and £1.5m in 2012/13 are expected. \n1.18 Reviews of Highways and Transport in relation to reactive highways maintenance requests are expected to lead to savings of £150k in 2011/12 and £800k in 2012/13. \n1.19 Further business improvement work in other areas will save an additional £74k in 2010/11, £254k in 2011/12 and £419k in 2012/13.\n1.20 These reviews will result in services becoming much more accessible to the public through the Council’s website, a telephone contact centre and Local Links offices in communities. Wherever possible customer contact arrangements will be shared with District Councils or other public bodies – so that one phone call or visit will be all it takes to resolve all and any council enquiry – whichever council is responsible for delivering the service.\n1.21 Greater use of modern ‘assistive technology’ to check that people are safe and well at home will save £1.9m a year for Cumbrian taxpayers by 2011/12.\n1.22 Review of the £13m Supporting People programme can deliver efficiencies and allow us to focus resources and efforts on what is most important to vulnerable adults and older people in Cumbria.  Savings of £505k in 2011/12 and £1.01m in 2012/13 are forecast.\nReviewing high cost services\n1.23 Benchmarking shows a number of areas where Cumbria County Council services cost more than those provided by other councils and yet we perform less well. Premises Unit provides catering and cleaning services to the council and schools. A review of all aspects of the unit will consider whether it can be more cost effective by adding new services such as facilities management, the benefits of sharing services with other organisations, and whether it would be better to commission such services from the private or voluntary sector. The aim will be to deliver £275k savings in 2011/12 rising to £625k in 2012/13.\n1.24 Cumbria Care employs 3,000 dedicated, skilled and caring individuals, but in many cases struggles to provide the level of care that people expect in the 21st century. Many Cumbria Care homes are in old-fashioned buildings which do not meet modern needs. Following completion of feasibility work, the Council plans to reduce existing residential care provision in Barrow and build a new fit for purpose 60 bed residential home, together with providing 28 extra care housing places. This will save £103k in 2010/11 with £228k investment in transition costs in 2011/12. Savings of £458k are forecast for 2012/13 which will be ongoing.\n1.25 The existing policy of focusing Cumbria Care’s Home Care provision on support to service users with more complex or rehabilitative needs will continue. This means that an increasing number of less intensive care packages will be commissioned from the independent sector, resulting in savings of £86k in 2010/11, rising to £258k in 2011/12 and £343k a year by 2012/13.\n1.26 A review of grants and subscriptions which are paid by the Council to third parties is expected to save £184k in 2010/11, rising to £224k in 2011/12 and £264k in 2012/13.\nCharging for services\n1.27 The budget proposals include a review of charging policies to make sure frontline services are protected. Appendix I sets out the Council’s updated strategy for fees and charges.\n1.28 Unlike other parts of the country, there are currently no charges for on-street parking anywhere in Cumbria. Whilst parking meters are common-place elsewhere, Cumbria has adopted a free ‘disc-parking’ system. With a £250k investment next year, annual revenues of around £700k per year could be possible from 2011/12. \n1.29 Introducing charges for some planning processes such as sustainability assessments and pre-planning application discussions could generate £110k per annum. \n1.30 Increased charges for Windermere Ferry would generate revenues of £50k from 2010/11 rising to £100k in 2012/13.\n1.31 Increasing fees and charges for library and cultural services by 5% in 2010/11 and by 2.5% in 2011/12 and 2012/13 would generate an additional £60k next year rising to £90k in 2011/12 and £120k in 2012/13.\n1.32 A review of charges across the range of Adult Social Care activities could provide savings in excess of £700k in 2010/11 rising to £1.6m in 2012/13. These increases have been modified in light of consultation on the draft budget.\nModernising the Council’s offices and workplaces\n1.33 The Council occupies a wide range of properties across the county. Many are old and not fit for purpose as modern workplaces. They make inefficient use of space, have poor disabled access, and have high maintenance, energy and utility costs. Support services – such as cleaning, record management, mail, and ICT are expensive, and because we have so many buildings in different places – the cost of staff travelling between them is high. The ‘Better Places for Work’ project will create fit for purpose front and back office facilities in Carlisle, Whitehaven/Workington, Penrith, Kendal and Barrow rationalising an existing 49 buildings down to just ten.  In each location there would be a single council office or ‘Local Link’ open to the public to access council services and a second office for back office support functions. The project will realise savings of £110k in 2010/11, rising to £780k in 2011/12 and £4.54m in 2012/13. The project will require an annual capital investment of £500k.\nDelivering services more efficiently and effectively\n1.34 The budget proposals include a full review of how the Council is organised leading to savings of £705k next year rising to £3.29m by 2012/13. Examples include the following:\n1.35 Elected councillors have taken a lead in modernising the authority by exploring member budgets to achieve savings of £50k per annum from next year.\n1.36 The Council is reviewing a number of allowances and benefits available to staff. Essential car user arrangements will be reviewed to save an additional £133k per annum on top of those already identified from 2011/12.  A review of the severance policy should save £150k per annum from next year.  Review of recruitment and retention arrangements is expected to save £175k in 2010/11 rising to £325k per annum from 2011/12 onwards.\n1.37 The Council has rationalised its HR support services over recent years and established a single HR Service centre to standardise and streamline HR procedures. By bringing all remaining elements of HR administration into the service centre and automating processes, further savings are possible. The service centre could also support shared service arrangements with other partners, generating income and economies of scale. These are expected to deliver an additional £140k savings by 2011/12. \nCouncil services to reflect demographic change\n1.38 Cumbria has a significantly ageing population, with one in three people expected to be of retirement age by 2028. By 2012/13 it is envisaged there will be an additional 400 people aged over 85 living in the county. Around half of these people will receive some social care from the local authority. The budget includes an additional £524,000 a year to help look after the increasing number of older people.\n1.39 For a range of reasons – including medical advances there are now a higher than average number of vulnerable younger adults with a physical disability reaching the age of 18. The budget includes an extra £75,000 in 2010/11 and an extra £150,000 in each of the years 2011/12 and 2012/13 to help meet these needs.\n1.40 Nationally, more people with a learning disability are both living through their childhood into adulthood and into old age, despite needing complex care and support. The budget provides an additional £260,000 in 2010/11 to £1,383,000 in 2012/13 for demographic changes.",4.99,9.44,3.21,3.1,17.77,7.35,50.17,30.92,null,3.5,19.89,2.46,8.99,4.13,12.2,-4.63,-1.55,5.98,14.32,7.45,7.7,3.92,11.9,11.41,6.15,null,"NOT KNOWN",{"$nulls":13},"X",null,"X",null,"X",{"$nulls":5},"X",null,"X",null,"X",{"$nulls":6},5844,null,null,"A full set of our proposed budget papers can be found at http://www.cumbria.gov.uk/councilmeetings/committees/documents.asp?Committee=2941&Date=02/02/2010&Title=Cabinet. The attached schedule sets out how we are changing services over the next 3 years. \n\nIn addition the Council has invited the electoral commission to review electoral arrangements in Cumbria, and in this process to take account of the desirability of reducing the number of electoral divisions for the County in the interests of good and efficient governance. ",null,"X",null,"The County has agreed an approach where all areas are reviewed in priority order to consider the opportunities for Shared Services.\nThis is set out in a report to our Cabinet on the 2nd February.\n\nhttp://www.cumbria.gov.uk/CouncilMeetings/Content/Public/2941/4020316449.pdf"]
["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","X",null,"NOTE for Q1 - for Revenue budget, the respondent has added \"Budget Requirement\"; for Capital budget, the respondent has added \"Original exc. Equal Pay Back Pay\". NOTE Q2 - figures are approxomations after taking out the effect of funding/accounting changes. NOTE for Q4 - Our budget proposals for the next 3 years include growth to address spending pressures, principally in adult and children’s social care, highways, and environmental services. These are exceeded by proposed savings from management, back office support, and service redesign, which will not impact materially on the users of front-line services.",4.7,5,4.2,2.3,8.9,0.3,2.2,-1.1,null,2.9,3.8,2.9,-2.1,9.7,12.9,2.7,4.3,3.3,4.3,2.1,0.9,5,7.3,1.4,-1.7,null,null,null,"X (3 yrs)",{"$nulls":32},5850,"-200 (3 yrs)",null,"We are constantly reviewing existing activities and looking at new ways of working to free up resources to protect / improve front line services and reduce pressure on Council Tax payers. \n\nFor example:\n- reduced management costs;\n- exploitation of new technology;\n- review of processes and service requirements, e.g. rationalisation of administrative functions.\n\nWe are making no specific provision for increases in pay over the next 3 years, but will honour any national agreements, and have set aside contingency sums to meet the potential costs of this together with any other volatilities and risks in an increasingly unpredictable financial environment.\n\nFees and charges are subject to ongoing review. For example, next year’s budget proposals include increasing some Bereavement Service charges to help meet related spending pressures. ",null,null,"X","Although we already share services with schools. "]
["Durham County Council","Unitary Authority","North East England","X",null,"NOTE for Q1 - Durham County Council is a new unitary council that began 1.4.09. The revenue budget for 2010/11 is subject to full council decsion on 24.2.10. The 2008/09 Capital budget figure is 'due to slippage'. The new unitary council rolled forward an old capital programme. ",-4,-9,3,-2,-1,-22,0,-6]
["Ealing London Borough Council","London Borough Council","Greater London","X",null,"NOTE for Q2 - The reduction in the highways revenue budget in 2010/11, needs to be viewed alongside the substantial capital investment in highways over the past couple of years, which has resulted in reduced revenue expenditure e.g. fewer road repairs as the programme of infrastructure renewal is rolled out. NOTE for Q3 - It is clear that there will be a real terms cash reduction in local government funding over the next 3-5 years as the level of government borrowing undertaken to secure the financial system and stimulate the economy has left the country with historically high deficits and levels of debt. The major restraint in public spending will begin in 2011/12 and although it is difficult to put a firm figure on the scale at this stage, it would be reasonable to assume 10% cash reductions in the grant we receive from government over the following 3 years after 2010/11 and a 10% reduction in total spending. NOTE for Q4 - Any broad examples would need to be treated with extreme caution at this stage as the Council will be faced with difficult choices in maintaining service delivery during a period of wider funding restraint. At this stage it can be said that the Council will look for efficiencies in all areas of spending whilst looking to safeguard frontline services as far as possible and continue to invest in its priority services. NOTE for Q5 - Similarly any figures about the potential impact on staffing would need to be treated with extreme caution at this stage, however, if a 10% reduction in total spending was assumed then as worst case a proportionate reduction would be a reasonable estimate. ",2.1,5.2,1.5,2,11.2,-9,21,7.9,null,2.4,5,-2.7,-2.3,-4.6,5.4,4.9,-2.6,1.1,0,-1.9,-3.7,57,-0.3,11.7,1.6,{"$nulls":4},"X",{"$nulls":31},3400,null,null,"The Council has a strong track record of identifying efficiencies and has, so far, realized cash backed efficiencies of over £80m over the past 5 years including market management of social care placements and partnership delivery of facilities management. It will continue to investigate options such as organisational improvement and partnership opportunities to drive out further savings as well as any other innovative opportunities that present themselves.",null,null,"X","The Council has placed delivery of VFM to residents as one of its top three priorities and therefore has an open mind as to opportunities to work in partnership with others to improve service delivery and deliver cashbacked savings. "]
["East Riding of Yorkshire Council","Unitary Authority","Yorkshire and Humber","X",null,null,4.6,4.3,5.3,3.1,-8.7,2.4,32.7,32.4,null,6.6,3.1,2,7,8.7,6.1,2.3,1.9,4.1,13.2,1.9,4.5,4.1,13.6,13.3,2.6,{"$nulls":6},"X",{"$nulls":12},"X","Spending is subject to a relatively high level of grant funding, which places it more at risk.",{"$nulls":4},"X",null,"X","Services are discretionary and therefore more vulnerable to spending reductions.","X","Services are discretionary and therefore more vulnerable to spending reductions.",null,null,"X","Such as corporate support services.",null,"14000 approx","unknown",null,"The Local Strategic Partnership’s resource advisory group has already had success in a programme of value for money reviews which will continue to ensure that service provision can be maintained within current budgets through the identification of efficiencies.\n\nThe Council is progressing a Transformation Programme which aims to make significant efficiency savings.",null,"X",null,"The Local Strategic Partnership’s resource advisory group is looking at alignment of budgets and strategies between partners in the East Riding with a view to potential developments in partnership working in the future."]
["East Sussex County Council","County Council","South East England","X",null,null,4.1,6.7,4.3,2.8,2.8,-24,71,71,null,5.8,5.7,5,2.3,4.2,5.2,4.9,3.9,6.6,8.1,8,1.2,2.7,2.5,2.9,0.5,{"$nulls":5},"X",{"$nulls":5},"X","Demographic pressures will put pressures on services for the elderly",null,null,"X","Maintenance","X","Parks and public spaces","X","Grants",{"$nulls":4},"X","Reduce hours and book stocks","X",null,"X","Reduced grants/support","X","Reduced grants","X","Reduction in building maintenance; Waste Management",null,4368,"We can't give guarantees but, through careful planning, we hope to avoid compulsory redundencies next year. ",null,"1.  Reviewing the service offer and focusing on key client or customer impact intended.\n\n2.  Even closer view of how such services are procured and managed including in collaboration with others or out-sourcing, if that is more efficient.\n\n3.  Joint commissioning and shared services.\n\n4.  Organisational initiatives such as flexible working, review of property holding, management layers, use of technology, pay and reward strategies.\n\n5.  Debate with Communities and the public as to how we can best help them to help themselves.",null,"X",null,"• Variety of joint commissioning and joint service initiatives with health colleagues.\n• Shared back office opportunities with neighbouring councils but also health, police and fire (e.g. common or shared ICT platforms, shared procurement contracts).\n• Estimate of savings – very difficult to be precise at this stage. "]
["Enfield London Borough Council","London Borough Council","Greater London","X",null,null,4.59,6.98,3.33,1.7,10.08,25.41,18.79,11.6,null,0.46,-0.05,5.14,1.14,16.75,18.52,2.85,7.5,-0.54,6.11,3.29,1.66,-0.6,-4.44,7.01,3.25,null,null,null,"X",{"$nulls":21},"X",null,"X",null,"X",{"$nulls":6},4188,3500,null,"Rather than seek an external private sector transformation partner, Enfield has decided to develop inhouse capacity to lead and deliver change and efficiency.  The Council’s Leaner Programme has already delivered £3m savings in its first year – totalling £20m over the next 4 years.  The 6 workstreams relate to: \n- reducing the office portfolio by 20% through remote working, \n- moving customers to cheaper forms of contact channels and a big push on self-service,\n- reviewing service delivery models including outsourcing, sub-regional shared services, internal centralisations etc, \n- better procurement and contract management, \n- personalisation – modernising adult social care and moving towards self-directed care and commissioning\n- future shape – looking at total place and the future role and structures of public services",null,"X",null,"We are in the process of appointing a Joint Director of Public Health and a Head of Commissioning with NHS Enfield.  We are also working through the North London Strategic Alliance to investigate shared services.  Areas for further discovery include:\n- environment regulation – building control, trading standards, enforcement etc\n- training for employees and schools\n- grounds maintenance\nIt is too early to say what savings can be expected – this will need to identified in the discovery work and any subsequent business case."]
