See key actions of each service.
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Ongoing gains sustained from 2005/06 (£) |
Further gains achieved in 2006/07 (£) |
...of which expected to be ongoing (£) |
Cumulative gains as at end of 2006/07 (£) |
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Title |
Total gains |
...of which cashable(£) |
Total gains |
...of which cashable (£) |
Total gains |
...of which cashable (£) |
Total gains |
...of which cashable (£) |
Related links |
Adult social services |
5,609,000 |
5,609,000 |
4,224,000 |
3,724,000 |
4,224,000 |
3,724,000 |
9,833,000 |
9,333,000 |
· Documents · People · Projects |
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2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? Non-approved indicator (enter 0 in 2005/06 and 1 in 2006/07 and explain in the text box) 0 1 Yes |
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Key actions undertaken to achieve efficiency gain: Ongoing cashable
1.Modernising Service Delivery: keen contract & price negotiation of contracts for day care, supported employment & supported living: £322k; modernisation of domiciliary care through introduction of "right sizing" strategy: shorter care packages & higher turnover of clients - additional 12,000 weeks of care - equating to additional costs of £1,400k offset by an overall reduction in clients in long term care packages of 355, representing a saving of £2,130k: net saving of £730k; continuing care savings with health: £360k; reprovision of client packages from residential care to supported living: £259k
2.Making better use of Human Resources: cost of increments contained within existing budgets: £570k; absorption of turnover allowance contained within existing staffing resources: £452k; more efficient alignment of management & administrative roles & responsibilities including further integration with Health partners: £404k.
3.Corporate procurement: efficiencies negotiated over a wide range of contracts for supplies & services used by managerial, support & care management staff: £239k; renegotiation of IT support costs for main client database: £250k. Other gains from contracts targeted in the Corporate Procurement Strategy (pro rata, details below): £138k
Ongoing non cashable
4. Efficiencies on purchasing budgets as a result of additional in-house capacity from nursing beds opening in 2006/07: £500k
£256k more gains than the forward look. During 2006/07 the service target was revised in line with achievable gains, these were monitored throughout the year. |
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Quality crosscheck notes: Primary quality cross check for 2006/07 is the CSCI star rating for Adult social care: 2004=2*; 2005=2*; 2006=2*
Replaced the previous QCC, direct payments (DP) per 100k of the population: CSCI star rating better reflects overall department performance & encompasses all aspects of Adult Services performance including efficiency.
DP performance fell this year, due to other options being available such as voucher schemes, OT Direct & self directed care, none of which can be counted in this indicator but are a reflection of the wider choices service users expect. Charging policy changes required all service users to be financially assessed resulting in 150 people making their own care arrangements, a positive alternative to dependence on publicly funded care.
No longer used: Number of DP per 100k population (BV201) DP C51 2005/06=128.9; 2006/07=86.9. Future national policy drivers and local charging policy changes were unforeseen.
Overall 2006/07 PAF indicators: 90% of the indicators improved on last year eg:
- 113 more people were provided with intensive home care in 2006/07 to help them live at home, 2,039 in total. Improved C28 performance of 9.5 (per 1k population aged 65 and over), from 9.1 in 2005/06.
- A further 500 older people where helped to live at home in 2006/07, 17,861 in total (C32 PAF indicator). |
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Children's services
1,026,000 809,000807,000389,000807,000389,0001,833,0001,198,000· Documents · People |
2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? Non-approved indicator (enter 0 in 2005/06 and 1 in 2006/07 and explain in the text box) 0 1 Yes |
Key actions undertaken to achieve efficiency gain: Ongoing cashable:
1. Maintaining tight control of budgets, absorbing net costs arising from the annual cost of salary increments without detriment to the service, £220k, & other efficiencies of £25k.
2. A contract for new managed accommodation for teenagers £100k.
3. Procurement gains from contracts as targeted in the Corporate Procurement Strategy (pro rata, details below) £44k
Non cashable:
4. Number of children needing substantial care continues to grow & by increasing the proportion receiving respite care, often in house, rather than full external placements it has been possible to meet the increased needs without a matching increase in budgets: £230k in 2006/07.
5. There has been an increase in the number of children whose needs can be met by kinship care rather than more expensive forms of provision : £158k.
6.The creation of the Children's Services department has enabled the planning & monitoring burden to be handled more efficiently: £30k
In 2006/07 the success in reducing the number of children placed with independent fostering agencies in 2004/05 and 2005/06 has not been sustained.
