Summary
Unit |
Gross Budget 2020/21 |
Net Budget 2020/21 |
Staffing FTEs 2020/21 |
Savings Proposals 2021/22 |
£'000 |
£'000 |
FTE |
£'000 |
|
Director of Families, Children & Learning |
325 |
102 |
4 |
0 |
Health, SEN & Disability Services |
50,677 |
42,415 |
270 |
1,110 |
Education & Skills |
13,780 |
7,482 |
243 |
187 |
Children's Safeguarding & Care |
43,800 |
40,653 |
310 |
985 |
Quality Assurance & Performance |
1,512 |
1,407 |
27 |
0 |
Families, Children & Learning Total |
110,094 |
92,059 |
854 |
2,282 |
Adult Social Care |
57,128 |
35,284 |
448 |
3,345 |
S75 Sussex Partnership Foundation Trust (SPFT) |
27,754 |
18,354 |
55 |
860 |
Integrated Commissioning |
15,632 |
10,208 |
48 |
310 |
Public Health |
21,047 |
0 |
51 |
0 |
Health & Adult Social Care Total |
121,561 |
63,846 |
602 |
4,515 |
Transport |
39,077 |
(2,947) |
174 |
1,699 |
City Environmental Management |
34,638 |
32,211 |
466 |
155 |
City Development & Regeneration |
5,957 |
3,007 |
107 |
168 |
Culture, Tourism & Sport |
16,302 |
3,855 |
212 |
92 |
Property |
12,033 |
1,513 |
102 |
346 |
Economy, Environment & Culture Total |
108,007 |
37,639 |
1,061 |
2,460 |
Housing General Fund |
25,186 |
6,096 |
111 |
320 |
Libraries |
5,214 |
4,770 |
60 |
98 |
Communities, Equalities & Third Sector |
3,165 |
2,818 |
11 |
72 |
Safer Communities |
5,058 |
2,834 |
77 |
64 |
Housing, Neighbourhoods & Communities Total |
38,623 |
16,518 |
259 |
554 |
Finance (Mobo) |
327 |
272 |
2 |
0 |
HR & Organisational Development (Mobo) |
759 |
625 |
11 |
0 |
IT & D (Mobo) |
3,692 |
3,519 |
3 |
0 |
Procurement (Mobo) |
(253) |
(253) |
0 |
0 |
Business Operations (Mobo) |
(185) |
(185) |
4 |
0 |
Contribution to Orbis |
10,909 |
10,909 |
310 |
240 |
Revenues & Benefits |
7,710 |
4,908 |
163 |
250 |
Housing Benefit Subsidy |
102,651 |
(751) |
0 |
0 |
Finance & Resources Total |
125,610 |
19,044 |
49 |
490 |
Corporate Services Total |
20,133 |
(14,737) |
0 |
25 |
Corporate Policy |
770 |
624 |
11 |
27 |
Legal Services |
2,054 |
1,540 |
48 |
65 |
Democratic & Civic Office Services |
1,864 |
1,777 |
15 |
58 |
Life Events |
3,513 |
68 |
52 |
40 |
Performance, Improvement & Programmes |
626 |
626 |
24 |
37 |
Communications |
615 |
599 |
17 |
35 |
Strategy, Governance & Law Total |
9,442 |
5,234 |
16 |
262 |
Total |
533,470 |
219,603 |
3,43 |
10,588 |
Section |
Service Area |
Brief Summary of Budget Proposal/Strategy and Risks |
Savings Proposals 2021/22 |
£'000 |
|||
FAMILIES, CHILDREN & LEARNING |
|||
DIRECTOR OF FAMILIES, CHILDREN & LEARNING |
|||
There are no savings proposed for 2021/22 within this area. |
|
0 |
|
Director of Families, Children & Learning Total |
|
0 |
|
HEALTH, SEN & DISABILITY SERVICES |
|||
Services for children with disabilities |
Direct payments |
Possible saving due to current situation where the children's
direct payment budget is incorrectly incurring costs for clients
post-18 (already captured in pressures calculation in adults
community care budget). |
40 |
Services for children with disabilities |
Contracted services, adaptations, management |
Savings achieved by re-negotiation / re-tendering / bringing
in-house Children's Disability Service contracts. Calculated at 10%
of current contract value. This is subject to an effective
commissioning function being established. |
70 |
Agency disability |
Independent and non maintained children's homes, special schools and boarding school placements |
This
is a budget area that is under high pressure and there is a
requirement for significant additional corporate investment for
2021/22. If the full service pressure funding that has been
identified is forthcoming a potential saving may be
deliverable. |
50 |
Learning Disabilities - Adults Community Care |
Learning Disabilities |
Savings on ALD achieved through number of strategies number of targeted strategies.