["Essex County Council","County Council","East of England","X",null,"Q3 deleted from the survey… Q4 textual answer:- All areas in the public sector will come under significant pressures over this time frame due to pressures in public finances. ECC has also pledged to keep council tax increases for the next 3 years below inflation.   \n\nAreas that are particularly susceptible to strain are those that are subject to increasing demand or those that are not fully funded by central government where the burden falls to local taxpayers to meet the costs.  \n\nExamples would include care for the elderly both in terms of the ageing population that affects Essex significantly due to the high number of elderly residing in the county but also the government’s proposals for the Care at Home Bill as reported by the BBC http://news.bbc.co.uk/1/hi/health/8488219.stm\n\nThe cost of caring for the elderly has also increased by 17% over the last three years and of course people are living longer which again will have an impact on demand.\n\nThe increasing cost of dealing with waste meant ECC in the last year had to pay £40 in tax for each tonne of rubbish that goes to landfill despite increasing recycling to record levels.\n\nThe recent bad weather combined with the poor conditions of February 2009 will also have an impact on budgets as more roads will need to be repaired that were damaged by the conditions.\n\nThere is also significant underfunding by central government in relation to the concessionary bus fare scheme that again local taxpayers are having to fund. \n\nECC has argued for some time that there needs to be a fundamental overhaul of the system of local taxation in this country and the council tax could be replaced with a broader range of financial levers to be made available to local authorities – a suite which could include a relocalised business rate, local sales and income taxes, and a revised property tax. It also proposes local authority-led redistribution – thereby freeing councils from central financial control and allowing every authority to benefit from local economic growth. \n\nAt present council tax is the only way that we can raise the necessary revenues. ECC does not believe that Essex residents should have to pay excessive increases especially as already every Essex resident pays £1000 more in tax to the government than the value of services that they receive. ",4.63,7.59,2.48,2.35,15.07,19.75,53.44,26.82,null,7.28,16.71,5.83,7.91,0.07,23.94,6,14.37,-5.32,34.67,3.63,1.02,3.35,7.07,5.55,5.82,{"$nulls":36},10900,null,null,"ECC announced on 1/2/10 that it is looking at reducing the number of managerial posts by 275 over the next 6 months. This does not include front-line positions and will be achieved through natural turnover, retirement, voluntary redundancy and not filling existing vacancies.   \n\nIn February 2008, the Council approved as its corporate policy, “Essex Works, Modernisation Agenda:  Improving our Services”. Under Section 8 of the policy we acknowledged that ECC, and all other local authorities, face a significantly tougher financial climate and that ECC must ensure that it continues to deliver excellent services and great value for money.\n\nTo make this a reality ECC needs to effect change on a scale and breadth never seen before in local government, removing silo based delivery system and creating a truly integrated organisation. ECC needs to have the ability to embed best practice from the public, private and voluntary sectors, utilise state-of-the-art technology and ensure ECC understands and meet the needs of all of our 2 million customers.\n\nECC has publically committed to divert at least £300m over the next three years away from processes into front line services by identifying commonality, eliminating duplication and embedding an ethos of focusing all of our efforts on increasing customer satisfaction. \n\nThis savings programme represents that largest and most comprehensive of any local authority in the UK. \n\nECC’s corporate programme, finance and wider directorate teams have continued to scope, design and deliver innovative ways to improve the service we offer and deliver better value for money including 60 efficiency projects focusing on procurement, IT, end to end process re-engineering and structural changes to optimise resources.\n\nIn the financial year 2008/2009, through implementing 95 initiatives ECC achieved further savings and efficiencies of £59.36m. This £59.36m is a culmination of work streams focusing on streamlining processes across the entire organisation, including significant progress in areas such as Home to School Transport, Street Lighting, and Facilities Management. Other contributors include increasing income through developing effective shared services, procurement services and legal services; a more intelligent approach to procurement and a reduction in use of external resources such as agency and consultancy staff.\n\nThese benefits will continue to be developed in the future. ECC will ensure that it continues to deliver improvement to equip itself for the future.",null,null,null,"Sharing services is one the options that we are currently exploring at the moment. \n\nHowever, it is too early to be able to say how much this could potentially save and what specific areas we would be looking at.\n\nHowever, ECC of course already shares a Chief Executive with Brentwood Borough Council and there is also a long history of legal services collaboration in the region.  "]
["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","X",null,"NOTE for Q1 - The 2008/09 year contains additional resources of £5.6m for services previously funded by specific grant, now transferred into formula grant and therefore the revenue requirement. \n\nCapital budgets represent long term investment and, as such, do not lend themselves to year on year comparison.\nNOTE for Q2 - Highways expenditure has been affected by significant variations in capital charges for roads. These are non cash transactions and do not affect the overall budget or the level of council tax.",3.2,4.9,1.6,1.5,-8,-27,79,-9,null,2.4,3,5.9,2,2.6,2.2,3.6,4.4,-25.1,4.1,-8.3,-0.7,3.6,4.3,7.9,7.9]
["Hackney London Borough Council","London Borough Council","Greater London","X",null,"NOTE for Q1 - 2010/11 Capital budget: The Council is in the process of finalising its Capital expenditure proposals and it is anticipated that the overall level of expenditure will be in line with the previous financial year. NOTE for Q4 - The Council is currently reviewing all of its key spending areas as part of a corporate strategy to meet the financial challenges ahead but at this stage we are unable to identify those service areas and the specific services within that will face reductions in expenditure. NOTE for Q5 part 2 - Staffing levels are being reviewed as part of the corporate strategy to meet the financial challenges ahead.",3,3.7,2.4,0.2,10,51.4,-9.4,null,null,3.2,4.1,-0.1,-0.6,1.5,13.4,1,1.6,-16.6,6,6.3,3.3,-14.6,0.3,14.3,1,{"$nulls":5},"X",{"$nulls":30},3863,null,null,"The Council is undertaking a series of initiatives to save money and to improve service efficiency and effectiveness. All services are required to develop and deliver ongoing annual efficiency savings programmes. We are reducing our buildings from 20 to 7 which will deliver £20m of savings as we will now not be required to refurbish current offices to meet modern office standards and health and safety requirements. This is likely to save a further £30m in the longer term through reduced rents, service charges and running costs and by savings in energy costs. The Council is also carrying out reviews which will reduce spend and deliver value for money services in the way our customers want them. Areas which are currently being reviewed are Policy and Performance, Public Realm (including environmental services, highway maintenance, parking, enforcement and waste management), Planning and Estate Management. We are also reviewing the use of agency staff and all backroom operations. CLG figures released last September showed Hackney Council had achieved £40million in efficiency savings, highest in London, while the Mayor of Hackney’s proposals for the 2010/11 budget include a historic fifth Council Tax freeze in a row, which no other authority will have achieved.",null,null,null,"As part of the Council’s corporate strategy to meet the financial challenges ahead, the possibility of sharing services with other public sector bodies is being considered but it is too soon to report any decisions, plans and hence potential savings at this stage."]
["Halton Borough Council","Unitary Authority","North West England","X",null,null,3.5,6.8,3.5,1.9,-5.6,58.5,16.7,33.9,null,0.2,13.5,2.4,0.2,-1.3,-0.5,9.5,1.7,-10,-0.7,7.8,-2.6,7.1,17.5,6.4,-0.2,{"$nulls":4},"X",{"$nulls":6},"X","In view of the likely size of the financial squeeze all services will be vulnerable although front line services will be protected as far as possible.","X","In view of the likely size of the financial squeeze all services will be vulnerable although front line services will be protected as far as possible.","X","In view of the likely size of the financial squeeze all services will be vulnerable although front line services will be protected as far as possible.","X","In view of the likely size of the financial squeeze all services will be vulnerable although front line services will be protected as far as possible.","X","In view of the likely size of the financial squeeze all services will be vulnerable although front line services will be protected as far as possible.","X","In view of the likely size of the financial squeeze all services will be vulnerable although front line services will be protected as far as possible.","X","In view of the likely size of the financial squeeze all services will be vulnerable although front line services will be protected as far as possible.","X","In view of the likely size of the financial squeeze all services will be vulnerable although front line services will be protected as far as possible.","X","In view of the likely size of the financial squeeze all services will be vulnerable although front line services will be protected as far as possible.","X","In view of the likely size of the financial squeeze all services will be vulnerable although front line services will be protected as far as possible.","X","In view of the likely size of the financial squeeze all services will be vulnerable although front line services will be protected as far as possible.","X","Management and Support services",null,3500,3000,null,"Management structures leading to fewer managers by delayering etc\nBringing support services together to reduce duplication\nMarket testing services\nUtilisation of assets \nBetter use of accommodation by concentrating in council owned buildings and better      utilisation of space\nBetter procurement\nCollaboration and shared services\nGreater use of IT\nReview of terms & conditions\nIncreasing charges\nAccessing external funding",null,"X",null,"Trading Standards in place\nJoint Emergency Duty Team in place\nJoint commissioning with PCT \nUse of framework agreements for particular contracts\nJoint LEP for BSF\nShared use of assets\nJoint procurement of waste disposal (Note that landfill tax escalator and landfill penalties will significantly add to costs)"]
["Hammersmith & Fulham London Borough Council","London Borough Council","Greater London"]
["Hampshire County Council","County Council","South East England","X",null,"Answers given in Q4 are subject to policy decision.",5.4,4.4,2.6,2.3,2.4,-18.5,20.7,-17.1,null,5.8,5.7,4.8,4.1,3.2,5,3.1,0.8,{"$nulls":12},"X",{"$nulls":6},"X","Demographic, Free Personal Care. Increased dependency and complexity of needs. ","X","More children assessed as being vulnerable","X","Fewer improvements, increased maintenance backlogs",{"$nulls":19},11374,"Subject to policy decision",null,"Hampshire County Council has been preparing for some time for a public spending slowdown and planned reduction in Government funding. This has been in order to safeguard the future of all our local services and ensure that the burden of making up any shortfall in funding does not fall to Hampshire's council taxpayers. We have adopted an efficiency strategy which encompasses a range of approaches to help provide the best value for money at the least cost to Hampshire’s council taxpayers, while diverting more money to meet important frontline service pressures. \n\nAs a result, the County Council has adopted smarter procurement practices in the way we acquire goods and services, put in place reviews of income and charges and improvements in housekeeping, smarter working and greater forward planning. \n\nIn addition to our efficiency strategy, Hampshire County Council has also carried out a programme of corporate reviews which have looked at reductions in senior management costs by taking advantage of people retiring and leaving, departmental amalgamations, streamlining of services and economies of scale. \n\nSimilarly our efficiency initiative known as Hampshire Workstyle which runs alongside the strategy, will bring together staff who provide complementary services so that the way we deliver them to our residents is more co-ordinated and efficient. In some cases, by sharing office space with our district or borough partners, Workstyle will also enable us to reduce the amount of office space that we occupy, and to use it more efficiently. \n\nBy working closely with our partners and sharing services with other local authorities through the Hampshire Senate for example, we can build on this approach and make even greater savings. Making extensive use of countywide and regional contracts through partnerships such as Improvement and Efficiency South East (IESE) will also help us to deliver significant ongoing efficiencies. \n\nLast year alone, through good forward planning and smarter working, we achieved £20.5 million in efficiency savings and having set up an Efficiency Panel, its role is to identify where we can make £15m in recurring cost savings each year, so that we can protect services such as vital social care for vulnerable children and adults, which have also faced increased demand during the recession. ",null,"X",null,"Hampshire County Council already has existing well-developed shared services with schools, police and fire authorities and is also seeking to explore further opportunities for sharing with other county councils. \n\nAs part of the County Council’s overall efficiency strategy detailed above, the work of the Hampshire Senate will help to facilitate closer partnership working with a view to sharing services and achieving greater efficiencies. \n\nThe 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 and Fire Authorities; the Hampshire Primary Care Trust; the Hampshire Association of Local Councils; the Hampshire Economic Partnership; and the Hampshire Strategic Partnership. The voluntary and community sector, the Regional Development Agency and the Armed Forces also have seats. \n\nIt aims to achieve better working, efficiency and co-ordination between public services. The Senate will ensure that the leaders of all democratically elected 11 borough and district councils have a full say in setting and delivering joint priorities and targets, alongside the heads of other key delivery agencies.\n\nBy working closely with our Senate partner Havant Borough Council for example, work is currently underway on a Public Service Village for Havant. This will provide local residents with a 21st century complex that enables local councils and voluntary sector organisations to work together in a more integrated, cohesive way to provide improved services to the community and to support disadvantaged and vulnerable families. As a result, we will be able to deliver not only greater value for money to the taxpayer but also deliver more efficiencies and savings by sharing premises and adopting flexible and more sustainable working practices."]
["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","X",null,"NOTE for Q1 - Capital doesn't work the same way and year-on-year comparison is difficult because of the way external funding works. Because schemes can run over more than one year, it is very difficult to fix these figures year-on-year. NOTE for Q2 - Definitions of exactly what constitutes ‘Highways’ or ‘Environmental Services’ will differ and there have been changes to the grant regimes and other factors that skew social care figures. Please contact me if you wish to discuss further. NOTE for Q3 - This would be entirely dependent on future Government policy and the economic conditions, but we consider the worst case scenario to be in the region of 15-20% reduction over the next 3-5 years. NOTE for Q4 - We do not expect the Government to direct the reductions in public spending, so each council would have the freedom to manage the reduction in funding as it sees fit, based on the needs of the local community.",3.8,5.9,2.4,0.6,{"$nulls":5},"See notes",{"$nulls":21},"X worst case scenario",{"$nulls":4},"See notes",{"$nulls":24},"3500 approx","no detailed projections",null,"We have already been working to transform customer services, corporate services and the way we commission and deliver adult social care. The Council’s Cabinet has authorised an invest to save programme to speed up this work. \n\nAt the same time, we will be looking at sharing services either with neighbouring boroughs or the NHS, investing in technology so that we work more efficiently and rationalising office space.",null,"X",null,"We’re in discussions with NHS Havering and other East London boroughs. It’s too early to identify specific projects or savings."]
["Herefordshire County Council","Unitary Authority","West Midlands","X",null,null,3.5,7.7,4.5,3.9,25,-3,73,-6,null,1.6,20.2,0.3,1.2,8.6,8.3,1.6,2.2,-9.1,2.4,-8.6,-1.2,9.6,-4,2.7,-9,{"$nulls":7},"X",{"$nulls":7},"X",null,"X",{"$nulls":7},"X","Wider use of facilities to reduce costs","X","See below","X","Reduction in management contributions","X","Reduce grant contributions and no inflation",null,null,null,1833,"not known",null,"Shared services arrangements proposed for back office areas.  Will be joint arrangement with Herefordshire PCT and Hospital Trust.",null,"X"]
["Hertfordshire County Council","County Council","East of England","X",null,"NOTE for Q1 - revenue budget figures have been adjusted for changes in funding and/or function in order to compae on a like-for-like basis between years. NOTE for Q2 - ALL figures have been adjusted for changes in funding and/or function in order to compare on a like-for-like basis between years. Figures provided for Environmental Services relate to Environmental Management which covers countryside management service, public rights of way and rural estate management. NOTE for Q3 - Adjusted for changes in funding and/or function and inflation. NOTE for Q5 - The FTE numbers do not take account of any changes that may result from our major business transformation programme (set out at 6 below) which is still at an early stage. ",6.7,8.9,4.9,1.3,-4.3,-4.7,2.3,5.9,null,8.9,10.2,5.7,0.9,7.6,13.1,0.9,4.8,3.2,1,2.8,8.4,1.1,23.6,9.1,2.1,null,null,null,"X",{"$nulls":29},"X","All services are in scope",null,8254,8186,null,"A major business transformation programme (‘Council for the Future’) has been launched in order to reduce costs whilst maintaining the performance and quality of services.\n\nThe aim is to review the council’s staffing structures, business systems, external contracts and procurement to ensure they provide best possible value for money. It will also remove any unnecessary bureaucracy, use more flexible working, and improve partnerships and commission services from organisations which can provide even better value for money.",null,"X",null,"As part of our shared managed services (SMS) programme the ten district and borough councils and the Hertfordshire Police Authority have signed up to the Framework agreement.  This will enable them to join with the services being contracted by the County Council.  The SMS programme covers elements of HR, Finance, IT, Customer Services and facilities management (at main sites).  Annual saving target for the County Council is £2.1m.\nWe are working with Health to jointly develop intermediate care services and are exploring the feasibility of including the Wheelchair Service with Equipment- at this stage it is to early to quantify the benefits.\nOther opportunities are being explored through our two tier Pathfinder project with the districts.  This includes legal and audit services. The packaging consortium arrangements we have with the District Councils has resulted in an increased income from the sale of recyclable materials.  The HCC element is approximately £275k per annum."]