£122k more efficiencies identified than the forward look estimate. During 2006/07 the service target was revised in line with achievable gains, these were identified and monitored during the year. |
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Quality crosscheck notes: Primary Indicator: the percentage of core assessments that were completed within 35 working days (APA SS 11/C64). This indicator has been chosen over those suggested as its strongly regarded by CSCI as a good measure of both quality and efficiency in relation to vulnerable children. 2005/06=77%; 2006/07=82%
Secondary indicator re increased foster care placements. % looked after children fostered by relatives or friends (APA SS 14) 2005/06=19%; 2006/07=19% |
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Culture and sport |
1,256,000468,000691,000417,000691,000417,0001,947,000885,000· Documents · People |
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2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? Non-approved indicator (enter 0 in 2005/06 and 1 in 2006/07 and explain in the text box) 0 1 Yes |
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Key actions undertaken to achieve efficiency gain: Ongoing cashable:
1. Controlled staff costs such as increases arising from increments without detriment to service: £222k.
2. IT efficiencies including negotiating suppliers' prices, reviewing staff members systems access and switching to SoHo tariff where appropriate: £100k
3. Procurement gains as targeted in the Corporate Procurement Strategy (pro rata, details below )£137k
Ongoing non-cashable
4. Services contributed from existing budgets to Department's Policy Fund, for supporting new initiatives, such as: arts development in schools & working with young people in disadvantaged areas: £158k - outturn remained within budget & performance improved.
£191k more efficiencies than the AES forward look estimate, mainly due to the pro rata allocation of corporate procurement savings to services. |
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Quality crosscheck notes: Primary indicator: CPA score for culture is an overarching QCC: 2005/06=4; 2006/07=3. NB Most individual indicators improved, this fall was not related to an overall decline in performance only one indicator (stock turn in the library service) was below the lower threshold restricting the service assessment to a score of 3. Stock turn has been affected adversely by library closure due to refurbishment and redevelopment improvements to the service not due to a deterioration in performance caused by the reported efficiencies.
Secondary indicator: BV220 compliance with public library standards: 2005/06=2, 2006/07=2
Secondary indicator BV170c - school pupil visits to museums 2005/06=31,080; 2006/07=35,188
Secondary indicator BV117 visits to Libraries deleted from BV data in 2005/06. No longer used as a QCC. |
Environmental services
1,481,000 1,470,000549,000449,000549,000449,0002,030,0001,919,000· Documents · People |
2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? Non-approved indicator (enter 0 in 2005/06 and 1 in 2006/07 and explain in the text box) 0 1 Yes |
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Key actions undertaken to achieve efficiency gain: Ongoing cashable:
1. Redirection of waste materials from landfill to a variety of recycling options including: composting; kerbside recycling; wood, soil and rubble, a gain of £244k in reduced gate fee charges and landfill tax avoidance. Excess Materials Recovery Facility capacity: £7k made by selling capacity to other local authorities.
2. Absorbed increased staff costs arising from increments etc within existing budgets and without detriment to service outcomes: £86k.
3. Spatial strategy (operational and staffing budget efficiencies) £61k
4. Procurement gains from contracts as targeted in the Corporate Procurement Strategy (pro rata, details below): £51k
Ongoing non cashable:
5. Capital programme review achieved improvements: £100k.
£745k fewer gains have been achieved than the forward look estimated. During 2006/07 the service target was revised to reflect anticipated gains as per the measurement and efficiency guidance. |
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Local transport (highways) |
11,809,000 |
5,076,000 |
5,578,000 |
2,651,0005,578,0002,651,00017,387,0007,727,000· Documents · People |
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2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? Non-approved indicator (explain fully in the text box) 0 1 Yes |
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Key actions undertaken to achieve efficiency gain: Ongoing cashable:
1. £300k from the combined contract for the A3 corridor, specifically through economies of scale and reduced re-tendering costs.
2. Negotiated contributions from developers have been used to fund projects that would otherwise have been funded from borrowing capital thus reducing debt and debt servicing costs: £631k.
3. Absorption of increased staff costs arising from increments etc within existing budgets, without detriment to service outcomes: £272k.
4. Construction lean improvement programme using analysis techniques to identify & eliminate duplication in highway maintenance operations £100k
5. Engineering design package review of schemes, e-procurement, early involvement & value management: £112k
6. Network management staff efficiencies £100k
7. Traffic management efficiencies in advice and advertising £60k
8. Intelligent transport systems improvement £74k
9. IT savings in printing, software and hardware £30k
10. Ecology, efficiencies against operational and staffing budgets £64k
11. Strategy and information, staffing efficiencies £9k
12. Highways Term Maintenance Contract costs rose by 4.19% compared with the approved Roadcon index of 7% costs controlled withstanding inflation: £899k [contract of £32m]
Ongoing non cashable:
13. Improvements made through the Safety Camera Partnership of £2,927k where external funding has been secured to contribute to the installation of cameras at a number of sites, the efficiencies calculated to demonstrate the economic benefits of reduced accidents, injuries and fatalities are in accordance with Department for Transport methodology.