- Continuation of The 'Move On' project supporting adults with LD to move on from high cost placements into new living arrangements which promote independence. - Appropriate joint funding arrangements to be pursued i.e. Continuing Health Care funding. - Improved transition arrangements for young people. The SCDS 14-25 social work pod will seek to provide a greater focus on this high cost area. - Review of existing block contracts for outsourced services, to address any over provision and more effective utilisation of voids. - Expansion of Shared Lives capacity.
Delivery Risk: Reducing fees or restricting fee increases to
providers may lead to termination of contracts/closure of services.
To reduce level of support within individual care packages the
council would be at risk of not fulfilling statutory duties,
experiencing a breakdown of packages and putting a greater pressure
on carers. |
950 |
Health, SEN & Disability Services Total |
|
1,110 |
|
EDUCATION & SKILLS |
|||
Standards & Achievement |
Core LA school improvement team and commissioned School Partnership Advisers who support schools causing concern and lead disadvantaged education strategy work |
The
budget supports the delivery of the LA statutory education
functions including intervening to support schools failing or at
risk of failing, assessment, SCARE, equalities and PSHCE. |
25 |
Early Years - Children's Centres |
City-wide service providing family support, early learning and
support for parents to train and work to improve outcomes for
children under 5. Health visiting and midwifery
services also deliver from CCs. Integrated Team for Families
and Parenting Service based in Tarner and Moulsecoomb.
Seven designated Children’s Centre’s are: Roundabout,
Moulsecoomb, Tarner, Hollingdean, Hangleton, Conway Court (SCFT
building), Portslade. |
Deletion of longstanding vacant posts is possible. |
50 |
Early Years - Children's Centres |
City-wide service providing family support, early learning and
support for parents to train and work to improve outcomes for
children under 5. Health visiting and midwifery
services also deliver from CCs. Integrated Team for Families
and Parenting Service based in Tarner and Moulsecoomb.
Seven designated Children’s Centre’s are: Roundabout,
Moulsecoomb, Tarner, Hollingdean, Hangleton, Conway Court (SCFT
building), Portslade. |
Charge for accommodation of health visitors in children's centres
(funding from Public Health grant) £33k. |
33 |
Early Years - Children's Centres |
City-wide service providing family support, early learning and
support for parents to train and work to improve outcomes for
children under 5. Health visiting and midwifery
services also deliver from CCs. Integrated Team for Families
and Parenting Service based in Tarner and Moulsecoomb.
Seven designated Children’s Centre’s are: Roundabout,
Moulsecoomb, Tarner, Hollingdean, Hangleton, Conway Court (SCFT
building), Portslade. |
Fund the contribution to Tarnerland nursery from the early years DSG. |
55 |
Early Years Nurseries |
Subsidy for the Council run nurseries (Acorn, Bright Start, Cherry Tree, Jump Start, Roundabout, Pavilion). The nurseries provide free childcare places for 2, 3 and 4 year olds and childcare that parents pay for. Statutory duties to secure sufficient free early education for 4, 3 and low income 2 year olds. Statutory duty to secure sufficient childcare for working parents. Around 500 children attend Council nurseries - 8% of all 3- and 4-year olds (but 27% living in worst 10% SOAs), 16% of all funded two-year olds and nearly 20% of SEND children getting inclusion funding in the city. All nurseries are rated good or outstanding by Ofsted. Roundabout Nursery is the largest council-run nursery and takes very high numbers of disadvantaged children. |
Increase the income for the nurseries by £4k. |
4 |
Early Years - Childcare |
Management of the early years service including council nurseries. Support for private and voluntary nurseries, childminders, out of school childcare, childcare workforce training, and management and administration of free early years entitlement for 2/3/4 year olds. Statutory duty to secure sufficient childcare places and information, advice and training to childcare providers. Early years providers pay a flat rate for training courses. |
Move
more training to a virtual offer and small reduction in business
and childcare development
support. |
20 |
Education & Skills Total |
|
187 |
|
CHILDREN'S SAFEGUARDING & CARE |
|||
Fostering & Adoption |
Payments to in-house carers for fostered and adopted children. |
Saving in Adoption allowances from not
adding inflationary costs to the adoption allowance rate. |
10 |
Social Work & Legal |
Social work staffing teams. |
Review of administration support following the introduction of new