["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",null,"X"]
["Islington London Borough Council","London Borough Council","Greater London","X",null,"NOTE for Q1 - The increases in capital budget in 2008-09 and 2009-10 reflect increased spending on Building Schools for the Future, improvements to leisure centres, Decent Homes and local environmental improvements. The budget will stabilise in 2010-11 and will reduce significantly in the following two years. NOTE for Q2 - The changes in the highway budget mainly reflect reductions in the parking account surplus (and an increase in the surplus in 2008-09). Changes in environmental services reflect increased waste disposal and community safety costs in 2007-08, and reductions in waste, street cleaning and community safety budgets in 2009-10. \n",3,4.7,2.3,1.7,-5.4,19.4,15.1,1.1,null,1.2,0.9,2.6,-1.9,12.6,2.7,-4.3,0.4,89.9,-25.8,37.5,0.1,17.1,-3.4,16.7,0.1,{"$nulls":36},3400]
["Kensington & Chelsea Royal Borough Council","London Borough Council","Greater London","X",null,"NOTE for Q1 - Please note the large increase in the capital budget for 2010/11 is driven by large projects coming on stream. NOTE for Q2 - These figures are taken from published and draft revenue budget reports. NOTE for Q3 - We have not ticked a box as we feel we fall between 5-10% and 10-15%\n\nThe Council is prudently forecasting a real terms reduction in resources and is planning to reduce its spending in line with this. The real terms reduction for which we are planning is estimated at roughly 3 per cent a year (lost resources plus pay and price inflation) i.e. 9% over three years, 12% over four years and 15% over five years.\nNOTE for Q4 - There is no response to this question as it would require speculation on the outcome of resource allocation decisions which have yet to be taken by nationally and locally elected politicians.NOTE for Q5 - Again there is no response to this question as it would require speculation on the outcome of resource allocation decisions which have yet to be taken by nationally and locally elected politicians.",2,6,3,1,-14,-10,22,36,null,4,10,3,2,0,0,6,-1,-5,19,-1,-3,-4,20,19,-4,{"$nulls":36},2575,null,null,"The Council has an extensive and ambitious programme of actions to reduce its costs. A few examples are:\n\n15 per cent management costs reduction exercise \nFreezing the pay of senior staff and elected members for the coming year\nA major rationalisation of office space (the SPACE programme)\nIT-enabled improvements in efficiency\nSharing senior management posts with a neighbouring authority\n\n\nTogether these represent savings of several million pounds per annum.",null,"X",null,"Currently sharing a Director of Highways and Transportation and a Director of Legal Services with a neighbouring borough with savings of over £100k.\n\nFurther plans and initiatives are likely to be considered and progressed in future years. (See response to question 6)."]
["Kent County Council","County Council","South East England","X",null,null,4.5,7.3,3.2,3.3,-4.2,24.9,11.6,6.1,null,6,3.5,2.8,1.3,2.6,4.1,2.4,5.7,1.4,14.3,0.9,0,4,12,4.5,1.3,{"$nulls":6},"X",{"$nulls":4},"X","Increased use of self-assessment and a single assessment process, improved service delivery efficiency by service providers, increased use of telehealth and telecare, improvements from self-directed support, improved transition from childhood to adulthood for those with lifetime disabilities, possible review of eligibility criteria, further developments in e-commerce, maximising charging, personalised care better transfer of care between social services and health. ","X","Improved and earlier intervention leading to fewer looked-after children and/or repeat referalls, difficulty recruiting social workers to the south-east, review of use/cost of Independent Foster Care agencies  ","X","Reduced maintenance as a result of expected large cuts in government support, better use of the private sector in achieving cost efficiencies","X","Delivery could be limited to our statutory obligations","X","Our support may have to diminish as we climb out of recession. ",{"$nulls":4},"X","A more modern and appropriate Library service should produce cost savings and improvements in the service  ",null,null,"X","Delivery counld be limited to our statutory obligations","X","Voluntary organisations will need to work with us and partners to increase efficiency in the same way the rest of the public sector will have to","X","All services will come under scrutiny in order to meet the increasingly difficult task of balancing the books while meeting increased demand and expectation. ",null,9174,8400,null,"We will continue to modernise our services, as implied in our answers to Q4 above, and to be innovative in finding the most cost effective way to deliver services. We are taking out 463fte posts in the current budget proposals for 2010-13 which will not adversely impact on our services. We will do this by further automating back office processes wherever possible, and by removing unnecessary bureaucracy.\n\nOur continued roll-out of Gateways will provide a one-stop shop for all public agencies, thereby enabling us to shut-down outdated means of access and reduce the number of public sector buildings. As part of that, we will work with other agencies to minimise the number of people and visits made by the public sector to our customers. The real focus has to be improving the experience for the customer, and that means getting the public access right. Many of our existing face-to-face transactions will be transferred on-line, where many of our customers feel more confident than walking in to our offices or ‘phoning our Contact Centre. Not only will the customer have a much more convenient experience at a time that suits them, the transaction cost will be hugely reduced. So, we will cut down our transaction costs as we move from face to face contact to web enabled, which is both enormously cheaper and more convenient for many of our customers.\n\nWe will inevitably look at the discretionary services we provide with a view to direct charging of customers who make use of the service, rather than ‘charging’ everyone through Council tax.\n\nWe have set a zero increase in pay for 2010. We will look at the prevailing circumstances each year and as such have made no commitment to the level of any future pay awards.\n\nIn 2011/12 and 2012/13 of our medium term plan, we have savings of some £70m yet to be identified. We will look at every penny we spend to ensure we maximise our efficiency and the technology available to us, as a way of delivering some of that £70m.\nAt the same time, we have increased cost pressures resulting from increasing numbers of elderly people and people with disabilities, as well as increasing costs of waste disposal. \n\nReduced funding doesn’t always mean we have to do less. Often, it drives us to be brave in the way we think, as ‘standing still’ is not an option. We have to take measured risks, and in doing so the customer experience is often better for it. Kent County Council has always accepted a degree of risk, which has helped to make this the top-rated Council that it is.\n",null,"X",null,"Some of what we plan to 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 millions for KCC by the end of year 5\n\nSome other examples:\n- Joint commissioning with the NHS\n- Public Health strategy\n- working with District Councils on housing schemes for people with disabilities\n- Total Place, where we will look to share front-office, back-office, assessment services and property assets with public and voluntary sector agencies"]
["Kingston upon Hull City Council","Unitary Authority","Yorkshire and Humber"]
["Kirklees Council","Metropolitan Borough Council","Yorkshire and Humber","X",null,"Q1 - For Capital budget: Major 5 year plan, however the timing of individual schemes can alter. Q2 - OVERALL NOTE: Service budget information is available through the council website. However there have been changes in accounting treatment (such as capital charges, how grants are treated) meaning that some figures are not directly comparable year on year. Comparison at these high level categories can be distorted by chnages in single activities; for example highways would appear to increase in 2010/11, however, this is due to the recessionary impact on car parking income rather than an increase in expenditure in this area. DETAIL in the table: In the years 07/08, 08/09, 09/10 Service budgets increased for inflation and changes in demand. Efficiency savings from all services. Specific budget provisions made to deliver corporate priorities. In the year 10/11, Balance between need to allocate resources for higher care costs whilst planning for reduced public expenditure. ",3,3,3.5,2,{"$nulls":27},"X",{"$nulls":26},"X","Under the Council's Innovation and Efficiency programme changes will be made to back office functions (e.g. transactional improvements, improve procurement, redesign structure). On top of this all services will be squeezed with the greatest degree of protection likely to be in social care.",null,8500,7000,null,"The Council now faces the prospect of a substantial medium term budget deficit if it does not change the way it does things.  Addressing this is likely to require a fundamental organisational re-design.  This is being done by reviewing: -\n  * how our customers access services\n  * what services we provide\n  * what processes we use to deliver those services\n  * what information we use to deliver those services\n  * the technology we use to support delivery\n  * how we organise ourselves and our people\n  * the sites we use to deliver services from",null,"X",null,"The Council will use service delivery relationships with partners accorss all sectors where they add value. "]
["Knowsley Metropolitan Borough Council","Metropolitan Borough Council","North West England"]
["Lambeth London Borough Council","London Borough Council","Greater London"]
["Lancashire County Council","County Council","North West England","X",null,"NOTE for Q2 - Although revenue spend on Highways has reduced in the last two years of the analysis, there has been an increased allocation within the Council's capital resource of £9m in 2009/10 and £5m in 2010/11 (and for the next two years). This represents a 33% increase in capital allocation in 2009/10 compared to 2008/09 and an 18% rise in 2010/11 compared to 2008/09. This reflects the strategic decision by the Council to fund highways works through targeted Capital spend in conjunction with existing revenue funding. ",5.3,4.6,3.9,2.1,18.2,24.4,14.6,1.7,null,5.85,4.14,3.5,1.16,8,13,14,5,7.4,1.8,-6.7,-6.2,1.7,8.2,9.7,28,{"$nulls":4},"X",{"$nulls":6},"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,null,21200,null,null,"Lancashire County Council is undertaking/considering/planning the following:\nJoint Commissioning of services\nIncreasing charges and income generating opportunities\nFreezing of pay in accordance with national pay agreement\nReducing Management layers through restructuring\nImproved procurement processes\nRationalisation of use of accommodation/Flexible working\nStrategic partnership with a private sector partner",null,"X",null,"Furthering joint working arrangements with District Councils\nReviewing key services provided to see how greater efficiencies / better outcomes can be delivered through greater pooling of resources and joining up service delivery arrangements across a broad range of public sector partners\nStrategic partnership with a private sector partner (together with a range of public sector partners)"]
["Leeds City Council","Metropolitan Borough Council","Yorkshire and Humber","X",null,"NOTE for Q1 - THE COUNCIL OPERATES A ROLLING 4 YEAR CAPITAL PROGRAMME AND IT ALSO INCLUDES SIGNIFICANT SPENDING FUNDED THROUGH EXTERNAL GRANTS AND CONTRIBUTIONS THEREFORE IT IS NOT REALLY MEANINGFUL TO QUOTE ANNUAL PERCENTAGE INCREASES. NOTE for Q2 – DUE TO CHANGES IN HOW THE COUNCIL IS STRUCTURED, COMPARISONS WITH PREVIOUS YEARS ARE NOT STRAIGHTFORWARD AND WOULD NEED FURTHER WORK TO UNRAVEL. NOTE for Q4 – ONLY FOUR E AREAS IDENTIFIED, BUT IN REALITY IT IS UNLIKELY THAT THESE AREAS ALONE WILL BE ABLE TO YIELD SUFFICIENT REDUCTIONS IN THE FUTURE TO MEET A SIGNIFICANT REDUCTION IN RESOURCES AND AS SUCH I WOULD SUGGEST THAT IT IS INEVITABLE THAT ALL SERVICES WILL FACE SIGNIFICANT FINANCIAL CHALLENGES ",3.8,4.3,3.1,2.3,{"$nulls":8},3,null,null,null,9.7,null,null,null,0.6,null,null,null,-2.8,{"$nulls":4},"X",{"$nulls":8},"X","Discretionary services",{"$nulls":12},"X","Largely a discretionary service","X","Largely a discretionary service",null,null,"X","Support Services functions",null,14418,-0.1,null,"* New ways of working and reducing accommodation requirements\n  * Joint commissioning and procurement \n  * Productivity gains\n  * Demand management and early intervention\n  * Greater self service and better use of technology\n  * Reducing management layers and overheads\n  * Some increases in fees and charges in areas where traditionally our fees and charges are low",null,"X",null,"Limited discussions on-going with partner organisations, but it is clear that there will be a need for greater collaboration with partners in the future.  Too early too guess at potential savings especially for a large authority which probably already benefits from economies of scale"]
["Leicester City Council","Unitary Authority","East Midlands","X",null,null,3.8,7.9,4,2.6,7.2,2.8,-6.6,-7.2,null,3.1,17.7,5.1,3.3,6.4,7.3,0.5,1.7,-1.4,-7.3,1.9,1.7,4.8,7.6,6.3,1.2,null,null,null,"X (per year)",{"$nulls":11},"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,null,7000,"6750 (in 3 years) (excluding LSC transfers)",null,"Significant review of organisational efficiency designed to save £8m per annum, including redesign of corporate support services and a big push on procurement.\n\nReducing management layers elsewhere in the organisation.\n\nModernising employment contracts to increase flexibility.",null,"X",null,"We are working with our partners locally and at County level, but planning is at an early stage.\n\nWe make use of region-wide procurement contracts."]
["Leicestershire County Council","County Council","East Midlands","X",null,"Q4 - Additional vulnerable spending area included: education (non schools) targeting of youth services according to need £1m, review of transport policies £0.6m, removal of subsidy for Arts in Education service £0.4m",4,4.4,3.6,3.9,-21,55.3,-0.9,4.5,null,4.6,5.4,5.6,3.6,4.8,5.8,2.1,0,6.8,0,11.6,-3.3,9.1,14.8,3.2,5.5,null,null,null,"X",{"$nulls":7},"X","Change eligibilty to substantial & critical only £6.5m, employment services £0.8m, revised transport policy £0.5m",null,null,"X","Responsive maintenance via planned maintenance £2.8m, dimming/switch off street lights £0.4m, cease all but essential winter maintenance & reduce grass cutting £0.5m, removal of bus services/increase fares etc £0.9m","X","Reductions in grants £0.5m and services £0.3m","X","Reduced contributions and grants £0.4m","X","Planning advisory services reduced by £0.2m","N/a",null,"X","Reduced hours & staffing £0.7m, book purchases £0.3m","N/a",null,"X","Museum & record office reductions - reduced opening hours etc £0.5m","X","Adult Social Care review of voluntary sector £0.9m","X","Trading Standards - cut inspections and reduce advice £0.3m",null,5800,5200,null,"Creating single support services to be more effective and achieve greater efficiencies.\nNews ways of working / more flexible ways of working.\nStrengthen our approach to performance management (continue to address poor performance and sickness absence).\nBetter use of resources – assets etc.\nBetter use of technology.\nPay freeze for 2010.\nSingle Service arrangements with other Councils, NHS, Police, Fire and Rescue. \nReduce management numbers.\nEfficient procurement of goods and services.",null,"X",null,"The Council is exploring with other agencies to share services on strategic asset management, Industrial and Commercial Property, Research and Intelligence, Resilience, Audit, Legal Services, Access Services, Equality and Diversity, Printing, Occupational Health, IT infrastructure, Procurement, Fleet management, Finance, HR strategy, and HR Administration and Payroll.  The Council already shares some services with partners but are seeking to increase the volume.\n\nThe Council expects to save approximately £3m over the next four years."]
["Lewisham London Borough Council","London Borough Council","Greater London"]
["Lincolnshire County Council","County Council","East Midlands","X",null,null,5.6,7.1,3.8,4.2,-27,36,29,41,null,3.4,6.3,1.7,-0.3,-5.9,0.6,0.5,-0.4,1,20.9,6.1,3,-3.7,17.5,2.9,3.6,{"$nulls":8},"X",{"$nulls":6},"X",null,"X",null,"X",{"$nulls":5},"X",null,"X",null,"X",{"$nulls":6},5700,4700,null,"New operating methods to reduce reliance on estate and employing new technology and working from home culture.\nJoint commissioning with public sector partners inc joint location of functions.\nIt Enhancements. \nGreater use of cost-effective contact channels eg Customer Service Centre. \nJoint Procurement",null,"X",null,"At an early stage of pursuit as yet.\nIn discussions with PCT (NHS); Police and District Councils."]
["Liverpool City Council","Metropolitan Borough Council","North West England","X",null,null,0.2,6,3.7,0.7,0,-6.6,16.7,4.8,null,-0.6,2.9,4.8,0,6.6,-6,-0.6,0,-5.9,9.9,10,1.6,10.5,6.4,-7.5,1.9,{"$nulls":6},"X",{"$nulls":29},8587,"?",null,"To reduce forecast spending to be able to be contained within forecast available resources will require the City Council to consider a range of measures based upon the following principles:\n\n1) Applying the Total Place Concept by identifying the potential for cost savings by joint service provision or the rationalisation of the use of assets.\n\n2) Use of technology to provide efficiencies at lower cost.\n\n3) Business process re-engineering outside of technological solutions through value for money and service reviews.\n\n4) Introduction of workforce flexibility programmes to reduce overhead costs on accommodation and back office support\n\n5) Improvement in procurement, contract management and commissioning\n\n6) Decommissioning of low priority and non essential activity having regard to local priorities and customer expectations\n\n7) Maximise income generation opportunities\n",null,"X",null,"There are already agreements with the PCT and both organisations have agreed and are committed to work together to further reduce costs."]