£1,135k more efficiencies than estimated by the forward look. New improvements have been identified by monitoring and review processes, as outlined above. |
Quality crosscheck notes: Annual progress score QCC discontinued. Replaced with CPA score for Environment block, as this is more strategic than those suggested, encompassing the main service areas for LT (highways) including road condition & road accidents.
Primary indicator - CPA score for the Environment block (2005 model) 2005/06=3, 2006/07=3
Secondary indicator - re: non cashable improvements arising from accident reductions attributable to deployment of safety cameras - numbers killed & seriously injured (derived from BV99): 2005/06=669.23; 2006/07=612 reduction on last year.
Secondary indicator - % of highways in need or repair. CPA indicator E11 based on BVPI 97b / 224b for unclassified roads two year average 11.6% (2004/5 & 2005/6) compared with 13.2% (2005/06 & 2006/07). Slight decrease in performance, but minor improvement on last year's annual result (2005/6=14.4% decreasing to 2006/07=12%). Different roads are surveyed each year, not a direct comparison. |
Local transport (non-highways)
473,000 11,0004,00004,0000477,00011,000· Documents · People |
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2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? Non-approved indicator (explain fully in the text box) 0 1 Yes |
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Quality crosscheck notes: Primary indicator re increased passenger numbers on routes served by Quality Bus Partnership have been revised for all years since the start of the Gershon period: 2003/04=3.94m; 2004/05=6.44m; 2005/06=7.95m 2006/07= details not yet available. This has been chosen over total passenger journeys, as figures on the routes closely monitored may be more accurate than the overall numbers which are supplied by commercial bus companies. |
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LA social housing (capex) |
0 |
0 |
0 |
00000· Documents · People |
2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? No efficiency gains to be reported in this sector, (enter 0 in 2005/06 and 0 in 2006/07) 0 0 Yes |
Key actions undertaken to achieve efficiency gain: |
Quality crosscheck notes: |
LA social housing (other) |
0 |
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0 |
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0 |
· Documents · People · Projects |
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2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? No efficiency gains to be reported in this sector, (enter 0 in 2005/06 and 0 in 2006/07) 0 0 Yes |
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Key actions undertaken to achieve efficiency gain: |
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Quality crosscheck notes: |
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Non-school educational services
2,351,000 2,090,0001,012,000555,0001,012,000555,0003,363,0002,645,000· Documents · People |
2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? CPA score for Children and Young People (Average score for all five aspects) 3 3 Yes |
Key actions undertaken to achieve efficiency gain: Ongoing cashable
1. Central Agency & corporate procurement contract renegotiations: £115k in 2006/07
2. Absorbed increased staff costs arising from increments without detriment to service: £73k.
3.Home to School Transport: through invest to save, better contract prices and the minibus scheme an inflation gain which is the difference between the 2005/06 to 2006/07 benchmark of 7% and what was actually experienced: £115k. Counting as procurement for DfES.
4. Reduction to Youth Service lease costs due to cessation of a lease £42k.
5. Early Years price inflation absorbed by providers £210k
Ongoing non cashable
6. Absorption of extra planning and monitoring work achieved, £45k.
7. Admissions new national requirements and resulting extra workload met with less than proportionate increase in staffing £75k
8. Early years supporting extra 3 year olds within existing staff budgets: £17k
9. Staff - absorption of increments within business units and other services supporting schools £320k
£593k more efficiencies than estimated by the forward look. Improvements have been identified by monitoring and review processes, as outlined above. |
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Quality crosscheck notes: Secondary indicator re efficiencies in the provision of early years places - termly average number of FTE 3 year olds in early years education* 2005/06=10,590; 2006/07=10,639(NB *Education provided by private, voluntary and independent providers).