arrangements for child protection conferences. |
25 |
Social Work & Legal |
Expenditure incurred under section 17 & 18 of the 1989 Children Act. |
Budget ensures that the Council is able to fulfil its statutory
duties to support families in need. Effective budget
management (achieved by devolving budgets) has resulted in an
underspend on Section 17 budget line. |
75 |
Social Work & Legal |
Legal costs relating to assessment and court fees. |
The
saving is anticipated through ongoing efficiencies in process and
use of in house resources within the legal team. |
25 |
Contact Service |
Family contact for children in care (Chic) and children in need (CIN) |
The service co-ordinates, supports and supervises court ordered parental and family contact with children in care and children in need. Service redesign has resulted in significant savings in previous years. Review of sessional worker use and their transportation costs should result in modest savings. Delivery Risk: manageable. |
50 |
Care Leavers |
Services for 18-24 year olds leaving care, including staying put and ex-asylum seekers. |
Increase in grant funding available from the Home Office for Unaccompanied Asylum Seeking Children (UASC) leaving care. Delivery Risk: within budget parameters. |
227 |
Agency Placements |
Residential, fostering and secure placements for looked after children provided by external agencies |
Project to increase the number of in house foster placements and
reduce reliance on more expensive independent provider provision is
ongoing. |
283 |
Agency Placements |
Residential, fostering and secure placements for looked after children provided by external agencies |
Reduce the need for high cost secure provision, using alternative
options, maintaining positive outcomes for young people. |
50 |
Adolescent Service |
Support and supervision to young people at risk of exploitation, some of whom are at risk of becoming involved in the Criminal Justice System and preventative work for children and young people at risk of becoming involved in offending. |
The
adolescent service brings together a number of different teams who
work with higher risk young people. It has been successful in
ensuring that needs are largely met and has reduced the funding
pressures arising from this group of young people. This service
receives funding from the Youth Justice Board (YJB). it had
previously been assumed that the grant would be reduced, however
funding levels have been maintained and a small budget saving is
therefore available. |
30 |
Family Support Services |
Family group conferences and intensive intervention initiatives |
Maintaining investment in this preventive service area is critical
for effective demand management. Family Group Conferencing is used
to identify alternative means to meet the needs of families who are
facing difficulties and so avoid the need for a child to be brought
into care. |
10 |
Partners in Change Hub & specialist assessments |
Lead practitioners and adult workers supporting social workers to manage risk effectively within families; specialist assessments to support social work decision making |
The
Partners in Change Programme was a spend-to-save project initiated
two years ago. This project has now become embedded within the
service and savings can be achieved if it continues to deliver
above the spend-to-save targets and support increase in social work
practice. |
200 |
Children's Safeguarding & Care Total |
|
985 |
|
QUALITY ASSURANCE & PERFORMANCE |
|||
There are no savings proposed for 2021/22 within this area. |
|
0 |
|
Quality Assurance & Performance Total |
|
0 |
|
Families, Children & Learning Total |
|
2,282 |
Section |
Service Area |
Brief Summary of Budget Proposal/Strategy and Risks |
Savings Proposals 2021/22 |
£'000 |
|||
HEALTH & ADULT SOCIAL CARE |
|||
ADULT SOCIAL CARE |
|||
Community Care budget funding packages of care to meet statutory responsibilities across adult care groups apart from Learning Disability and Mental Health. Services include; community support, home care, supported accommodation, residential and nursing care. |
Physical Support & Sensory
Support |
The
action the directorate will take will be to manage the pressures on
the community care budget by: increasing reablement through
Independence at home; managing the care market through a hospital
discharge and Discharge-to-Assess bed project; negotiating fee
uplifts based on performance; reviewing service agreements;
recommissioning of extra care block contract; revised home care
system controls; redevelopment of a social care building; reduction
of long term care placements through improved care pathways. |
|