["Luton Borough Council","Unitary Authority","East of England"]
["Manchester City Council","Metropolitan Borough Council","North West England","X",null,"NOTE for Q1 - Figures were also provided in £m: revenue £491.14m, capital £449.279m. NOTE for Q2 - figures were also rpovided in 3m: Adult social services 132.956; childrens social services 98.017; Highways 170232; Environmental services 32.093. NOTE for Q3 - We recognise that as the UK comes out of the recession it will create challenges for public sector finances but are not willing to go into this kind of detail. NOTE for Q4 - As stated, we believe that as the UK comes out of recession it will be a difficult few years for public sector finances. But we are committed to ensuring front line services do not suffer. We will do this through streamlining services and delivering efficiency savings. For example, over the past three years we have made more than £55m of efficiency savings and aim to make significant savings in the coming years so that front line services can be protected. NOTE for Q5 - We employ about 12,500 people to deliver the services across the city. We expect to recruit fewer people in the future, but are aiming for no compulsory redundancies. We will also be offering our existing workforce opportunities to enhance their existing skills and gain new ones. (Note from local reporter: They're still not putting a figure of job loses - but they've told me there'll be around 100 fewer people working for them next year.) ",null,null,null,1.56,null,null,null,23.37,{"$nulls":4},-0.2,null,null,null,5.6,null,null,null,13.74,null,null,null,1.96,{"$nulls":36},"12500 approx",null,null,"The work we are doing with technology and improving customer services gives us lots of scope to do things better and more efficiently. For example, over the coming financial year we are planning to open a new customer service centre for our residents, which will create a one stop shop for our services. At the same time we are developing a single phone number for residents to ring where they will be able to access all of the services we offer. We are also making significant improvements to our website.",null,"X",null,"Greater Manchester has led the way in how councils can work together for the benefit of all our residents. This was seen most recently when Greater Manchester was granted city region status. \n\nThe deal means that Greater Manchester will have more powers and responsibilities devolved from central government – ensuring the region has much more of a say in its own destiny.\n\nThe agreement unites the Association of Greater Manchester Authorities (AGMA) behind one formal arrangement.  The pilot has been the subject of extensive discussions since the Chancellor announced the Manchester City Region pilot as part of his April Budget.\n\nThe deal recognises the role of Greater Manchester as a key focus for national growth and in helping to create the conditions for national recovery in the aftermath of the recession.\n\nAs well as freeing Greater Manchester to bid jointly for funding where it is deemed appropriate, city region status also gives us concrete powers and devolved budgets. "]
["Medway Council","Unitary Authority","South East England","X",null,null,5.42,5.14,3.62,3.72,1.01,-9.48,28.75,28.55,null,4.93,18.43,5.62,1.49,7.31,3.9,3.46,4.9,-0.86,7.15,28.2,3.13,4.51,3.18,11.3,2.93,{"$nulls":5},"X",{"$nulls":5},"X","To achieve service efficiencies and move to self directed support.  Review existing assets and explore further opportunities for telecare and telemedicine.",{"$nulls":6},"X","A possible area for reduction since aspects of this service are non statutory.  This is despite current recessionary difficulties and the need to support small businesses.",{"$nulls":4},"X","Further capital investment in the service may lead to increased service standards and opportunities for greater efficiencies.",{"$nulls":9},4200,3900,null," Implement pay freeze and review employee allowances\n Review existing assets to achieve greater utilisation or disposal.  Essentially the total place concept\n Share services with neighbouring councils and other public sector agencies (support services, communications, etc)\n Only undertake core business and statutory functions\n Implement more joint commissioning with Health partners.  Consider integrated staffing and structures where appropriate\n More closely review procurement arrangements and assess scope for reducing tender specifications\n Review staffing establishments, including back office administration and support services\n Investment in customer services to improve the customer experience and reduce transaction costs",null,"X",null,"Staff cost savings arising from joint commissioning, shared services and locations, and joint appointments with partners, particularly health partners, estimated at approximately £300,000 "]
["Merton London Borough Council","London Borough Council","Greater London","X",null,"NOTE for Q1 - the 2010/11 Revenue budget figure assumes 0% council tax increase. NOTE for Q4 - Answers to this question would be based on decisions made by the group that wins the election and so we can’t given an answer at this stage. ",4,5.25,3,0.63,30.3,15.3,30.2,13.9,null,11.32,13.21,2.12,2.78,null,5.4,3.8,5.6,-5,-9,-3,-10,23,7,-5,-4,{"$nulls":7},"X",null,null,null,"SEE NOTE",{"$nulls":24},2543,"1800 'Based on 30% reduction as per previous announcements relating to the Transformation Project'. ",null,"The Merton Transformation Programme is a programme of work aimed at transforming Merton Council between now and 2014 to make it a leaner and more efficient organisation, focussed on delivering improved services to our customers.  The programme will provide a strategic and transformational approach to our efficiency work looking at these issues across the whole council to ensure that decisions are made that are sustainable in the longer term.  Key to this is changing the way we do business, particularly through modernised back office functions, more efficient processes, reducing spans of control and better procurement. \n\nAn outline of the programme of work being undertaken can be found in a report to Cabinet of 28 May 2009 http://www.merton.gov.uk/democratic_services/ds-agendas/ds-fpreports/791.pdf, further information on the current and potential future work programmes can be found in a report to Cabinet of 14 December 2009 which can be viewed here http://www.merton.gov.uk/democratic_services/ds-agendas/ds-fpreports/870.pdf",null,"X",null,"We have recently implemented a shared HR service with LB Sutton.  We are currently exploring the possibility of a shared building control service with Sutton  and collaboration with other SW London boroughs on school improvement and other specialist functions.  In addition our transformation work outlined above proposes that the 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 of 14 December 2009 http://www.merton.gov.uk/democratic_services/ds-agendas/ds-fpreports/870.pdf. Adult Social Care will continue its shared services with the PCT and Health Authority through our S75 agreements."]
["Middlesbrough Council","Unitary Authority","North East England"]
["Milton Keynes Council","Unitary Authority","South East England","X",null,null,6.22,9.51,3.54,6.83,76.88,-6,-6.11,21.45,null,1.45,13.37,8.63,4.63,7.35,2.53,2.05,5.89,-8.51,-1.55,7.31,2.08,20.68,4.81,3.58,1.45,{"$nulls":4},"X",{"$nulls":10},"X","reductions may occur in preference to social care deliverables.",{"$nulls":6},"X","Loss of Grant Funding","X","Dsicretionary on delivery","X","Discretionary on delivery","X","Discretionary on delivery","X","Discretionary on delivery, with regard to level of grant",null,null,null,2528,2200,null,"Further Joint working on adult social care with the local PCT;\nPay freezes and review of incremental entitlement;\nLooking at attracting workers from abroad in key social care markets;\nRestructuring the authority to suit the changes in Local Authority delivery methods;\nReviewing fees and charges, in particular the provision of services to schools;\nProcurement initiatives;\nFurther outsourcing of services.\n",null,"X",null,"Ideas have not been developed sufficiently to place an accurate estimate on the savings to be delivered."]
["Newcastle upon Tyne City Council","Metropolitan Borough Council","North East England","X",null,"NOTE for Q4 - All spending areas will be under pressure in the future.  At this stage the high level of uncertainty means that specific examples cannot be given.  However, in planning future budgets, we will need to continue to balance the Council’s statutory responsibilities (e.g. to safeguard children) and our local priorities against the need to achieve a balanced budget position. NOTE for Q5 - It would be premature to provide a future estimate of employees.   We need to develop and consider options and discuss these with stakeholders/staff in advance.",3,3.5,1.4,1.5,35.7,-3.8,15.5,-18.3,null,3.5,9.7,2.3,1,10.4,8.8,9.6,1,1,1,1,0.5,1,1.5,1,0.5,{"$nulls":5},"X",{"$nulls":5},"X","See note","X","See note","X","See note","X","See note","X","See note","X","See note","X","See note","X","See note","X","See note","X","See note",{"$nulls":8},"The council has already achieved substantial savings through major transformation programme, including management and administration savings, procurement and facilities management savings and use of lean systems and general efficiency measures.  We are considering extending our transformation programme, more joint commissioning opportunities, minimising costs pressures and investigation opportunities to raise income.",null,"X",null,"We are discussing opportunities 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 to bid for shared service opportunities."]
["Newham London Borough Council","London Borough Council","Greater London"]
["Norfolk County Council","County Council","East of England","X",null,"NOTE for Q5 - The Council wouldn't fill in the second part of the question (expected job losses), but the local reporter says there have already been 65 losses. ",6.8,10.1,4.2,3.4,-13.2,-4.4,29.7,22.2,null,4.1,6.9,3.6,3.1,0.3,10.9,6.9,3.9,2,4.1,2.5,1.2,1.7,8.4,7.8,6.1,{"$nulls":6},"X",{"$nulls":4},"X","Because of increasing demand led costs on the largest budget for the council. Back off support services; reprioritisation of learning difficulties service; service for older people","X","Back off support services; Services to schools and availability of subsidies; level of charges","X","Road maintenance and condition of roads; community transport","X","Household waste recylcling centres - where availability of centres exceeds performance requirements",{"$nulls":6},"X","Potential impact on charges; opening hours",null,null,"X","Potential impact on charges; opening hours and availability of arts funding","X","Challenge of service delivery and decommissioning of lower priority services will have impact on voluntary organisations.",null,null,null,7700,null,null,"All suggestions mentioned in question. Consultation underway on new blueprint for delivering services across Norfolk to re-evaluate what is important for local people and alternative approaches for meeting community needs.",null,"X",null,"We already work in partnership with private companies, health, voluntary organisations and other councils to plan and provide services and where possible share skills, resources and assets. We plan to continue to develop this approach through, for example, our key partnerships and joint working arrangements; specific area based property and asset reviews; exploring opportunities to share support services; developing a compact with parish and town councils and devolved management of community assets. We have no fixed savings figures in relation to sharing services. However, we have already achieved £72m of efficiency savings in the last five years and are planning to deliver a further £33m from efficiency savings in the next two years."]
["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","X",null,"NOTE for Q1 - The increase in revenue budget does not match increase in council tax, as during that period of time a number of new functions have been passed to Councils, sometimes being met from increase in central govt grant.\n\nThe variations in capital budget reflects the successful bids for two major projects: Nailsea school and sea defences.\nNOTE for Q4 - The continuing cost pressures being experienced within the first two items, means that further scrutiny of the more ‘discretionary’ services that the council operates will continue. However, as demonstrated by the number in Q2 above, the council is successfully mitigating increasing costs in adult social services, by identifying smarter ways of operating. Therefore one could argue that all services will be subject to the ‘squeeze’.",3.91,5.62,3.79,3.11,-18.43,82.23,4.84,17.76,null,7.06,9.02,5.05,1.85,7.23,4.99,10.32,9.77,9.81,-0.32,-3.28,-7.46,18.33,-17.55,16.9,-2.58,{"$nulls":6},"X",{"$nulls":10},"X",null,"X",{"$nulls":7},"X",null,"X",{"$nulls":6},1806.33,1400,null,"Recommissioning of services, utilising capacity within both the private and third sectors will continue to be a strong theme.\n\nThe Council two year budget planning assumes a pay freeze for both 2010/11 and 2011/12.",null,"X",null,"The council is committed to seeking opportunities to share functions with other public sector bodies wherever possible. This sharing will range from office buildings, IT systems to procurement of services and equipment."]
["North Tyneside Metropolitan Borough Council","Metropolitan Borough Council","North East England"]
["North Yorkshire County Council","County Council","Yorkshire and Humber","X",null,"A further two years of budget projections have been added to the Q1 table: Revenue 2011/12 -0.8%; 2012/13 -0.69%; Capital 2011/12 -20%; 2012/13 -34%. \n\nNote for Q1 on revenue budget 08/09 - £10m was 'moved' from specific grants to Revenue Support Grant and therefore distorts this picture to the tune of +£10m (equivalent to 3.4%). \n\nNote on Q3: Our assumptions are based upon a 3 year projection but it is likely that the squeeze on public finances will go beyond 3 years and similar decreases would be anticipated.  (You need to be careful about responses which are based upon 3 or 4 or 5 years – results will be quite different)\n\nThis analysis also masks one hugely important consideration – increased demand for services.  A “real terms” analysis of spend takes into account the increase in prices but it does not allow for the rising demand (which we are obliged to deal with) that will not be matched with any increase in funding.  The 3 largest drivers of this additional demand include:-\n\n1. the ageing population and the increase in those entitled to support\n2. the increase in the number of children being reported and placed within the local authority and\n3. the increasing costs in disposing of waste as a result of government taxes and fines.\n\nThe effects of the recession mean that 1 and 2 above are increasing all the more (pensions deteriorate in value and more find themselves below savings thresholds; greater strain in family life etc.)  If we simply assume that the trend for demand for 2010/11 continues (which is optimistic) then the level of savings required would effectively more than double and the costs will be in the ‘10 - 15% reduction’ box but well beyond that over a 5 year period.\n\nThe above is absolutely key to understanding the financial pressures with local government over the next 5 years or so.  The table below, hopefully, helps to illustrate:-\n\nYear on Year Changes\n 10/11 11/12 12/13\nIncreases in Funding £m £m £m\nCouncil Tax 8.6 7.1 7.6\nGovernment Grant 5.1 -10.0 -10.0\n 13.7 -2.9 -2.4\nIncreases in Costs   \nPrice increases etc to stand still 5.9 9.0 9.2\nAdditional demand for services 13.6 Tba Tba\nSavings required @ proposed Council Tax levels 5.8 11.9+ 11.6+\n\nNote on Q4: The scale of the savings required to meet the projected cuts in government grant and keep up with the additional demand outlined above are such that all areas will have to find savings.  The largest single area of spend in the County Council is on Adult Social Care so whilst is it experiencing large increases in demand, it is impossible for the Council to find the level of saving it requires without making savings in those large budget areas also.  The same argument applies to Children’s Social Care which is the largest budget within the Children and Young People’s Service budget.\n\nNote on Q5: = assessment by end of 2012/13\n\nNote on Q6: suggestion of pay freezes - Pay is determined nationally so no local flexibility but recent offer from employers suggests pay freeze for 2010/11\n\nNote on Q7: Schools able to determine where they buy services from so matter for local decision.  Most schools do, however, buy the necessary support services from the Council in any case.\n\nVoluntary Organisations will seldom consider sharing services, other than occasional ad hoc arrangements, as it is seen to threaten their “Voluntary Status”.  Examples do exist, however, such as Harrogate CAB using Harrogate Library to offer additional service.",5.6,9.1,4.2,4.1,48,2.5,6,4,null,5.6,14,-1,1.4,-0.1,7.9,2.9,6.5,8.8,11.2,11.6,2.5,3,13.2,8.5,8.5,{"$nulls":4},"X Over three years only",{"$nulls":6},"X","Review of traditional services; more care at home; more independent sector commissioning","X","Greater caseload per existing staff","X","Re-prioritise so short term works continue but medium - long term delayed.","X","Waste minimisation work","X","Availability of external funding from other parties",{"$nulls":4},"X","Review of current position; greater self-service","N/a",null,"X","Review of grants","X","Review of core grants to assess value for money; need for lower contract prices","X","Subsidies to maintain public transport network",null,6389,5989,null,"The scale of the changes is such that nothing is sacrosanct and new ways of working are being looked at across all areas.  These include greater use of technology (e.g. to help elderly people stay in their homes); “Re-engineering” existing ways of working (e.g. move to early intervention to support people and families in early stages rather than at tail end); Commissioning differently or joint commissioning with others; Reviewing management layers and structures; Re-prioritising existing resources to meet key demands of future; Review of changes (but minimal scope and impact); Staffing / reducing some services where possible.",null,"X",null,"We already share a number of services with a whole range of partners but most are ‘ad hoc’.  Discussions are 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 systematic way.  Such discussions are time consuming and complex given the number of organisations and a variety of aims.  At this 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 terms.  The area of greatest opportunity remains that of linking health with social care although the savings are often longer term (e.g. by moving from dealing with acute “here and now” issues to a more preventative approach)."]
["Northamptonshire County Council","County Council","East Midlands"]
["Northumberland County Council","Unitary Authority","North East England","X",null,null,2.8,6.2,26.7,2.85,-1,44.7,32.7,32.1,null,9.2,2.8,-2.5,-1.1,3.7,-0.2,-6.9,3.6,2.5,-19.3,13.3,-2.5,27.5,28.2,126.4,0.8,{"$nulls":4},"X",{"$nulls":31},"approx 15000",null,null,"New ways of working:\n\n Organised differently;\n Prepared to think and behave differently;\n Supported to be able to work differently.\n\nLooking at different models, including Strategic Commissioning, Strategic Partnerships, and Social Enterprise.\n\nReview of Management structure, market testing, terms and conditions review.",null,"X",null,"Share ICT platform with Durham County Council, held discussions with other local authorities, merged seven councils into one within Northumberland."]