Secondary indicator re absorption of loss of income from cessation of VTSC dividend % school leavers in education or employment. 2005/06=89.4%; 2006/07=89.5. This demonstrates stable service performance. |
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Supporting people |
1,034,0001,034,000793,000793,000793,000793,0001,827,0001,827,000· Documents · People |
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2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? Average performance level for all local Supporting People services, using the six Core Objectives in the Quality Assessment Framework (Mode grade letter represented as 1=A, 2=B, 3=C, 4=D) 2.9 2.6 Yes |
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Key actions undertaken to achieve efficiency gain: Ongoing cashable gains
1. Improved procurement of supporting people; a contract review process: £793k |
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Quality crosscheck notes: Primary indicator: see above - Quality assessment framework. 2005/06 score=C; 2006/07 score=C. |
Homelessness
0 0000000· Documents · People |
2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? No efficiency gains to be reported in this sector, (enter 0 in 2005/06 and 0 in 2006/07) 0 0 Yes |
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Key actions undertaken to achieve efficiency gain: |
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Other cross-cutting efficiencies not covered above |
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Corporate services |
5,138,000 |
4,304,000 |
3,174,000 |
2,109,0003,174,0002,109,0008,312,0006,413,000· Documents · People |
2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? No deterioration in CPA `Use of Resources´ score (0=No, 1=Yes) 0 1 Yes |
Key actions undertaken to achieve efficiency gain: Ongoing cashable
1. Tight control of budgets, absorbing net costs arising from the annual cost of salary increments without detriment to the service provision: £478k.
2. Replacement of IT systems, as a result of business process re-engineering & the introduction of enterprise resource planning (ERP) software, Human Resources (HR): £50k achieved via continued improvement in corporate staff advertising delivery via the Resourcing Centre, (also see item 5). County Treasurer's Department: £186k through improved working practices, in accordance with process reviews facilitated by SAP, which enabled existing workloads to be carried with fewer staff
3. Procurement from corporate contracts as targeted in the Corporate Procurement Strategy (pro rata split, details below) £98k.
4. The sale of operational assets, less sales relating to non operational assets resulted in receipts eligible to yield a reduction in outstanding debt and debt servicing costs. Using the average long term borrowing rate: £757k.
5.HR Resourcing Centre have planned initiatives including:
a) restructure to create the central resourcing team
b) re-engineering
c) development and implementation of the corporate recruitment web site allowing candidates to view vacancies and apply on-line
measurement: control of advertising costs less than budgeted for more volume of recruitments. 2,065 actual recruitments costing £450 each improved on the budget of 1,829 at £660 each, plus control of staff costs: £276k - advertising; £55k - staff cashable efficiency savings.
6. Efficiencies achieved by management restructure of Regulatory Services: £202k
Ongoing Non cashable:
7.IT Services gains enabling reinvestment in the main office complex network: Renegotiation of the contract with Unisys £246k; IT Services prices kept at 1% below inflation £300k.
7. Legal Practice: Coping with extra work within existing resources. Measured by comparing the 82,634 budgeted fee earner hours with 85,791 actual hours worked. An extra 3,157 chargeable hours worked; average hourly rate £73 p/h: £227k worth of legal advice was provided to departments within existing resources.
8. HR advertising for each recruitment budget, £660 per recruitment, so advertising would have totalled £156k more in 2006/07 with extra 236 recruitments. Staff budget per recruitment, would have totalled £575 per recruitment so staffing would have totalled £135k more in 2006/07 with extra 236 recruitments. As 236 more recruitments than budgeted (ref SAP accounting system) at less cost, this demonstrates no detriment to service. Non-cashable therefore £156k - advertising; £135k staffing.
£586k more gains have been achieved than estimated. Actual gains are in line with those identified and reported as part of the 2006/07 AES monitoring process. |
Quality crosscheck notes: Secondary indicators re IT Services: the Service Level Agreement (SLA) for fixing all central hardware 2005/06=99.5% 2006/07=99.5% ,and the SLA for fixing all desktop equipment has gone up from 2005/06=95% to 2006/07=100%.
Secondary indicator: BV166b: Trading Standards checklist 2005/06=100%; 2006/07=100%
Secondary indicator: re Legal Practice: client feedback showing satisfaction with service quality in 2005/06=98-99% and 2006/07=99.2%. The achievement and maintenance of Lexcel accreditation, indicates continued compliance with best practice standards set by the Law Society. |
Procurement - goods and services |
1,108,000 |
1,108,000 |
595,000 |
0 |
595,000 |
0 |
1,703,000 |
1,108,000 |
· Documents · People · Projects |
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2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? Percentage of milestone activities completed in the National Procurement Strategy for Local Government (LIB242) 80 90 Yes |
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Key actions undertaken to achieve efficiency gain: Ongoing cashable:
1. Venues new contract (net of commission). Quality unchanged - same venues used. £19k.
2. Warehouse Items: prices held at previous year prices £32k.
3. Gas supply: reduction compared to previous contract. 7 month part year effect. £42k.
4. Salary sacrifice schemes. 6 month part year effect. £19k.
5. Recruitment Advertising - price reduction compared to previous contract. No change service. £26k.
6. Asbestos Testing - average reduction in costs compared to previous contract. £72k.
7. Sandwiches - price reduction. £28k.
8. Mobile Phones: transfer of Mobex phones to CBC O2 contract (approx. 2,500 handsets). Existing numbering plan and use of Mobex facility at reduced tariffs. Part year effect from 1 August 2006. £51k.