Assessment, Support and Teams (SIT). Social Work teams delivering statutory duties under the Care Act to assess eligible needs, intervene where people are at risk to themselves, others or the community. Deliver statutory duties under the Mental Capacity Act, Safeguarding Vulnerable Adults, Deprivation of Liberty Safeguards (DoL's) |
Assistant Director |
Redesign service offer and service pathways to enhance cost
effectiveness. |
100 |
Assessment & Support and Intervention Team (SIT) |
Community Equipment Service |
The
action the directorate will take is to negotiate the existing
contract. |
100 |
Memory & Cognition Support - Residential |
Ireland Lodge Residential |
Redesign service offer and service pathways to enhance cost
effectiveness. |
95 |
Community Short Term Services |
Community Short Term Services &
Independence at Home (Including Early Supported Stroke
Discharge and Apportionment of Assessment Duties Budget
capacity for 2020/21 assumes a max of 65 people in service at any
time through 12 month period |
Redesign service offer and service pathways to enhance cost
effectiveness. |
180 |
Adult Social Care Total |
|
3,345 |
|
S75 SUSSEX PARTNERSHIP FOUNDATION TRUST (SPFT) |
|||
Community Care budget funding packages of care, support, residential/nursing care for people suffering a cognitive impairment (mainly dementia in older people); services will include Community Support, Home Care, direct payments, supported accommodation, residential/nursing care and specialist placements |
Memory & Cognition Support |
The
action the directorate will take will be to manage the
pressures on the community Care budget by: managing the care market
through a hospital discharge and Discharge-to-Assess bed project;
negotiating fee uplifts based on performance; review of identified
service agreements; reduction of long term care placements. HASC
has a modernisation programme with programme support to deliver the
above. Risks to delivery would include further impact from Covid-19
diverting resources from the programme and requiring urgent
placements at high costs to meet the Covid response for hospital
discharge. |
|
Community Care budget funding packages of care, support, residential/nursing care for people suffering a functional mental illness services will include Community Support, Home Care, direct payments, supported accommodation, residential/nursing care and specialist placements |
Mental Health Support |
The
action the directorate will take will be to manage the
pressures on the community Care budget by: negotiating fee uplifts
based on performance; review of identified service agreements;
reduction of long term care placements. HASC has a modernisation
programme with programme support to deliver the above. Risks to
delivery would include further impact from Covid-19 diverting
resources from the programme and requiring urgent placements at
high costs to meet the Covid response for hospital discharge. |
|
Assessment, Support and Intervention Team (SIT). Social Work teams delivering statutory duties under the Care Act to assess eligible needs, intervene where people are at risk to themselves, others or the community. Deliver statutory duties under the Mental Capacity Act, Mental Health Act Safeguarding Vulnerable Adults, Deprivation of Liberty Safeguards (DoL's) |
Section 75 Staffing teams
Including: |
Redesign service offer and service pathways to enhance cost
effectiveness. |
50 |
S75 Sussex Partnership Foundation Trust (SPFT) Total |
|
860 |
|
INTERGRATED COMMISSIONING |
|||
Commissioning & Contracts |
Integrated Commissioning |
The
directorate has reviewed the overall provision of Supported
Accommodation services which has a substantial budget. Savings have
been enabled by recommissioning contracts, using alternative
provision and identifying some process and staffing efficiencies
(vacancy management). £0.040m of this saving is also
identified through reviewing the Home Care system contract and
delivering the service via an in-house option. |
310 |
Integrated Commissioning Total |
|
310 |
|
PUBLIC HEALTH |
|||
There are no savings proposed for 2021/22 within this area. |
|
0 |
|
Public Health Total |
|
0 |
|
Health & Adult Social Care Total |
|
4,515 |
Section |
Service Area |
Brief Summary of Budget Proposal/Strategy and Risks |
Savings Proposals 2021/22 |
£'000 |
|||
ECONOMY, ENVIRONMENT & CULTURE |
|||
TRANSPORT |
|||
Traffic Management |
Highway Regulation |
Increase licence fees for skips, scaffolds, hoardings,
materials and A-Boards. |
25 |
Parking Services |
Customer Service centre |
Increase prices of resident permits. Increase the base price
of residents' permits agreed for 2020/21 by £15pa and for
Light touch areas £5pa. |
241 |
Parking Services |
Strategy & contracts / Traffic Control Centre |
Increase on-street pay & display
parking tariffs Increase
all paid parking from 9am-6pm to 9am-8pm : Medium price zone.