["Nottingham City Council","Unitary Authority","East Midlands","X",null,"NOTE for Q1 - The Capital budget is a three-year rolling programme so it is not sensible to make year-on-year comparisons. NOTE for Q2 - The above categories do not match those used by Nottingham City Council or CIPFA. Also the different service areas included in each are subject to change year by year therefore it is not possible to provide an accurate or representative comparison.  There is expected to be an overall increase in both Adult Social Services and Children's Social Services, and a Similar level in Highways and envornmental Services in the year 2010/11. ",4.4,7.9,3.9,3.1,null,null,null,"n/a",{"$nulls":21},"X",{"$nulls":22},"X",null,"X",null,null,null,"X","Back office/procurement",null,7600,"It is not possible to provide accurate forward projections at the present time. ",null,"Looking for greater efficiencies particularly in non-frontline services",null,"X",null,"Back office functions and we would be looking to achieve savings in the order of 10%."]
["Nottinghamshire County Council","County Council","East Midlands","X",null,"Notes for Q2 - Highways & Transport 2010/11 -1.5 excluding tram. Environmental services 2007/08 £3.5m for new PFI/strategy",4.9,8.2,4.5,2.2,-9.2,-4.1,14.1,-9,null,5,5.5,6.3,5,1.5,1.6,0.7,-0.4,6.9,5.4,6.9,-5.3,16.5,1.6,5.7,-0.4,{"$nulls":4},"X",null,"X Including unavoidable pressures",{"$nulls":29},9089,"Estimated reduction 1000 - 1500 jobs approximately",null,"Changes to terms and conditions – removal of essential car user allowance, changes to mileage rates, reduction in annual leave.\n\nOrganisational redesign (including looking at management layers)\n\nService reviews\n\nBusiness Process, re-engineering and introduction of a new business system e.g. ERP",null,"X",null,"Unsure - ongoing development and discussions"]
["Oldham Metropolitan Borough Council","Metropolitan Borough Council","North West England","X",null,"NOTE for Q1 - 2008/09 Revenue budget: note change in government funding arrangements around Dedicated Schools Grant - reduction of £156,492m. 1010/11 *Provisional* Revenue budget: note change in presentation of government funding for Area Based Grant increases budget by £27,534m. NOTE for Q2 - The Council has previously achieved efficiency savings of £21m while protecting front line services and is currently addressing a currently estimated funding shortfall of £45m through to 2012/13.",5.4,-42.1,3.5,16.4,-64.1,15.7,4.6,-5.7,null,2.57,7.23,14.64,17.5,14.23,3.63,6.27,-3.5,4.69,2.82,12.86,2.4,21.46,8.61,11.82,-4.1,{"$nulls":4},"X",{"$nulls":6},"X",null,null,null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",{"$nulls":4},3700,"Possible estimated reduction of 500",null,"Various shared service initiatives with partners including neighbouring authorities, PCTs, sub regional etc.  Strategic reviews of services for example Libraries and Leisure\n\nLow pay settlements/pay freezes will occur\n\nReviews of income are continuous\n\nCommissioning and moving to a mixed economy model is being investigated in various ways",null,"X",null,"Work is ongoing with partners outlined above ie PCT, local authorities, existing private sector partners, to investigate options for shared services across a range of functions\n\nSavings are to be worked up and are not yet estimated"]
["Oxfordshire County Council","County Council","South East England","X",null,"NOTE for Q4 - Savings will be expected in all areas. These will, wherever possible, be delivered through efficiencies. ",3.8,5.8,3.7,2.8,1.5,0.3,-9.7,16.7,null,5,9.5,7.3,2.8,11.1,9.7,2.3,11,5.4,0.9,14.2,4.4,6.8,12.6,12.2,2.2,null,null,null,"X",{"$nulls":7},"X",null,null,"Likely to be one of the few services protected","X",null,"X",null,"X",null,"X",null,null,"Not a County function","X",null,null,"Not a county function","X",null,"X",null,"X",null,null,5835,5324,null,"All suggestions mentioned in the question, though pay inflation is reduced rather than a freeze.\nIn the pre-budget report, the Chancellor announced a cap on public sector pay of 1% for 2011/12 and 2012/13.\n\nSavings also expected through delivering services in a different way e.g.\n-Introduction of RFID self-service (book scanning) in libraries,\n-Development of extra care housing for elderly rather than more expensive residential care.\n-Delivering preventative services for older people thereby avoiding expensive costs, such as residential care, at a later stage.",null,null,null,"MAYBE - It is possible.\n\nWe 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 sector for provision of Day Services.\n\nWe provide audit for Thames Valley Police and Buckinghamshire County Council, as well as Buckinghamshire’s Gypsy & Traveller Service and we provide much of Oxford City Council’s ICT"]
["Peterborough City Council","Unitary Authority","East of England",null,"X"]
["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","X",null,"NOTE for Q4 - All of our Council services will be undergoing a Value for Money review over the next 3 year period.  The results of these reviews will determine where spend can be reduced. NOTE for Q5 - The Council is currently part way through an organisation wide staffing restructure process.",3.95,7.41,3.94,2.64,41.32,-1.49,7.61,{"$nulls":20},"X",{"$nulls":8},"SEE NOTE",{"$nulls":27},"The Council will be carrying out a series of Value for Money reviews over the next 3 years which are expected to realise savings.  The 5 main areas of focus will be:-\nShared services and joint working\nEvaluation of different service delivery models\nStreamlining of services\nRevenue optimisation\nProcurement",null,"X",null,"The council are looking into shared service options with other councils for various back office support functions.\nSavings - TBD."]
["Richmond upon Thames London Borough Council","London Borough Council","Greater London"]
["Rochdale Metropolitan Borough Council","Metropolitan Borough Council","North West England","X",null,"NOTE for Q1 - Note the increase in 2008/9 is due to the inclusion of Housing Market Renewal Funding. NOTE for Q2 - Note the figures for Environmental Services relate to the Environmental Management Service only. NOTE for Q3 - It is difficult to respond to this as the level of funding increase/decrease from government for the next 3-5 years is unknown therefore the Council will be planning for a variety of scenarios. NOTE for Q4 - The answer to the above will be dependent on political decisions. ",3.84,3.74,3.11,3.41,14.24,62.38,5.31,-10.48,null,-0.03,11.36,6.91,-3.51,2.32,1.4,8.9,2.26,10.88,-10.52,-2.17,4.24,-2.87,13.42,-2.06,-3.11,{"$nulls":4},"X","X","X",{"$nulls":4},"SEE NOTE",{"$nulls":25},"Will be dependent on level of savings required and political decisions",null,"Cross Cutting Reviews: Looking at what we deliver, how we deliver and to whom and at what cost with an emphasis on improving the customer experience and Value for Money considering joint commissioning and decisions around make or buy.",null,null,null,"See above Q6"]
["Rotherham Metropolitan Borough Council","Metropolitan Borough Council","Yorkshire and Humber"]
["Royal Borough of Kingston upon Thames Council","London Borough Council","Greater London","X",null,"NOTE for Q2 - NB: In the period 2007/8 to 2009/10 significant highways spend was funded through capital programme.",4.15,6,3.33,3.28,"n/a",1.9,-10.86,-6.6,null,3.6,4.3,1.5,0.2,6.1,1.7,1.2,5,2.7,0,0,0,5.8,2.2,9.4,1.5,{"$nulls":5},"X",{"$nulls":5},"X","Lower level day care, plus increased charges",null,null,"X",{"$nulls":9},"X",null,"X",null,"X",null,"X",null,"X","Back office/support functions",null,4000,-200,null,"1. Joint commissioning of care services with local NHS, \n2. Reviewing commissioning priorities, methods of delivery and procurement of services      plus charging policies to focus on highest priorities\n3. reviewing approach to customer services – centralising customer contact / realigning back office accordingly,\n4. better use of ICT\n5. rationalising business support functions\n6. reviewing management structures\n7. sharing with other authorities incl joint procurement to improve value for money\n8. rationalising use of assets",null,"X",null,"Joint commissioning of care services with local NHS\nPossible sharing with other authorities.\n\nWork is at early stages – specific savings from this area of work not yet identified."]
["Rutland County Council","Unitary Authority","East Midlands"]
["Salford City Council","Metropolitan Borough Council","North West England",null,"X"]
["Sandwell Metropolitan Borough Council","Metropolitan Borough Council","West Midlands"]
["Sefton Council","Metropolitan Borough Council","North West England","X",null,null,3.9,3.9,2.7,2.6,14,-3,-3,-7,null,3.1,2.8,3.6,2.2,2.3,7.9,3.2,14.9,-0.2,1.47,-6.3,-2,3.4,0.6,1.5,0,{"$nulls":5},"X",{"$nulls":27},"X","Efficiency Savings, transformation agenda etc (see below). ",{"$nulls":4},"Possible changes to Terms and Conditions, joint commissioning of services, Changes to management layers, voluntary early retirement / voluntary redundancy.",null,"X"]
["Sheffield City Council","Metropolitan Borough Council","Yorkshire and Humber","X",null,null,2.2,5.1,2.6,1.8,-5.5,2.1,7.7,-11.6,{"$nulls":22},"X",{"$nulls":9},"X",null,"X",null,"X",{"$nulls":5},"X",null,"X",null,"X",null,"X",{"$nulls":4},14000,13000,null,"JOINT COMMISSIONING\nSHARED SERVICES\nLEAN PROCESSES\nIT ENABLED STAFF AND PROCESSES",null,"X"]
["Shropshire Council","Unitary Authority","West Midlands",null,"X"]
["Slough Borough Council","Unitary Authority","South East England"]
["Solihull Metropolitan Borough Council","Metropolitan Borough Council","West Midlands","X",null,null,4.37,6.94,3.65,2.26,31.39,1.85,7.34,-23.24,null,5.65,9.08,7.01,6.66,3.38,11.2,9.95,21.23,-33.99,0.51,8.17,-3.85,2.22,-1.99,1.12,-1.44,{"$nulls":5},"X",{"$nulls":5},"X","Adult social services represent 1/3rd of the Council’s budget.  Transforming adult social services is a key priority for the Council.  The Council will find it very difficult to achieve a balanced budget if it cannot find significant savings in this area.","X","Costs for children’s social services have increased by £4 million in the last year.  Transforming children’s services is another key priority for the Council.  The Council will find it very difficult to achieve a balanced budget if it cannot contain costs in this area.","X","A minimum 5% year on year saving is required. ","X","A minimum 5% year on year saving is required. ","X","A minimum 5% year on year saving is required. ","X","A minimum 5% year on year saving is required. ","X","A minimum 5% year on year saving is required. ","X","The council is modernising its library provision and looking at more joint working to reduce costs in this area. ","X","A minimum 5% year on year saving is required. ","X","A minimum 5% year on year saving is required. ","X","A minimum 5% year on year saving is required. ","X","A minimum 5% year on year saving is required across all services. New ways of working (through bwetter use of our accomodation, shared services and home working) is one of our strategies for delivering savings. The Council is also embedding lean thinking throughout the organisation. ",null,3158,3000,null,"The Council continues to strive to achieve greater value for money across its services and the achievement of savings over medium term will continue to be a key component of our financial strategy. Our business change programme, Shaping Solihull, which will influence the way we work, decide what services we will provide in future, and change and improve the way we provide those services across the borough, is the key mechanism for identifying these savings and delivering the more efficient and effective services we need in the light of current funding challenges. The Aligning Resources to Outcomes aspect of the programme breaks down into five savings workstreams which are outlined below. \n\nTransformation – savings achieved through reviewing and redesigning services to streamline processes and reduce costs. Service reviews involve examining how we currently deliver our services and how we can do things better (including exploring options for shared or jointly commissioned services), or even, if a service does not contribute to the Council’s customer outcomes, whether we should continue to provide it at all. Our current work on transformation is mainly driven by the use of Lean Business Tools and Techniques which are being implemented via ‘deep’ and ‘wide’ approaches. The deep approach is facilitated corporately by the Council’s Business Change Team which, using lean and other systems techniques is carrying out reviews of specific services and functions. We are targeting cumulative savings of at least £1.020m by the end of 2011/12 via the ‘deep’ approach. Through the ‘wide’ approach we are skilling up all managers with a range of lean techniques so that they can begin to review and redesign their services. This combined approach will enable the Council to transform the way it does its business quicker than would have been otherwise possible and to sustain a culture of continuous improvement.\n\nSmarter procurement - savings facilitated by the corporate procurement service through the review and renegotiation of contracts. We are now working jointly on procurement with Coventry City Council – an arrangement which may be extended to incorporate Warwickshire County Council in the future.  This shared working helps to achieve greater economies of scale.\n\nFees and charges – our medium term financial strategy assumes that we continue to ensure that fees and charges increase at least in line with inflation, but the financial pressures or other service requirements faced by the Council may mean that we consider increasing the real financial contribution made from some fees and charges by increasing them beyond the rate of inflation after taking into account all relevant circumstances. A review of income for the 2010/11 budget identified additional income of £0.229m.\n\nCarbon management – the Council has signed up to an ambitious target to reduce the Council’s CO2 output by 33% between 2008 and the end of 2012. Where savings from reducing energy usage or running costs can be captured and extracted, then they will contribute to the budget savings target. \n\nService spending reductions – these are the savings which the Council has traditionally identified in order to meet its annual budget savings requirement and typically include managing vacancies, reducing budgets for certain supplies or services and small-scale restructures. The proportion of our budget savings met through this route will continue to fall as our transformation programme is further developed. The Council is part of the National Joint Council collective pay bargaining process and as such is not budgeting for a pay award in 2010/11.",null,"X",null,"The Council is already involved in a number of shared service arrangements with other local authorities, including:\n\nProject Transform: is a partnership between Solihull MBC, Coventry City Council and Warwickshire County Council to design, construct and operate waste treatment facilities for 300,000 tonnes of residual waste per annum.  \n\nJoint Waste Disposal Company: wholly owned company jointly owned with Coventry City Council for the disposal of waste arising from the two authorities.\n\nSub-Regional Framework for the Provision of Fostering Services (External) - shared with Coventry and Warwickshire; achieves savings against “spot purchase” 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 Framework will be assessed against what we would normally pay under spot purchasing). \n\nShared customer walk-in centre with the police\n\nProcurement – pilot running with Coventry City Council since January 2009, in consultation with Warwickshire about them joining the joint savings plan; encouraging other authorities to participate in SMBC advertising contract\n\nInsurance – shared management service with Coventry, provide insurance services to Solihull Community Housing, Solihull Care Trust, Park Hall Academy\n\nCash flow treasury management service - to Solihull Community Housing\n   \nHealth and safety consultancy services – provided on behalf of Sixth Form College\n\nICT – financial system and support provided to Lichfield District Council, social care management system and support provided to Solihull Care Trust, housing management system and support and GIS support provided to Solihull Community Housing.\n\n\nA number of further opportunities are currently being explored, including:\n\nIncome and Awards - sharing best practice on the Income & Awards single assessment process for Social Care and the Coventry approach to benefit fraud\n\nLibrary services - with Warwickshire County Council and Coventry City Council; first project expected to be mobile, homes and housebound service with expected saving of £25k to £35k.\n\nLegal services – looking at joint working with neighbouring authorities\n\nHuman Resources – with Coventry and Solihull Care Trust; current focus is potential for sharing Occupational Health resources. \n\nPayroll and advisory services – discussions ongoing with Solihull College.\n\nInsurance – exploring opportunities to provide services to academies and FE colleges."]
