Archived decisions
HAMPSHIRE COUNTY COUNCIL
Decision Report :
Decision Maker: |
Safe and Healthy People Select Committee Item 5 Executive Member for Adult Social Care | ||||
Date of Decision: |
16 January 2009 | ||||
Decision Title: |
Revenue Budget 2009/10, 2010/11 and 2011/12 | ||||
Decision Reference: |
500 | ||||
Report From: |
The County Treasurer and Director of Adult Services | ||||
Contact names: |
Erica Meadus and Gill Duncan | ||||
Tel: |
01962 846195 |
Email: |
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Tel: |
01962 847200 |
Email: |
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EXECUTIVE SUMMARY
1) Summary of Decision Area:
1.1. This report seeks approval for submission to the Leader and Cabinet of the revised budget for 2008/09, detailed proposals for the 2009/10 budget and provisional budgets for 2010/11 and 2011/12.
1.2. This report has been prepared in consultation with the Executive Member and will be reviewed by the Safe and Healthy Select Committee. It will be reported to the Leader and Cabinet on 6 February 2009 to make final recommendations to County Council on 19 February 2009.
2) Issues Covered in Report:
2.1. The report considers revisions to the 2008/09 budget. In respect of the 2009/10 budget the report includes detailed proposals for growth, redeployment of resources, efficiency improvements, the annual review of income and charges and the workforce implications of the proposed budget. The report outlines the provisional budgets for 2010/11 and 2011/12.
2.2. The budget proposals contained in this report are derived from the departmental service plan which has been developed to support the priorities of the Corporate Strategy.
3) Recommendations:
It is recommended that: To approve for submission to the Leader and Cabinet:
3.1. The revised budget for 2008/09 totalling £284.7m (as set out in appendices 1 and 2).
3.2. A planned underspend of £3.9m be carried forward to fund the shortfall in resources required to meet the growth pressures in 2009/10. It is the intention to maximise this underspend in order to provide optimum flexibility required to manage next year's budget pressures.
3.3. The base budget for 2009/10 totalling £298.8m (as set out in Appendix 3).
3.4. The proposals for growth in 2009/10 totalling £18.5m (as set out in Appendix 4).
3.5. The proposals for redeployment of resources totalling £8.3m in 2009/10 (as set out in Appendix 4).
3.6. The proposals for efficiency improvements totalling £8.8m (3.3% of the base budget) in 2009/10 (as set out in Appendix 5).
3.7. The annual review of income and charges (as set out in Appendix 6).
3.8. For Supporting People £3.9m be carried forward for the partnership to future years with £2.2m carried forward to 2010/11 and £1.7m carried forward to 20011/12 to enable spending and resources to be matched.
3.9. The detailed budget for 2009/10 (as set out in Appendices 7 and 8).
3.10. The workforce implications of the proposed budget for 2009/10 (as set out in Appendix 9).
3.11. The provisional budget for 2010/11 of £318.9m and for 2011/12 of £319.3m (as set out in Appendix 10).
MAIN REPORT
1. PURPOSE OF THE REPORT:
1.1. This report sets out the proposed Adult Services revenue budget for 2009/10, a provisional budget for 2010/11 and 2011/12 and recommends a revised budget for 2008/09. This report has been prepared in consultation with the Executive Member and will be reviewed by the Safe and Healthy Select Committee. It will be reported to the Leader and Cabinet on 6 February 2009 to make final recommendations to County Council on 19 February 2009.