(£118k), Increase selective tariffs in High and Low
zones (£500k). |
1,158 |
Parking Services |
Traffic Control Centre |
Increases to other car parks by 10%
and introduce some longer hour tariffs. |
48 |
Parking Services |
Traffic Control Centre |
Restore Parking enforcement staffing
levels. Reintroduce a higher
level of parking enforcement to support compliance. |
40 |
Parking Services |
Parking Infrastructure / Strategy & Contracts |
Transition remaining free parking bays
across the city to paid parking, to reduce congestion and promote alternative,
sustainable forms of transport by moderating demand. |
10 |
Parking Services |
Traffic Control |
Expand CCTV enforcement,
including enforcement on mandatory cycle
lanes. 2 new cameras for Bus lane enforcement (which would be cost
neutral as in areas already well covered) and new cameras for
enforcing mandatory cycle lanes implemented in October 2021. |
25 |
Parking Services |
Parking Infrastructure |
New Parking Schemes introduced in
21/22 – Hazeldene Meads
& The Beeches Area. |
10 |
Parking Services |
PCN & Bailiff / Blue Badge & Concessionary Travel / Customer Service |
Improved approach to parking debt
recovery and tackling permit fraud through Parking Services
Redesign. This saving is
already identified in a business case developed by the
directorate. |
72 |
Parking Services |
Customer Service Centre |
Increases to business
permits (£400 to
£450 yearly and £125 to £130 quarterly). |
45 |
Parking Services |
Customer Service / Strategy & contracts |
Review of parking permits. A review of
dispensation permits (e.g. for public / private sector, Car Club,
Business visitors and hotels) which would include introduction of
emission-based tariffs and price increases. |
16 |
Highways |
|
Increase charges for 'cross-overs' by
20% |
9 |
Transport Total |
|
1,699 |
|
CITY ENVIRONMENTAL MANAGEMENT |
|||
City Parks |
Parks |
Enable more sports users to run their own facilities within parks
by transferring management to clubs/community interest companies,
this process has been started and can be extended. |
50 |
City Clean |
Fleet |
Introduce a commercial fleet maintenance service with some service
partners. |
10 |
City Clean |
Fleet |
Accident Reduction Programme. Currently being assessed and
collecting data to produce a programme suitable for the whole
council fleet. Extra training and support to be given
alongside driver training and awareness. |
25 |
City Clean |
Operations - commercial |
Increase Trade Waste charges prices in line with industry
inflation. |
10 |
City Clean |
Operations commercial |
Add a
garden waste round We currently have 3 Garden Waste rounds
(3rd round commenced in June). There is potential with a
strong marketing campaign to increase the number of customers to
introduce a 4th Garden Waste round. |
50 |
City Clean |
Operations commercial |
Explore opportunities for a new customer base for commercial waste
services relating to holiday lets and resident homes These
businesses require a DOC to evidence they dispose of their waste
appropriately. The council would write to the businesses notifying
them of this legal requirement whilst publicising the
council’s waste services alongside websites for other waste
removal businesses. - will require project officer time.