["Somerset County Council","County Council","South West England"]
["South Gloucestershire Council","Unitary Authority","South West England","X",null,null,3.6,4.5,4.2,2.9,8.2,31.4,14.1,5.4,null,4.4,5.3,5.2,4.5,2.2,5.9,3.2,2.8,2.2,9.7,5.3,6,2.2,9.7,5.3,6,{"$nulls":5},"X",{"$nulls":5},"The implications are not clear. At this stage there must be a risk to all aspects of public service. ",{"$nulls":24},3200,2900,null,"Reducing back office support costs.\nReview of charges\nJoint Commissioning\nReviewing Procurement ",null,"X",null,"Joint working and delvivery of services with Health Service in some areas. But this is being done to improve services not to save money/"]
["South Tyneside Metropolitan Borough Council","Metropolitan Borough Council","North East England","X",null,null,2.17,3.8,2.15,null,22.08,30.84,26.09,null,null,null,8.9,6.7,null,null,11.7,6.7,null,null,9.9,3.5,null,null,9.2,3.6,{"$nulls":37},3097,"Need to lose around 350 full time equivalent posts over next 18 months from non-school budget.",null,"We have a partnership with BT South Tyneside who deliver a number of our back office services, including IT, finance and HR. We are currently undertaking a management workforce review through KPMG to inform the restructuring of the council which will reduce the layers of management within the council. ",null,"X",null,"As well as our shared service 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 and Gateshead councils. Total place is about public sector organisations working together to focus combined resources at specific priorities in specific areas, 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 and services affected by this.\n\nSouth Tyneside is already committed to a major Strategic Waste Partnership with Gateshead and Sunderland councils. For other services, we are also keen to investigate opportunities for different delivery models and service partnerships that will benefit the residents of South Tyneside. "]
["Southampton City Council","Unitary Authority","South East England","X",null,"NOTE on Q1: The revenue budget figures are reasonably reliable, however due to the way in which the Capital Programme is put together a percentage change is not a good measure as the inclusion of large individual schemes in particular years can skew the results.\n\n\nNOTE on Q2 : This would appear to be a relatively straightforward question but unfortunately the figures are not entirely reliable as they are heavily influenced by a number of factors such as changes in government grant arrangements (grants changing from specific grants to Revenue Support Grant or vice versa), transfer of responsibilities between public bodies and changes in accounting practice.  A more accurate assessment of changes would be to look at the additional monies that had been put into these areas and they key savings that had been taken out.\n\nNOTE on Q3: Based on a 3% reduction in grant every year for 5 years (from 2011/12) and pay and price increases of 2% per year.\n\nNOTE on Q4: Given the likely size of the required reductions in budgets all of these areas will be subject to financial scrutiny.  However the likely nature of savings is likely to be different depending on the type of service (e.g. efficiency savings only in social care areas and service reductions in discretionary areas such as Arts and Leisure).  However final choices for savings are politically driven in line with political priorities and therefore it would be inappropriate to make assumptions at this stage.\n\nNOTE on Q5: Without knowing the impact of 4 above it would be difficult to predict a likely reduction in staff numbers.  However past budgets have had an average of between 90 to 130 posts that are being taken out each year, although clearly the financial outlook for the next few years would indicate a higher number may be required.\n",4.8,5.1,3.5,2.3,-17.4,65.7,-4.8,34.7,null,4.5,-3,8,6.6,2.9,6.9,-4,1.8,-7.4,30,1.7,5.8,-6.1,4,-13.4,4.1,{"$nulls":6},"X",{"$nulls":29},"Approx 4500",null,null,"All of those mentioned in the question; Procurement savings; Council Efficiency Programme; Implementation of New Systems and service re-design; Cross council management and admin reviews; PFI Schemes (attracting government grant); Public Private Partnerships",null,"X",null,"Joint commissioning arrangements with the PCT; Building on existing joint working with other local authorities; Collaborative working and procurement with other Hampshire Authorities; Street Lighting PFI with Hampshire County Council and West Sussex County Council; Joint waste management contract"]
["Southend-on-Sea Borough Council","Unitary Authority","East of England","X",null,null,4.91,6.28,3.48,1.76,47.19,48.45,74.49,-2.96,null,2.8,8.45,4.03,-1.09,5.59,6.03,8.21,6.67,9.94,-3.57,-5.54,11.03,-3.09,15.73,4.27,0.54,{"$nulls":4},"X",{"$nulls":14},"X","Anticipate lower level of funding from regional and national agencies",{"$nulls":4},"X",null,"X",null,"X",null,"X",{"$nulls":4},1966,1666,null,"The council is embarking on a transformation project by streamlining work processes. A key element will be to upgrade our IT infrastructure and improve efficiency by reducing duplication of data entry. At the same time we will be developing new ways of working, making frontline staff more mobile and able to spend more time with customers. \n\nThe council is also working on optimising office space usage. ",null,"X",null,"We are examining shared back office services (e.g., finance, HR, procurement) with other local authorities as part of our Delivering Excellence programme. We are also looking at opportunities for shared accommodation with partners operating within Southend such as the PCT and Police. At this stage it is too early to forecast potential budget savings."]
["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",null,null,"Survey submitted but individual answers subsequently withdrawn at request of council"]
["Stockport Metropolitan Borough Council","Metropolitan Borough Council","North West England","X",null,"2010/11 Budget figures will not be available until the Executive has published their budget proposals. ",4.5,2.1,3.6,null,43.2,-8.9,19.1,null,null,4,2.3,3.8,null,2.7,2.1,1.8,null,9.4,2.4,6.5,null,15.5,7,17.4,{"$nulls":5},"X",{"$nulls":6},"X","Demographic Pressures/Ageing Population. Transitions and more complex needs.","X","Looked after Children/Safeguarding following Haringey, Doncaster etc.","X","Poor state of highways highlighted by recent cold snap giving rise to defects/pot holes. ","X","Pressure to increase recycling targets/sort waste at source increasing both collection and disposal costs.","X","Pressure to encourage business start ups/support economic growth with interventions/new initiatives","X","Lack of development activity continuing to depress income from planning applications/building control function",{"$nulls":4},"X","Sports Facilities/Infrastructure is in need of significant further investment.",{"$nulls":7},2607,null,null,"* Major improvement and efficiency programme already pursued\n* Underpinned by substantial element of systems thinking\n* Joint systems review across council, PCT, and hospital trust\n* Joint commissioning already with PCT; more planned\n* Joint provision with PCT planned\n* Management posts already reduced; more expected\n* Fundamental examination of council priorities started, to identify areas to be most protected\n* Wholly-owned companies and joint venture already set up",null,"X",null,"* PCT CE is already a Council corporate director\n* Joint commissioning already with PCT\n* Joint provision being planned with PCT\n* Range of collaborative services already with 9 other councils in Greater Manchester (including many areas of joint procurement). Will grow."]
["Stockton-on-Tees Borough Council","Unitary Authority","North East England"]
["Stoke on Trent City Council","Unitary Authority","West Midlands","X",null,"NOTE for Q1 - Stoke on Trent City Council has been extremely successful in levering external funding over the years, which accounts for approximately 54% of capital funding. NOTE for Q2 - The operational services which make up the above functions (particularly Highways and Environmental Services) have been the responsibility of different management structures during the previous years.  The prior years’ increases are therefore best estimates. NOTE for Q4 - It is likely that all that all services will be subject to reductions.  Some services may be protected to a greater extent subject to new Government priorities.  Non-statutory services will be under greater pressure to evidence their value to local citizens and impact and outcomes in terms of contribution to LAA targets.",4.6,7.8,4.3,3.9,25,-1,-12,-2,null,5.7,7.1,4.5,-0.1,-3,7.6,5.9,2.7,4.5,10.9,6.3,0.1,2.7,2.5,-0.3,0.1,{"$nulls":7},"X",{"$nulls":4},"Similar levels",null,"similar levels - although may be pressure to increase especially in the short term","X",null,"X",null,null,"similar levels","X",null,null,"Similar levels","X",null,"X",null,"X",null,"X",null,"X",null,null,5218,"> 20%",null,"All of the above.  In addition there will be a comprehensive programme of ‘root and branch’ reviews of services across the authority.",null,"X",null,"Comment:  Through continuing to strengthen the Local Strategic Partnership and greater co-ordination of the Local Area Agreement, the City council aims to work collaboratively with all sectors, including other public organisations, the private sector and voluntary and community sector.  The outcome of this will result in ‘more for less’ "]
["Suffolk County Council","County Council","East of England","X",null,null,5.5,5.9,3.5,3.5,15,27,19,-21,null,3.6,5.5,2.6,3.3,1.9,4,5.2,4.4,5.4,7.7,8.4,4.5,{"$nulls":7},"X",{"$nulls":7},"X","Increase in demand for Services beyond budget increase","X","Increase in demand for Services beyond budget increase","X","Increase in demand for Services beyond budget increase",{"$nulls":8},"X","Lower council priority therefore will lose out to higher priority services",null,null,"X","Lower council priority therefore will lose out to higher priority services",null,null,"X","Lower council priority therefore will lose out to higher priority services",null,6380,null,null,"Structural re-design, service reviews, collaborative working with other public sector partners, revenue generation, lean reviews, business process engineering, budget caps, pay freezes, review of staff benefits and management de-layering.",null,"X",null,"District Councils in Suffolk are already pairing up with each other to share staff, service delivery.  The County Council has also started to share specialist staff with Districts as a way to save money for the benefit of council tax payer.  The County already provides internal audit to some districts and the Police Authority.  "]
["Sunderland City Council","Metropolitan Borough Council","North East England"]
["Surrey County Council","County Council","South East England","X",null,"NOTE for Q2 - The Services for adult social care and children’s social care were reorganised in 2008/09. Obtaining comparatives is unavailable.",5.1,7.4,2.9,2.9,-13,7.7,91,-7,null,"n/a","n/a",3.4,0.4,"n/a","n/a",3.3,5.9,-12.3,6.2,5.5,1.8,9.6,10.6,-0.2,2.1,{"$nulls":7},"X",null,null,null,"X","Residential care","X",null,"X","Maintenance, local improvements, bus support","X",{"$nulls":7},"X",{"$nulls":5},"X",{"$nulls":4},7508,6500,null,"Joint commissioning of services, increasing charges, pay freezes, reducing management layers, service shifts (residential care to home care), reduce office portfolio by mobile working.",null,"X",null,"Surrey is looking to rationalise back office activities in conjunction with districts, police.\nAlso developing proposals for shared use of buildings."]
["Sutton London Borough Council","London Borough Council","Greater London","X",null,null,4.3,5.9,2.7,0.8,13.9,44.5,27.4,20.3,null,2.4,3.2,0.8,-0.2,1.8,5.6,6.3,5.4,-2.5,-4.3,2.1,-0.8,-4,6.2,5.7,-1,{"$nulls":5},"X",{"$nulls":5},"X","ALL SERVICES WILL BE AFFECTED","X","ALL SERVICES WILL BE AFFECTED","X","ALL SERVICES WILL BE AFFECTED","X","ALL SERVICES WILL BE AFFECTED","X","ALL SERVICES WILL BE AFFECTED","X","ALL SERVICES WILL BE AFFECTED","X","ALL SERVICES WILL BE AFFECTED","X","ALL SERVICES WILL BE AFFECTED","X","ALL SERVICES WILL BE AFFECTED","X","ALL SERVICES WILL BE AFFECTED","X","ALL SERVICES WILL BE AFFECTED","X","Capital Budgets",null,2300,1850,null,"We have already generated significant efficiencies through projects such as back office / front office re-engineering and transformation of social care to provide more personalised services.  We are now developing a more radical approach to efficiency and cost reduction.  Key themes are:\n - Leadership\n - Customer Focus\n - Personalisation choice and behaviour change\n - A new approach to risk management\n - Working with partners in a ‘Total Place’ way\n - An affordable management overhead",null,"X",null,"Shared Human Resources Services with neighbouring borough - £500k saving between the two authorities.\n\nA four authority consortium for waste disposal – saving to be ascertained\n\nHealth – Joint Commissioning for Learning Disabilities Services by the Council on behalf of the Council and the PCT. Significant savings already delivered mainly by providing supported living funded by NHS capital in place of residential care.  Further savings in future – estimated to be around £500k – though these are shared with health and are partly obscured by underlying demographic pressures. \n\nPartnership working with the police through the Safer Sutton Partnership has delivered savings of over £300k since 2008 through replacing neighbourhood wardens with an anti-social behaviour team and other administrative efficiencies. "]
["Swindon Borough Council","Unitary Authority","South West England","X",null,"NOTE for Q1 - NB: this represents the approved in year spend therefore it will fluctuate due to rephrasing of the project budgets.",4.5,4.9,4.7,1.5,51.8,-17.5,92.8,-40.6,null,-3.9,15.4,2.4,0,3.9,6.2,-0.7,5.4,-6.2,6.1,-1.1,-5.5,21.7,5.6,2.1,13.1,null,null,null,"X",{"$nulls":7},"X","New policy on free personal care commencing Oct 10 will create further financial pressure on services",null,null,"X","Demograohic growth increase pressure on budgets supporting the highways infrastructure","X","Statutory increases in landfill taxes increases pressure on budgets",null,null,"X","Reduced income streams related to the recession",{"$nulls":6},"X","These services rely on external spend and are therefore could potentially be at risk if the funding was no longer available",{"$nulls":5},2679,2400,null,"The Council is currently undergoing a major project named New Ways of Working which allows staff to work more flexibly i.e. from different locations. This facilitates better use of property assets in terms of occupancy levels and allows the Council to reduce overall property costs.\n\nWe also have a project to maximise income sources which involves generating sponsorship and marketing income and new charges for services\n\nThe Adult Social Care Transformation Programme orientates around personalised care but also changes the focus away from high cost care",null,"X",null,"The Council is in discussions with other services to explore use of shared services however these discussions are at too early a stage to estimate possible savings. \n\nThe Council also has 4 jointly funded posts with the PCT where Director of Adult Social Care are also senior managers of the PCT"]
["Tameside Metropolitan Borough Council","Metropolitan Borough Council","North West England"]
["Telford & Wrekin Borough Council","Unitary Authority","West Midlands","X",null,null,null,8.1,5.5,2,null,-17.7,70.3,37.4,null,null,11.3,4.7,5,null,7.2,2.9,13.9,null,5.2,0.4,6.6,null,2,0.3,-0.4,{"$nulls":6},"X",{"$nulls":29},2653,2255,null,"Reviewing management Structures – de-layering/flattening/streamlining/elimination of departments\n\nProgramme of Major Service Reviews – Transport, Environment Services, Leisure/Culture and Facilities Management complete, to identify efficiencies\n\nExplore with other Public Sector organisations potential areas for joint/shared working – with a focus on back-office services \n\nMore Effective procurement\n\nBuilding Rationalisation Programme\n\nMaximising income and external resources",null,"X",null,"This is part of the Service Review work programme underway."]
["Thurrock Council","Unitary Authority","East of England"]
["Torbay Council","Unitary Authority","South West England","X",null,"NOTE for Q1 - 2010/11 budget subject to final council approval. NOTE for Q2 - Increase in 08/09 was due to the introduction of the Area Based Grant. ",5,9,4,5,48,0,17,14,null,null,23.8,2.7,4.8,null,14.9,2.5,7.7,null,4.5,8.5,-4,null,11.1,7.9,0.1,{"$nulls":7},"X",{"$nulls":7},"X",null,"X",{"$nulls":7},"X",null,"X",null,"X",{"$nulls":6},1500,1300,null,"Joint commissioning, some charges, restructuring, ceasing to provide some functions, increasing income, more work with private sector in economic sphere",null,"X",null,"Already do."]