1.2. Accordingly, the report is set out in the following sections:
2: Contextual Information
3-5: Key Issues
- 3. Revised Budget 2008/09
- 4. Base Budget 2009/10
- 5. Growth proposals, cost pressures, redeployment proposals
and efficiency improvements - 2009/10 - 2011/12
6. Comments of the Director of Adult Services
- 6.1. Background and achievements
- 6.2. Strategic Direction
- 6.3. Implementation of the Hampshire Model
- 6.4. Demography
- 6.5. Economic Pressures
- 6.6. Staffing and workforce implications
- 6.7. Assessment of Risks
- 6.8. Performance Issues
- 6.9. Conclusion of the Director of Adult Services
7. Details of the 2009/10 - 2011/12 Budget Proposals
8. Details of the 2009/10 Budget Pressures £18.5m
9. Details of the 2009/10 Efficiency Savings £8.8m
10. Grant Position
11. Review of Charges
12. Other Expenditure
13. Provisional Budget for 2010/11 and 2011/12
14. Recommendations
2. CONTEXTUAL INFORMATION:
2.1. The Cabinet agreed a three year budget plan for 2008/09 to 2010/11 in February 2008. The key features of the plan are as follows:
· it makes allowance for increased demand for social care services and for the projected higher costs of the waste management contract, but otherwise contains no provision for growth in service budgets
· all service budgets are uplifted for inflation based on the assumption that increases in pay and prices would be contained within an average increase of 2.5% per annum
· income is to be maximised by reviewing charges in line with the average inflation on the related gross expenditure
· it assumes that efficiency savings will be achieved to finance any proposed service developments, unfunded demand pressures or to cover excess inflation within the context of the Government's target for local government of annual efficiency savings of 3% per annum.
2.2. In order to maintain a three year financial plan, Cabinet agreed an updated medium term financial strategy in October 2008 to include 2011/12, based on similar assumptions.
2.3. For this service, the budget guidelines are:
£m |
% real term increase on year before |
% cash increase on year before | |
2009/10 guideline |
6.7 |
2.4 |
5.4 |
2010/11 provisional guideline |
7.0 |
2.3 |
5.4 |
2011/12 provisional guideline |
2.6 |
0.8 |
3.4 |
2.4. The medium term financial strategy is closely linked to the Corporate Strategy and the Corporate Business Plan to ensure that priorities are affordable and provide value for money and that resources follow priorities.
KEY ISSUES
3. REVISED BUDGET 2008/09:
3.1. The cash limit for the revised budget is £284.7m. The calculation is shown in Appendix 1.
3.2. A summary comparing the revised budget with the cash limit is set out in Appendix 2. This shows the budget overall is in line with the cash limit.
3.3. A planned underspend of £3.9m is expected, despite the increased number of clients supported, as a result of efficiency improvements, the increasing use of reablement and the absence to date of new pressures requiring the use of contingencies. It is recommend that this £3.9m be carried forward to fund the shortfall in resources required to meet the pressures in 2009/10.
3.4. This underspend (which will provide one off funding for 2009/10) is part of a planned process to manage the strategic direction over a three year period. The service will then be in a position to manage the risks it faces in the next financial year. It is desirable to maximise the underspend beyond the £3.9m: every effort will be made to do so but the scope to achieve that will depend on the level of winter pressures which occur between now and the end of the financial year. Up to an additional £1m may be achievable if the winter proves mild.
3.5. The planned underspend of £3.9m includes £1.6m contingency and assumes winter pressures not exceeding £1.7m of the overall contingency funds. Based on experience in previous years, a comprehensive plan has been assembled to deal with increased pressures over the winter and there is regular dialogue with the Hampshire PCT to manage the process. The pressures being reported in acute hospitals in Hampshire will be monitored as part of the process.
3.6. There are also pressures in various areas which are being managed within the overall cash limit. In particular, the Learning Disability (LD) service faces pressures as more people with a learning disability survive infancy and then live longer than before. This means an increasing number of people with significant and complex needs requiring adult services' support following transition from children's services. Major LD pressures are in purchased care in the community, specifically domiciliary care and direct payments. These LD pressures are partially offset by a reduction in the use of purchased residential and nursing care as well as savings in in-house day services.
3.7. For Older People (OP), the policy of keeping people in their own homes wherever possible, combined with residential care capacity issues in some areas, is reflected in underspends on purchased residential and nursing care, but creates a pressure on purchased domiciliary care. The increasing dependency of clients is impacting on in-house residential and nursing care in particular, causing pressures on these budgets.