There is already data available from the Business Rates Team. |
10 |
City Environmental Management Total |
|
155 |
|
CITY DEVELOPMENT & REGENERATION |
|||
Planning and Building Control |
City Development & Regeneration |
Commercialise Building Control officers and sell their service to
other teams - in particular the Regeneration Team to offer clerk of
works type services. |
20 |
Planning and Building Control |
City Development & Regeneration |
Increase Building control Fees by 5% above normal inflationary
rise. |
43 |
Major Projects and Regeneration |
City Development & Regeneration |
Capitalise officer time on major and regeneration projects. |
75 |
Planning and Building Control (and Estate Regeneration) |
City Development & Regeneration |
Designate one planning officer to focus on housing schemes (pre-app
and applications), to be funded from the HRA. |
30 |
City Development & Regeneration Total |
|
168 |
|
CULTURE, TOURISM & SPORT |
|||
Tourism & Venues |
Brighton Centre |
Above inflation 2.5% increase in hire fee
income. |
47 |
Sport & Leisure |
Outdoor Events |
Generate increased income from the
outdoor events programme. |
30 |
Sport and Leisure |
Seafront |
Increase income from seafront fees &
charges. |
15 |
Culture, Tourism & Sport Total |
|
92 |
|
PROPERTY |
|||
Facilities and Building Services |
PPT267 Premises Concierge Services |
Review the corporate main council
accessibility line/switchboard with the Customer Experience team in
PIP based on experience during Covid19. |
40 |
Facilities and Building Services |
PPT089 Premises and Facilities management |
The Building surveying administrative requirement can be reduced as the role of schools liaison is duplicated and carried out in the service directly with school management teams. No risk envisaged. |
30 |
Facilities and Building Services |
PPT268 Premises Helpdesk and Business Services |
The
implementation of a new Helpdesk data recording system based on a
management system provided by ITC allowing better reporting, early
warning notification on KPI's and intensive filtering applications
is expected to enable the staffing requirement to be reduced. When
the system has embedded, the impacts on staff will be reviewed
later in the year, and staff and unions will be consulted on any
proposed changes. |
10 |
Facilities and Building Services |
PPT080 Printing Services |
Corporate Print - End the large
print machine contract and transfer large corporate print function
to Print and Design . There would be a saving through terminating
the hire of printing equipment as duplicated by Print and Design.
Print and design have confirmed that this work can be absorbed and
have the capacity to do this. |
20 |
Facilities and Building Services |
General BHCC budgets |
Proposal is to explore closing some BHCC
corporate office buildings for the two week Christmas period 24th
December 2021 until the 4th January 2021 leaving heating on for
frost protection and switching off all lights and electrically
operated equipment. N.B. The proposal relates to the closure of
buildings, not services during this period. |
20 |
Building Surveying & Maintenance and Technical Services PPT075 |
|
Generation of increased income from the
professional fees charged for the building maintenance services
delivered to partners by the building surveying team and the
architect’s team. |
130 |
Building Surveying & Maintenance |
Energy & Water Team |
Forecast Electricity Savings from already
approved Phase 1 of the Solar PV programme. £300k Borrowing
Costs recovered from savings. |
11 |
Building Surveying & Maintenance |
Energy & Water Team |
Assumed Electricity Savings from already
funded Phases of the Solar PV programme. Remaining £700k
Borrowing Costs recovered from savings. |
28 |
Estates Team |
|
Put lease in place with B&H Albion
for Falmer Released Land, demand for parking from football
supporters and university unknown. B&H Albion have resisted a
lease to date as they claim income was too low to payback their
capital investment and pay a rent, however a turnover rent to
accommodate capital investment will address this. It will also
address the risk of fluctuating income due to impact of
Covid. |
40 |
Education property team |
Education property team |
In-year saving of £10k in respect
of the Environmental education contract. This contract is to be
re-procured but owing to Covid-19 this has been delayed, thus
offering a saving in the 2020/21 year that can therefore be taken
in 2021/22. Once the contract is re-procured this saving will not
be available in future years hence it is an in year saving
only. |
10 |
Education property team |