["Tower Hamlets London Borough Council","London Borough Council","Greater London","X",null,"NOTE for Q1 - “Revenue Budget” figures refer to General Fund budget requirement. \n\n“Capital Budget” figures for 2010/11 include Building Schools for the Future and Building Britain’s Future allocations. \nNOTE for Q2 - Figures reflect changes in funding responsibility between Central and Local government and do not necessarily compare like with like. NOTE for Q4 - The authority is thus unable to answer this question.  Prioritisation of spending against services is a matter for elected politicians. Central Government sets an overall direction in its funding allocations, and local spending priorities are determined by Councillors. It is not possible to say at this stage which services might be affected by these decisions.  ",4.6,5.5,1.1,3.9,-32,26,0,200,null,7.1,0.8,1.5,3.1,3.2,2.1,4.1,3,-8.8,-18,2.1,3,0.7,10.7,9,3,{"$nulls":6},"X",{"$nulls":4},"SEE NOTE",{"$nulls":24},4800,"it is not possible to say at this stage.  This number upon decisions made upon individual services, which are subject to political choices (see 4 above). ",null,"There are essentially five options open to the authority to save money while maintaining services for local people; \n\n- Remodel service delivery for greater efficiency   \n-         Increase staff productivity \n-         Externalise services or share costs with other public bodies \n-         Better use of assets \n-         Charge for services to those who can afford to pay\n\nThe authority is exploring/ will explore options in all of these areas ",null,"X",null,"The authority will explore options but we do not believe that shared services will offer a major contribution to cost reduction. "]
["Trafford Metropolitan Borough","Metropolitan Borough Council","North West England"]
["Walsall Metropolitan Borough Council","Metropolitan Borough Council","West Midlands"]
["Waltham Forest London Borough","London Borough Council","Greater London","X",null,null,2.1,7.3,0.7,5.2,52.1,5.9,-6.5,0.5,null,-8.7,19.7,-1.8,12.6,-0.4,18.4,5.3,10,-23.2,-12.9,22.4,3.7,-8.9,-13.3,28,14.3,{"$nulls":4},"X",{"$nulls":29},"All services will be subjected to detailed and fundamental review. ",null,6368,"Too early to indicate.",null,"We are in the midst of a Transformation Programme with themes of One Organisation, One Team Culture, One Contact, One Infrastructure and Best Provider.\n\nKey projects include service integration with NHS Waltham Forest, renewal of ICT to enable flexible working, partnering with neighbouring authorities",null,"X",null,"Sharing senior posts with the NHS - saving £200,000"]
["Wandsworth Borough Council","London Borough Council","Greater London"]
["Warrington Borough Council","Unitary Authority","North West England","X",null,null,2,6.4,3.8,1.7,2.7,-19.2,74.6,15.1,null,3.7,9.6,-3.6,2.2,7.1,13.9,17.3,9,-4.3,8.2,10,-3.1,2.5,12.9,-5.2,-1,null,null,null,"X",{"$nulls":21},"X","Library services are under review","X","Review Leisure Centres and develop a Leisure Trust",{"$nulls":4},"X","All non-statutory services may be under review in the coming years",null,2961,2665,null,"The new ways of working we are considering over the coming years are joint working with public sector (discussed below) and private sector organisations such as PFI schemes.  We are also rolling out a LEAN programme across our services.\n\nWe are undergoing a service redesign process to streamline the way our services are provided and to reduce management levels.\n\nWarrington Borough Council are not planning to increase charges above inflation and are budgeting for low increases in pay inflation over the next few years.  We will be taking part in joint commissioning of services, and review all our services to see if we can commission them cheaper elsewhere.",null,"X",null,"We are planning to share services with Warrington PCT, Cheshire Police and Fire Authorities. These processes are still under review and the amount saved from this method of working is yet to be determined.  We are also taking part in the Total Place Initiative project and are looking at opportunities for shared services with other Greater Manchester authorities."]
["Warwickshire County Council","County Council","West Midlands","X",null,"Note for Q1 - Capital budget figures fluctuate due to the impact of major schemes on the overall budget figure. NOTE for Q2 - 2007/08 Childrens' Social Services figure is not comparable due to internal restructuring. ",5,7.5,3.6,3.3,30,-36.8,13,-12,null,7.2,14,5.1,1.7,-11.4,3.7,2.9,1.3,2.3,7.7,2.5,1.2,0.7,21.1,8.4,3.6,{"$nulls":7},"X",{"$nulls":7},"X",null,"X",null,"X",{"$nulls":5},"X",null,"X",null,"X",null,"X",null,"X","i.e. Any non-statutory/discretionary activity",null,5880,"Reuction but degree depends on extent to which commissioning is pursued anywhere any savings fall",null,"1.  20% downsizing by 2013 include de-layering, systematic deletion of posts, planned workforce strategy.\n\n2.  Pay freeze currently affecting upper managerial areas.\n\n3.  Recruitment freeze on vast majority of posts, redeployment underway. \n\n4.  Exiting from discretionary / low priority services.\n\n5.  Focussing resources on core priority front – line services",null,"X",null,"1.  “Total Place” vehicle focussing on improved efficiencies in Children’s Services (including schools) with Solihull and Coventry.\n\n2.  Shared Service solutions with any willing public body in the sub-region.\n\n3.  Outsource individual service provision functions (again with A. N. Other public body if the outsource deal makes business sense).\n\n4.  Financing with Central Government Departments / Quango’s on how they can rebuild service functions with us to improve efficiencies."]
["West Berkshire Council","Unitary Authority","South East England","X",null,"Notes on Q2: for Adult social services the respondent has used the Older People and Community Care and Wellbeing service as a proxy. For Children's social services the respondent has used the Children's service and Children's commissioning and quality as a proxy. For Highways the respondent has used the Highways element of the Highways and Transport service as a proxy. For Environmental services the respondent has used the Countyrside and Environment, and corporate director (environment) service as a proxy. ",6.7,5.6,3,2.6,-9.6,40.6,2,9.8,null,9.4,11.7,6.6,5.3,14,13.7,8.9,4.2,1.2,5.2,10.1,1.3,9.3,19,4.4,5.3,{"$nulls":5},"X",{"$nulls":13},"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X",null,"X","Support or 'back office' services",null,1601.62,1450,null,"Pay freeze assumed for 2010-11 with pay increases under 1% for the rest of our medium term financial strategy; Reducing the size of our office accommodation; Senior Management Review of tier 2, 3 and 4 officers will deliver savings of £721k in 2010-11; Systems transformation of Adult Social Care programme delivering over 3.2m of savings between 2010 and 2012",null,"X",null,"Expected to save £110k via shared services with other Councils over period of medium term financial strategy (2010-13)"]
["West Sussex County Council","County Council","South East England","X",null,"NOTE for Q1 - Major new Waste Contract has an impact on the capital programme in 2010/11 \n\nNOTE for Q2 - Comments/background\n\nThe figures are partially explained by the impact of the Fundamental Service Review (FSR) which seeks to deliver improvements in efficiencies, achieving the same with less and allowing resources to be directed. \n\n• Adults – reductions were mainly in back office activities before, but in 2010/11 the ‘front office activities are impacted as services are starting to be redesigned, hence the fall\n\n• Children – large investment in 2007/08 and again in 2010/11\n\n• Highways - although it would be easy to interpret 2010/11 as meaning cuts, the decrease in the budget comes about because of FSR efficiencies.   £3.6m of efficiencies are planned for next year, so this is really a case of us expecting to be able to do the same for less.  Take out those efficiencies and there would be growth of 5.3%, due to items like the investment in street lighting PFI, so this is a good example of FSR in action.\n\n• Environmental Services - we have interpreted this as meaning Waste and thus the numbers underline the extent to which we have needed to make massive additional investment in the budget since 2006/07.  Moreover, this has largely been necessary for reasons that have been imposed upon us (Landfill Directive, landfill tax, LATS etc) and without Government providing any real assistance to ease the burden.\n\nNOTE for Q3 - Govt grant expected to fall but core grant only funds around one fifth of non school spending. If other grants – such as Area Based Grant also cut this will also have an impact too and may well push up the % reduction more. \n\nNOTE for Q4 - All services will be subject to a Fundamental Service Review. As efficiencies have already been largely made within current structures, this will mean a reconfiguration for many services, with an emphasis on maintaining services from a lower costs base. But services will also face re-prioritisation to protect core activities. \n\nNOTE for Q5 - FTE numbers will reduce but no specific lower FTE target and difficult to extrapolate – only target is £50m efficiency by March 2012 and although no plans beyond that whatever is needed to balance the budget on the subsequent 2 years.",4.8,4,2.9,2.7,22,6.3,6.3,22.2,null,1.1,2.5,4.1,-0.7,5.3,-2.3,1.1,7.2,8.1,3.6,4.8,-3.1,23,10.3,13.1,13.4,{"$nulls":4},"X",{"$nulls":6},"X","As a major part of the budget this will come under scrutiny.  A major Government grant – Supporting People (£15m) is already being reduced year on year. \nServices may be reorganised to deliver differently from lower cost base e.g. moving from residential to homecare and from day care to supporting regaining independence",null,null,"X","Lack of Government support for capital expenditure already evident means this area could be squeezed although CC is protecting via the capital programme as best we can",null,null,"X","Relatively small budget. Subject to possible improved working and co-operation with partners",{"$nulls":4},"X","FSR savings expected in future from ongoing work– in particular £1m in 2011/12. ",null,null,"X","V Small area of spend but already subject to cost reductions in 2010/11",null,null,"X","Waste disposal – efficiencies from joint working and better rates of recycling BUT costs will inevitably rise as driven by investment needed to improve, meet environmental targets and avoid penalties from Government such as landfill tax. Therefore it is a case of minimising the inevitable extra costs of Waste Disposal.",null,6624,null,null,"We have already saved £33m through a host of organisational reforms including the development of internal shared services, reducing management layers, increasing spans of management control and better procurement.  \n\nWe are now starting a transformation across the Council to be genuinely customer focused.  Extensive consultation with customer across West Sussex has confirmed that residents believe West Sussex is a great place to live.  They have given us clear indications how we can help improve their quality of life. \n \nWe know that there are services and support for people’s quality of life that need improvement and places, which do not share sufficiently in our county’s overall prosperity.  We want to work with individuals and communities to meet those challenges.   \n \nOur aim is to develop standards, and design and manage services ‘with you’, not do things ‘to’ customers. \n \nAt the same time, we intend to stand up for residents and communities, to represent their interests when they need support and help with problems. That is about doing it ‘for you’. \n \nWe will provide information, advice and guidance to all residents, so they can make the most of their lives in the county, as well as providing services, assistance and support to people where this is most needed.  \n \nWe are clear about our leadership responsibilities for services whether provided directly, through partners or others. We will work closely with partners and influence others to ensure they deliver to agreed levels of quality and are also accountable for what they do. \n \nAll of this is about a clear commitment to ensure services meet residents’ needs, and to help them ‘make the most of West Sussex’ \n\nOur transformation is therefore all about being ‘with you, for you, making the most of West Sussex’.\n\nOur aim is to deliver this transformation by being genuinely customer focused through modern efficient delivery and operations which deliver better services to improve the lives of West Sussex residents and so secures major reductions in the cost base.  The Council will then become focused on:\n\n\n1.  Timely intervention and prevention – we will move our resources from trying to help when the problem has got too much, to helping stop problems from starting.\n2.  Personalisation that helps people and communities take control of their own support. \n3.  Joined-up so that customers can contact us and get information and help more easily and we cut down on the costs of administration.\n4.  Flexibility so that customers get a consistently good customer service no matter from where or how they contact us and our staff can work more flexible.  We can then cut down on costly buildings and other such facilities.\n5.  Efficient standard processes – using the same processes will reduce the cost of training, IT implementation, and increase the number of channels that can provide access\n6.  Leading and facilitating partnership working across the different providers of local services together so we give customers a more joined-up and better service at reduced cost. \n7.  Taking time and cost out of data entry, improving the quality of data we hold and so allowing us to make better decisions\n6.  Reducing the cost of IT by rationalised applications and hardware across the Council so reducing the cost of maintenance, increase the connectivity between applications and reducing training costs\n8.  Procurement to drive down the costs of buying the thousands of different produces and services we use.",null,"X",null,"The County Council is leading an initiative between the 8 Councils in West Sussex which seeks to improve the customer experience whilst delivering substantial efficiency savings by closer joint working. The initiative is known as “ Better Together”.\nThere are 4 areas of focus for this initiative…\n1. Integrated customer access arrangements including single access points and shared contact centres.\n2. Joined up service delivery in areas such as waste collection and disposal\n3. Shared support services such as IT \n4. Shared procurement\nThe Councils 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 savings in excess of £3m are anticipated."]
["Westminster City Council","London Borough Council","Greater London","X",null,null,6.3,8.2,6.1,null,-2.7,16,1,null,null,11.9,12.8,3.1,null,4.5,6.6,6.8,null,15.8,4.3,13.7,null,5.3,5.2,7.9,{"$nulls":4},"X",{"$nulls":17},"X","Decline in fees and charges",{"$nulls":10},"X","Decline in income from parking",null,2786,2500,null,"Major re-organisation of the council:\n\n* Like many councils across the UK, we are facing difficult choices on how to maintain public confidence in local services while adjusting to today's tough new financial realities.\n \n* What is clear is that our old ways of working are simply not sustainable or affordable and it is only through fundamental change that we can keep ahead of the game.\n\n* The council does not operate in isolation from the outside world and has reduced income from falling interest rates and government grants that are insufficient to support the services that need to be delivered\n\n* Over the next year, we’re aiming to make £30million of savings by stripping out waste and duplication so we can keep council tax down and invest less money on administration and more on frontline services - where it makes the biggest difference.\n\n* This is being done by the council’s move to a 'strategic commissioning' authority, replacing traditional council departments with a series of delivery units and support units. \n\n* Strategic commissioning differs because it takes a more ‘holistic’ approach by assessing what residents really need from services, addressing gaps in provision and looking at new ways of purchasing services from external providers\n\n* The council's Corporate Management Board has been reduced from 20 senior officers to a far smaller Executive Board of just seven, including the chief executive, deputy chief executive and five strategic directors.\n\n* The council's support functions have been pooled to avoid replication and unnecessary costs. New 'delivery units' have been designed for speed of decision making with fewer layers of management.\n\n* The new structure will provide a more coherent customer service model by opening joined up service \"hubs\" around Westminster combining One Stop shops and advice centres to better meet the diverse needs of local residents and businesses.\n\n* It will also lead to greater use of inter public sector working and greater use of technology both of which reduce cost and improve the experience of the customer. \n\n* Since December 2009, 185 people have left the council with a further 45 leaving in March and the remaining 35 going in September 2010. Around 100 of these posts will be voluntary or compulsory redundancies.",null,"X",null,"Move to unified public services in Westminster:\n\nWestminster has recently completed an audit of public spending in the city. In headline 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 on benefit payments alone to residents every year. These figures made the business case for unified public services.\n\nThe public spending audit work identified 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 have been developed where greater collaboration will be explored. There are a number of projects underway with the potential for major service improvement and organisational streamlining. They involve rethinking both front-line and support services to significantly increase collaboration between partners such as the NHS.\n\nExample (i) – Family Recovery: \n\nThis project joins together local services that have – until now – failed to reverse social decline for families and the neighbourhoods who suffer from the effects of deprivation. In Westminster, we estimate that around 3% of local families were responsible for around 80% of all social care spending\n\nEach family referred to the Family Recovery programme works with a dedicated team of professionals. The multi-agency team covers: Adult mental health, anti-social behaviour, Benefits, Education, Health visiting and policing. With a total of 63 families currently on the programme, the council is on target to save taxpayers £1.6 million.  \n\nThe latest findings from the family recovery programme show school attendance has improved by 50%, antisocial behaviour has been reduced by 39%, and 10% of adults are now in work or training.\n\nExample (ii) - Education:\n\nIn the first move of its kind in the UK, Westminster Council's education department is to be restructured to move away from a traditional model where all services are delivered by the authority to one where it shares services with other boroughs and makes use of the commercial, voluntary and independent sectors.  \n\nUnder the plan, Westminster will become a 'commissioner' rather than a 'provider' and is looking to share expertise with other local authorities as well as commissioning services with other councils to help set up specialist services.\n\nOther examples available on tackling rough sleeping – working with the voluntary sector and Westminster Works – working with the private sector, employment agencies, local businesses to get people into work."]
["Wigan Metropolitan Borough Council","Metropolitan Borough Council","North West England","X",null,null,3.74,7.03,2.845,2.59,-13.88,-4.68,-8.44,9.94,null,1.6,11.27,22.88,5.41,10.19,7.1,11.45,14.47,-15.06,-6.91,1.9,5.84,4.18,7.97,-4.08,11.44,{"$nulls":7},"X",{"$nulls":28},4638,"Not Calculated",null,"The Authority is looking at a number of different options to save money and deliver its services.\nWe are using our work with the Association of Greater Manchester Authorities (AGMA) to help deliver efficiencies through services reviews, shared intelligence on efficiency work and shared services.\nWe are reviewing the way that we commission services either through joint procurement exercises or shared services.\nWe are using business intelligence to understand our customers’ needs to help target services.\nWe are strictly controlling recruitment and reviewing all our grant funded posts.\nWe are working with our Local Strategic partners to look at sharing services and rationalising back office functions.",null,"X",null,"We are looking at pooling resources to achieve better economies of scale. We are working with our Primary Care Trust (PCT), and Local Strategic Partnership to help deliver our efficiency programme, through a mixture of joint procurement. Commissioning and shared services..\n\nWhilst we haven’t yet set a formal target in this area they are expected to contribute significantly to our annual savings requirement of around £7million for the next 5 years."]