9. Collection and Disposal of Sanitary Waste. Residential care homes. New standard monthly sanitary bin collection is £16.64 compared to previous contract £21.24 (22% reduction); incontinence bin weekly collection £123.76 compared to £129.48 (a 5% reduction). Average: £35k p/a for establishments moving from previous to new supplier. Further £40k p/a by those with new contractor already but on non-contracted terms. Part year effect from 1 October 2006. Service quality and options are unchanged. £28k.
10. Team Teach Agency Staff £25k.
11. Public Notice Advertising - price reduction of 14% plus 2.5% inflation saving. £20k.
12. Corporate Contact Centre: saving on final contract price compared to approved budget. Five year contract of £2.1m compared to budget of £2.4m. Part year effect assumed as 1/10th of total contract cost. Specification met as part of evaluation and contract award. £30k.
13. Fruit & Vegetables: saving on prices for new contract, part year effect £24k
14. Pricing in Proportion Franking and Postal Savings - more effective management £32k
15. Other Price savings compared to previous contract. £13k
17. e-Tendering System - residual saving (net of annual maintenance costs) on stationery, postage and photocopy costs £3k.
19. Occupational Health Services. £3k
20. Catering Equipment: Framework Agreement. £3k.
21. Other minor new contracts (i.e. specialist furniture, specialist paper, graphics, workwear). £10k.
Ongoing non-cashable:
22. Government Procurement Card - Catering Suppliers. 15,000 invoices replaced by GPC, based on national studies £28 non-cashable savings for each invoice replaced by GPC. Part year effect with start date of 1 July 2007. £315k
23. e-Tendering System - full business case, national studies on staff time saved @ c. £130,000 a year based on full rollout to all departments. Pro-rata savings, phased rollout from October 2006. £26k
24. Temporary Staff Cost Avoidance - Manpower annual increase. £59k
25. £500k savings on Enhance and other major framework contracts over a three year programme from reduced design time, aggregation gains and reduced cost per m2. Pro-rata estimate for 2006/07 is £160k Further detail included in SECE bid and reports to BLaPP. £160K
£405k fewer corporate procurement cashable efficiency gains - these were achieved but have been allocated to services pro-rata and figures are reflected in each service area improvements achieved for 2006/07. |
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Quality crosscheck notes: Primary indicator: the approved percentage milestone activities completed is referenced as LIB242; the completed scores used are LIB/P1 2005/06=80%; 2006/07=90%
Secondary indicator: Corporate procurement strategy in place and / or updated in last year. 2005/06=Yes; 2006/07=Yes. |
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Procurement - construction
0 0000000· Documents · People |
2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? No efficiency gains to be reported in this sector, (enter 0 in 2005/06 and 0 in 2006/07) 0 0 Yes |
Key actions undertaken to achieve efficiency gain: |
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Quality crosscheck notes: |
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Productive time |
00000000· Documents · People |
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2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? No efficiency gains to be reported in this sector, (enter 0 in 2005/06 and 0 in 2006/07) 0 0 Yes |
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Key actions undertaken to achieve efficiency gain: |
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Quality crosscheck notes: |
Transactions
0 0000000· Documents · People |
2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? No efficiency gains to be reported in this sector, (enter 0 in 2005/06 and 0 in 2006/07) 0 0 Yes |
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Key actions undertaken to achieve efficiency gain: |
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Miscellaneous efficiencies |
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00000· Documents · People |
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2006/07 Primary quality crosscheck Quality crosscheck 2005/06 2006/07 Quality crosscheck met? Overall CPA score (0=Poor, 1=Weak, 2=Fair, 3=Good, 4=Excellent) 4 4 Yes |
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Key actions undertaken to achieve efficiency gain: |
Quality crosscheck notes: Provided as evidence of stable corporate performance. |
Total
31,285,000 21,979,00017,427,00011,087,00017,427,00011,087,00048,712,00033,066,000 |