Education property team |
A saving of £7k per year for the
three year period can be achieved. This budget meets the costs
associated with term maintenance costs, reactive maintenance works
utilities costs, and NNDR costs associated with school
buildings. |
7 |
Property Total |
|
346 |
|
Economy, Environment & Culture Total |
|
2,460 |
Section |
Service Area |
Brief Summary of Budget Proposal/Strategy and Risks |
Savings Proposals 2021/22 |
£'000 |
|||
HOUSING, NEIGHBOURHOODS & COMMUNITIES |
|||
HOUSING GENERAL FUND |
|||
Temporary Accommodation & Allocations |
Temporary Accommodation (TA) |
Reduce the funding to support the enhanced model of service
provision in forthcoming procurement of short term emergency
accommodation. New investment of £0.300m was agreed for
enhanced provider contracts relating to emergency short term
accommodation, including provision for services, for example,
laundry provision, kitchen equipment, etc. This saving proposed
here will require services to be provided within a budget envelope
of £0.180m. |
120 |
|
|
Delivery of the Temporary Accommodation (TA) improvement programme
(with Corporate Programme Management support), which includes: a
business process review of void turnaround function to improve
resilience and reduce rent loss; a business process review of
income collection functions to maximise rent collection (alongside
the Corporate Debt Programme); ensuring cost effective use of TA
with scheme by scheme analysis & review of placements and move
on arrangements. |
150 |
Travellers |
Travellers |
Increase in income budgets to reflect recent trends and efficiency
savings across the service. |
50 |
Housing General Fund Total |
|
320 |
|
LIBRARIES |
|||
Libraries |
Staffing and operational costs |
The proposal would remove all staffing
from the upper floors of both Hove and Jubilee libraries, leaving
the public to self-serve and come downstairs for any help they
might require. |
98 |
Libraries Total |
|
98 |
|
COMMUNITIES, EQUALITIES & THIRD SECTOR |
|||
Communities |
Communities, Equalities and Third Sector (CETS) Development staffing and operational budget |
Small
redesign and restructure of the service by should be able to
achieve a staffing efficiency of 1 FTE across the service by
integrating workloads. |
46 |
Reduce budget for the Refugee & Migrant Manager post as now
funded 100% by Home Office Grant: |
26 |
||
Communities, Equalities & Third Sector Total |
|
72 |
|
SAFER COMMUNITIES |
|||
Environmental Health & Licensing |
Environmental Health & Licensing |
Reduction in staff hours already agreed with no necessity to back
fill. |
16 |
Environmental Health & Licensing |
Environmental Protection |
A
staffing efficiency can be made as the position has remained vacant
for a prolonged period. |
48 |
Safer Communities Total |
|
64 |
|
Housing, Neighbourhoods & Communities Total |
|
554 |
Section |
Service Area |
Brief Summary of Budget Proposal/Strategy and Risks |
Savings Proposals 2021/22 |
£'000 |
|||
FINANCE & RESOURCES |
|||
FINANCE (MOBO) |
|||
There are no savings proposed for 2021/22 within this area. |
|
|
0 |
Finance (Mobo) Total |
|
0 |
|
HR & ORGANISATIONAL DEVELOPMENT (MOBO) |
|||
There are no savings proposed for 2021/22 within this area. |
|
|
0 |
HR & Organisational Development (Mobo) Total |
|
0 |
|
IT & D (MOBO) |
|||
There are no savings proposed for 2021/22 within this area. |
|
|
0 |
IT & D (Mobo) Total |
|
0 |
|
PROCUREMENT (MOBO) |
|||
There are no savings proposed for 2021/22 within this area. |
|
|
0 |
Procurement (Mobo) Total |
|
0 |
|
BUSINESS OPERATIONS (MOBO) |
|||
There are no savings proposed for 2021/22 within this area. |
|
|
0 |
Business Operations (Mobo) Total |
|
0 |
|
CONTRIBUTION TO ORBIS |
|||
Orbis Shared Services Partnership |
This service area represents Orbis
partnership services including: |
Savings on Orbis Partnership budgets must
be agreed with the two other founding partners (Surrey and East
Sussex County Councils) in accordance with the Inter-Authority
Agreement. |
240 |
Contribution To Orbis Total |
|
240 |
|
REVENUES & BENEFITS |
|||
Revenues & Benefits |
Administration of Housing Benefits, Council Tax, Council Tax Reduction awards and management of Welfare Support (Hardship) & Rights services - staffing costs budget. |
Ongoing savings are proposed from the continued downsizing of the
Housing Benefit caseload element of Revenues and Benefits as cases
move to Universal Credit managed by the DWP. The reduction in
staff resources is proportional to the reduction in workload taking
into account the expected increased demand for Universal Credit