["Wiltshire Council","Unitary Authority","South West England","X",null,"Wiltshire Council is a new Unitary council, established in April 2009. NOTE for Q4 - All services will be reviewed. Wiltshire Council is committed to protecting frontline services by identification of efficiencies and new ways of working. ",null,null,null,-3,null,null,null,19,null,null,null,3.7,2.6,null,null,2.5,2.4,{"$nulls":6},2.5,-3,{"$nulls":5},"X",{"$nulls":5},"SEE NOTE",{"$nulls":24},5600,5000,null,"Efficiency measures have followed on from the economies of scale generated by the new Unitary Council.  We are exploring joint commissioning, more efficient procurement, more efficient back office functions, reduced management layers and an estates’ strategy. ",null,"X",null,"The Council is exploring Total Place funding opportunities with relevant agencies.  A pilot is being run during 2010-11.  The Council 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 term savings will be expected to exceed £20 million."]
["Windsor & Maidenhead Royal Borough Council","Unitary Authority","South East England","X",null,"NOTE from respondent - I haven’t put in the financial numbers because local government funding is more complex than simply revenue and capital and whatever 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 funded and some not so we need to make compensatory savings. The other area is staff numbers – we will have fewer staff but I don’t know how many at this stage.",{"$nulls":29},"X",{"$nulls":20},"X","Will be reductions in volumes, but will continue to do it. ",null,null,"X","May disappear","X","will be much more focussed in the way grants given",{"$nulls":6},"All of the above examples plus introduction of Lean systems methods, use of cloud computing/virtual desktops, better links between public agencies, increased rive for standardisation, and sharing of services",null,"X",null,"Examples are many (we already share ca £12mn) a year of services across Berkshire. Will be looking at sharing CCTV services, provision of finance systems, printing, etc, exact estimates are difficult as the focus is on lots of small scale work that is deliverable quickly rather than big old style outsourcing deals."]
["Wirral Metropolitan Borough Council","Metropolitan Borough Council","North West England"]
["Wokingham Borough Council","Unitary Authority","South East England"]
["Wolverhampton City Council","Metropolitan Borough Council","West Midlands","X",null,"NOTE for Q1 - Revenue budget Based on Net Budget Requirement ie expenditure less all specific income and transfers to/from reserves. Capital budget Gross estimated capital expenditure.  Note that the council’s capital programme has increased over recent years primarily due to Decent Homes funding.",3.5,6.8,1.7,2,31,16,-26.9,10.7,null,2.8,14.3,3.6,0,-4.9,10.6,4.8,-1.3,6.3,3.3,-1.6,-1.5,4.9,4.5,0.7,-1.5,{"$nulls":6},"X",{"$nulls":8},"X","Maintenance",{"$nulls":8},"X","Reconfiguration of service, which will lead to closures but should improve the services available at each facility.","X",null,"X",{"$nulls":6},"7700 approx","Say 500 less than now?",null,"All of the above, plus:\n- A detailed review of the value for money of services (front line and back office) to see how services can become more efficient;\n- introduction of new ICT to help make some back office functions more efficient;\n- Review of priorities and non/low-priorities to see where disinvestment is possible\n- Introducing a more centrally controlled organisation where financial management is concerned.",null,null,"X","We recently considered this when reviewing how we approach the procurement of new ICT systems and did speak with other public sector organisation.  However, in the end we concluded that this was not the best option at this time.\nGoing forward nothing has been agreed in this regard, however, nothing has been ruled out so if working with other public sector organisation makes good sense then it would be seriously considered."]
["Worcestershire County Council","County Council","West Midlands","X",null,null,4.5,3.6,3.9,1.9,8,1.2,-1,18.6,null,9.4,1.1,4.9,1.1,5.7,-2.8,4.8,3.2,-4.5,-5.2,1.8,2.5,2.8,5.7,6.3,-1.1,{"$nulls":5},"X",{"$nulls":5},"X","All areas will be subject to review. If sufficient budget reduction cannot be achieved through efficiency and reform, non-statutory functions and high volume, high spend areas will be most vulnerable to the squeeze. ",null,null,"X","All areas will be subject to review. If sufficient budget reduction cannot be achieved through efficiency and reform, non-statutory functions and high volume, high spend areas will be most vulnerable to the squeeze. ",{"$nulls":8},"X","All areas will be subject to review. If sufficient budget reduction cannot be achieved through efficiency and reform, non-statutory functions and high volume, high spend areas will be most vulnerable to the squeeze. ",null,null,"X","All areas will be subject to review. If sufficient budget reduction cannot be achieved through efficiency and reform, non-statutory functions and high volume, high spend areas will be most vulnerable to the squeeze. ",{"$nulls":5},4902,4412,null,"Better integrated services through joint commissioning, shared back office services, shared front line services, aligned services (Total Place concepts), pay freeze, increased use of technology to support self service 24/7, flexible and mobile working, lean systems reviews.\n\nReview of all services to ensure heightened customer focus, securing positive outcomes\nfor citizens.",null,"X",null,"Shared Services with District Councils.\n\nJoint Commissioning and joint provision with Health Sector.\n\nPurchasing consortium for school supplies, office supplies and utilities.\n\nIntegrated property asset management.\n\nToo early to quantify additional savings.\n\nTotal Place projects, starting with review of services to 18-24year olds, not in education employment or training (NEETs)"]
["York City Council","Unitary Authority","Yorkshire and Humber","X",null,"NOTE for Q1 - The 2007/08 Capital budget figure 'is distorted due to the funding mechanism used to finance the new Eco-Depot'. ",6,7,3,3,-30,66,17,8,null,5,12,8,3,6,12,1,10,7,14,9,2,8,9,10,4,null,null,null,"X",{"$nulls":29},"X","All discretionary areas of spend will be at risk. ",null,3116.46,2916,null,"Joint commissioning of services,\nRationalised management structures - delayering,\nCentralising support functions,\nConsolidating customer contact across all services,\nMigrating customers to use electronic channels,\nMobilisation of the workforce,\nReviewing fees and charges,\nImproving income collection processes,\nReviewing transport arrangements across the Council,\nShared Services,\nImproving procurement,\nRationalisation of property,\nBusiness process improvements and use of technology.",null,"X",null,"Early stages of exploring partnering options with health; Exploring options for collaboration with other authorities to jointly deliver or procure services. No estimates of potential savings yet made."]

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[{"$nulls":6},"Question 1: What is your anticipated overall budget increase/decrease for 2010/11 and how does it compare with increases in the previous three years? (% increase/decrease in cash terms)",{"$nulls":8},"Question 2: In the following spending areas, what are your anticipated revenue budget increases/decreases for 2010/11 and how do they compare with the previous three years? (% increase/decrease in cash terms)",{"$nulls":16},"Question 3: Excluding schools, what do you expect to be the overall reduction in spending in real terms in the next 3-5 years? (Put an X next to whichever would be your best estimate)",{"$nulls":9},"Question 4: Which spending areas to you think are most vulnerable 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 likely to be vulnerable?",{"$nulls":24},"Question 5: Excluding schools, how many employees (full time equivalent) do you have now and how do you expect that number to change in the next 3-5 years? (Rough estimate is fine)",null,null,"Question 6: What new ways of working are you planning in order to save money in the way you provide services to local people? (e.g. joint commissioning of services, increasing charges, pay freezes, reducing management layers)",null,"Question 7: Are you planning to share services with other public sector bodies, such as health trusts, schools, voluntary organisations or other councils in the next 3-5 years? (Put an X) If so, please outline what you're doing and your best estimate of what you expect to save."]
["Council name","Council type","Region","Received","Received late (see separate sheet for responses)","Notes","07-08 revenue budget change (%)","08-09 revenue budget change (%)","09-10 revenue budget change (%)","10-11 revenue budget change (%)","07-08 capital budget change (%)","08-09 capital budget change (%)","09-10 capital budget change (%)","10-11 capital budget change (%)",null,"07-08 adult social services change (%)","08-09 adult social services change (%)","09-10 adult social services change (%)","10-11 adult social services change (%)","07-08 children's social services change (%)","08-09 children's social services change (%)","09-10 children's social services change (%)","10-11 children's social services change (%)","07-08 highways change (%)","08-09 highways change (%)","09-10 highways change (%)","10-11 highways change (%)","07-08 environmental services change (%)","08-09 environmental services change (%)","09-10 environmental services change (%)","10-11 environmental services change (%)",null,"Increase in spending","No change","0-5% reduction","5-10% reduction","10-15% reduction","15-20% reduction","20-25% reduction","25-30% reduction","More than 30% reduction",null,"Adult social services","Egs of adult social services","Children's social services","Egs of children's social services","Highways","Egs of highways","Environmental services","Egs of environmental services","Economic development","Egs of economic development","Planning","Egs of planning","Homelessness","Egs of homelessness","Libraries","Egs of libraries","Leisure","Egs of leisure","Arts","Egs of arts","Voluntary organisations","Egs of voluntary organisations","Other","Egs of other",null,"Now employees","In 3-5 years employees",null,"New ways of working",null,"Yes share services","No share services","Outline"]
["Isle of Wight Council","Unitary Authority","South East England",null,"X",null,3.75,7.56,4.47,3.42,null,-33.5,30.52,88.23,null,4,10.8,-0.9,5.1,13.5,16.3,7.2,3.4,0.7,28.3,1.2,-20.3,0.7,4,1,6.9,{"$nulls":5},"X",{"$nulls":5},"X",null,null,null,"X",{"$nulls":9},"X",null,"X",null,"X",null,"X",null,"X","SUPPORT SERVICES",null,2400,2000,null,"Transformation- flexible working – shared service centre for all transactional activities- service redesign to integrate services- joint commissioning with Health- integrated service delivery with partners – management delayering- investment in ICT to support different wyas of working\n\nIncreasing charges where appropriate but not easy",null,"X",null,"Reviewing joint commissioning, integrated provider services and sharing support services e.g. procurement, Legal, property, Personnel,Finance.\n\nToo early to estimate savings."]
["Peterborough City Council","Unitary Authority","East of England",null,"X","NOTE for Q1 - NB – 2010/11 figures are indicative.",6.6,-1.4,8.9,4.5,83.6,-24.5,3.8,34.8,null,-2.9,31.1,-13.7,4.5,17.6,23.2,31,22.4,16.1,4.2,-9.2,-15.3,9.9,12.3,-1.3,-18.9,{"$nulls":5},"X",{"$nulls":5},"X","Pressures relating to demographic growth and an ageing population","X",{"$nulls":22},5547,"Reduction",null,"Continue with an ambitious saving programme to delivery sustainable efficiencies around flexible working practices and reducing back office costs with no adverse impact on front line service delivery.\nExploring opportunities with other organisations as part of the Total Place agenda\nReviewing partnership working arrangements between the NHS Peterborough and the city council, for example procurement contract arrangements and sharing of resources\nMoving towards a joint venture between city services and a private company during 2010/11",null,"X",null,"See Question 6"]
["Salford City Council","Metropolitan Borough Council","North West England",null,"X",null,4.8,7.5,2.4,1.1,7,0.4,6.2,17.6,null,0.9,10.6,2,-7.9,6.5,13.6,4.7,-4.1,2.8,-6.3,-7.7,-3.1,-2.7,16.4,0,-3.9,{"$nulls":5},"X",{"$nulls":5},"X","Budget pressures re adults with learning difficulties, increases in children in care moving to the adult service","X","Pressures relating to the need to place children in other authority establishments, independent special schools and learning diffculties","X","Deterioration in the highways network","X","Costs associated with waste disposal","X","Lack of capital receipts to help fund regeneration","X","Income budgets re Planning fees, building control, rental income",{"$nulls":13},8355,7955,null,"Specifically the Council has implemented a Think Efficiency programme which will continue to be developed and will deliver savings through:\n\n1) Improved procurement methods such as contract price reductions and rationalisation of numbers of suppliers.\n2) The creation of centralised common service functions across the Council in:-\n\n Administration\n Strategy policy and performance\n Marketing and communications\n Transactional finance\n Transactional human resources\n Democratic services\n Programme and project management\n Organisational training and development\n ICT\n\n3) A reduction in the numbers of tiers of management down to a standard of four.\n4) A true council –wide customer services providing a single point of contact for local citizens, partners and businesses.\n5) A reduction in the number of council staff through voluntary early retirement, voluntary severance, a deletion of vacant posts and natural wastage (i.e. staff leaving early to take employment elsewhere)\n6) flexible working\n7) shared services and service collaboration with other neighbouring authorities \n\nIn addition services will be subject to annual reviews to identify other efficiencies ",null,"X",null,"We are working with our Greater Manchester partners on developing a programme of collaborative service projects across 10 service areas. "]
["Shropshire Council","Unitary Authority","West Midlands",null,"X","NOTE for Q1 - 2009/10 Revenue budget quoted \"11% saving from unitary council\". 2010/11 Revenue budget quoted \"1.45% increase in cash terms (nil after adjustment for inflation). GENERAL NOTE for Q1 - As Shropshire Council was created on 1st April 2009, comparatives from previous years cannot be provided.\n\nOur Capital programme has increased significantly, due to a number of previous large schemes committed by the old District Councils and a new programme of schemes to be undertaken from Prudential Borrowing, but this reduces significantly after 2010.\nNOTE for Q2 - 2010/11 budget figures are indicative figures as finalised totals for each service area have not been confirmed. These figures do take into account the current savings proposals and reinvestment proposals being considered.\n\nUnable to provide comparatives for last three years for Highways and Environmental Services as some services transferred in to the Unitary Council from the District Council’s therefore this would not be a consistent basis for comparison.\nNOTE for Q3 - 5.0 -7.5% reduction for each year over the next 3-5 years, but this depends on the speed of approach of the new Government after the General Election, but this means cuts of 10%+ in “unprotected” services deemed to be a lower priority.","n/a","n/a",11,1.45,"n/a","n/a","n/a",45.41,null,7.66,7.5,2.2,-0.59,10.95,11.9,9.06,2.51,"n/a","n/a","n/a",-4.91,"n/a","n/a","n/a",-2.25,{"$nulls":4},"X",{"$nulls":6},"X","changing/tightening eligibility criteria to reduce demand","X","changing/tightening eligibility criteria to reduce demand","X","Roads Maintenance",{"$nulls":8},"X","Seen as lower priority and less \"essential\", but are crucial to the tourism econemy.","X","Seen as lower priority and less \"essential\", but are crucial to the tourism econemy.","X","Seen as lower priority and less \"essential\", but are crucial to the tourism econemy.","X","Reduction in grant aid.",null,null,null,8340,7000,null,"The main key to protecting frontline services will be to take out waste and duplication from the total spend on all locally delivered public services, by joining up the way these are delivered across local agencies.  \n\nThe Council is reviewing where it is possible to increase charges for some of the services that we deliver. A full process of public consultation is being undertaken on areas where increases in charges are being proposed before any final decisions are made on where these increases in charges will be applied.\n\nThe Council is also undertaking a series of lean service reviews on a number of key service areas to look at ways of making processes more efficient through the removal of waste.  The lean service reviews being undertaken include a number of services that have transferred in from the districts where we are looking to create one efficient service from five different ways of delivery.\n\nIn terms of staffing structure at the Council, the Council is managing reductions in the structure through redeployment and vacancy management in order to eliminate the need for compulsory redundancies which entail large costs.  The staffing structure is reviewed when a job becomes vacant to establish whether the specific post is still required in its current form or whether it is possible for other at risk employees can be redeployed into this post.  Pay freezes and changes in conditions of service are also planned, as is a review to significantly reduce management overheads by “delayering”.",null,"X",null,"We already share a number of services with other public sector bodies:\n We provide the payroll service for 30 external payrolls\n We share our accommodation with local partners including voluntary organisations and the Police\n 30% of School Meals turnover is delivered outside of Shropshire (Worcestershire, Telford & Wrekin, Wales and Herefordshire)\n Financial services and support provided to local Town Councils and Voluntary Organisations\n IT and broadband support provided for local Parish and Town Councils\n Shared Coroner Service with Telford & Wrekin\n Joint commissioning work with PCT\n\nThe Council continues to look for other opportunities for sharing services with public bodies, either within Shropshire or at a sub-regional level with neighbouring local councils."]