related welfare support and the introduction of improved digital
services and automation. It should be noted that these savings are
over and above those that the service has had to make to meet
annual reductions in the Council Tax and Housing Benefit Admin
Grants which have been reducing since 2009/10. |
250 |
Revenues & Benefits (Mobo) Total |
|
250 |
|
HOUSING BENEFIT SUBSIDY |
|||
There are no savings proposed for 2021/22 within this area. |
|
|
0 |
Housing Benefit Subsidy Total |
|
0 |
|
Finance & Resources Total |
|
490 |
Section |
Service Area |
Brief Summary of Budget Proposal/Strategy and Risks |
Savings Proposals 2021/22 |
£'000 |
|||
CORPORATE SERVICES |
|||
Corporate Pension Costs |
Corporate Pension Costs - historic retirement decisions |
Statutory requirement to pay for historic retirement
decisions of former employees that included added years. Costs
reduce as membership reduces (i.e. deaths) but this is partially
offset by indexation of pensions. The budget has seen small changes
in recent years and, based on average movements, a reduction of
£0.010m per annum may be realised each year. |
25 |
Corporate Services Total |
|
25 |
Section |
Service Area |
Brief Summary of Budget Proposal/Strategy and Risks |
Savings Proposals 2021/22 |
£'000 |
|||
STRATEGY, GOVERNANCE & LAW |
|||
POLICY, PARTNERSHIP & SCRUTINY |
|||
Chief Executive |
Chief Executive |
Small
reduction in corporate training budget. |
5 |
Policy, Partnership & Scrutiny (PPS) |
Policy, Partnership & Scrutiny including Leadership Support |
Service review with expected efficiencies to be achieved around the
support to the Wellbeing Board. |
22 |
Corporate Policy Total |
|
27 |
|
LEGAL SERVICES |
|||
Legal Services |
Legal Services (Note: income of £0.066m from services to schools has been netted off with gross budget). |
Voluntary reduction in hours. |
47 |
|
|
Increase in external income (fees for
property work, ESFRS, work for Districts and Boroughs). Teams are
currently under increased pressure with in-house work and some
external work streams have been negatively impacted by Covid, but
as this impact eases, external work should be able to
proceed. |
9 |
Safeguarding & Advice (Children & Adults) |
Child protection and Adult safeguarding legal proceedings and advice |
Increase in external income (fees for
WSCC child care work and CCG). Teams are currently under increased
pressure with in-house work and some external work streams have
been negatively impacted by Covid, but as this impact eases,
external work should be able to proceed. |
9 |
Legal Services Total |
|
65 |
|
DEMOCRATIC & CIVIC OFFICE SERVICES |
|||
Democratic Services |
Democratic Services |
Reduction in printing costs with move to electronic papers for
meetings only and use of Modern.Gov App. |
15 |
Democratic Services |
Democratic Services |
Reduce supplies & services budget. |
4 |
Democratic Services |
Democratic Services |
Reduce the training budget for Members,
look to provide more in-house development sessions and available
resources online that are free. |
2 |
Democratic Services |
Civic Office |
Reduction in admin costs. |
12 |
Members Allowances |
Members Allowances |
Remove members' concessionary parking from Norton Road. |
25 |
Democratic & Civic Office Services Total |
|
58 |
|
LIFE EVENTS |
|||
Life Events |
Bereavement Services |
Annual review of fees and charges, mindful of major impact of Covid19 with limits placed by government on funeral industry, as well as Competitions and Marketing Authority (CMA) Funerals Services report and local competition. £5k. Delivery Risk: Low. See EIA 16. |
5 |
Life Events |
Bereavement Services |
Small re-alignment of Crematorium
structure £10k Move to generic roles at the Lodge
and further small realignment of senior roles. |
10 |
Life Events |
Elections and Local Land Charges |
The
savings will be managed via a service review, which will introduce
more flexibility for resources at peak service times. |
20 |
Life Events |
Elections and Local Land Charges |
Changes to Electoral Registration annual canvass, leading to
efficiencies, with post and printing costs. |
5 |
Life Events Total |
|
40 |
|
PERFORMANCE, IMPROVEMENT & PROGRAMMES |
|||
Performance, Improvement & Programmes (Permanent Budget) |
Customer Experience and Customer Feedback, Corporate Performance, Risk Management and Corporate Governance |
Redesign of service. |
37 |
Performance, Improvement & Programmes Total |
|
37 |
|
COMMUNICATIONS |
|||
Communications |
Communications |
Service redesign of this area to achieve staffing
efficiencies. |
35 |
Communications Total |
|
35 |
|
Strategy, Governance & Law Total |
|
262 |