3.8. For Supporting People there is no increase next year in the £31m grant funding (a reduction in real terms) and in 2010/11 it will reduce by £0.9m. In preparation for these reductions the Supporting People partnership has agreed a three year spending plan which relies on carrying forward £3.9m from 2008/09 to future years. This arises from the contracting strategy set across three years in order to deal as smoothly as possible with the real terms reduction in funding in future years. Accordingly, it is recommended that £3.9m be carried forward for the Supporting People Partnership to future years with £2.2m carried forward to 2010/11 and £1.7m carried forward to 20011/12 to enable spending and resources to be matched. The Supporting People partnership is effectively separate from the main service because of the partnership issues.
4. BASE BUDGET 2009/10:
4.1. The first stage in the construction of the budget for 2009/10 is the preparation of a base budget. This contains the current financial policies of the Council, to provide a starting point from which decisions can be made. The base budget for this service is £298.8m at outturn prices. This compares to the provisional budget for 2009/10 estimated last year at £288.2m (excluding £6.7m growth and redeployment proposals).
4.2. Appendix 3 shows the make up of the base budget.
4.3. Overall, the base budget includes a net increase in expenditure at constant prices of £11.8m. The main variations are:
· Increase of £5.983m for future inflation. Includes £2.542m for pay awards of 2.5% and increase in employers' pension contribution. Includes £3.441m for non pay inflation at 2.5%. Increase of £0.207m for excess costs of inflation (primarily electricity and staff car allowances) met by offsetting reductions
· exclusion of £0.820m included in the 2008/09 budget which was financed by the carry forward of planned underspendings from 2007/08
· inclusion of £3.900m planned underspending from 2008/09 to offset budget pressures in 2009/10
· inclusion of £4.585m for costs of pay and benefits
· reduction of £0.221m for SAP benefit realisation savings
· increase of £0.014m for the revenue effect of past capital programmes
· reallocation of £0.547m from purchasing budgets within Older People and Physical Disabilities to redress the pressures on in-house staffing budgets, particularly residential budgets, caused by the increasing dependency of clients, and pay and benefits
· realignment of purchasing budgets to reflect the policy of allowing clients to remain in their own homes wherever possible, primarily increasing the purchased domiciliary care budgets by decreasing the purchased nursing care and residential care budgets
· Grant position:
This is the second year of the government's 3 year settlement so the grant position is substantially unchanged from the position reported last year. There have been increases of £4.643m in Government Grants, including the second year of funding for Learning Disabilities Campus Closure, but there are no new grants introduced in 2009/10. The Table below summarises the grant position, Appendix 3 shows the impact of the £4.643m increase on the cash limit and Appendix 11 shows the details for grant allocation for Adult Services.
5. GROWTH PROPOSALS, COST PRESSURES, REDEPLOYMENT PROPOSALS AND EFFICIENCY IMPROVEMENTS - 2009/10 - 2011/12:
5.1. The financial implications of growth and pressures for the service is estimated to be £18.5m in the next financial year. That covers demographic and dependency issues, allows for progressing the personalisation agenda and phasing in aspects of the Hampshire Model, and will cope through separate grant support with the transfer of responsibilities for learning disability and associated campus issues. These pressures will be met by:
· Guideline growth for the service of £6.7m.
· Plans in place to redeploy resources with a view to generate savings that will help to absorb £8.3m of this pressure.
· The remaining £3.5m will be met in 2009/10 by the 2008/09 planned underspend of £3.9m which will be carried forward and added to the 2009/10 budget. This will ensure the service is provided within allocated funds.
In addition there is extra Government grant of £4.6m which will be matched by extra spending as required by new Government initiatives, including an additional £2m Social Care Reform Grant, bringing the total for that grant in 2009/10 to £3.6m.
5.2. The main means of achieving savings will be:
· improved management of transitions from Children's Services by identifying likely cases earlier through a focussed team which can then plan more cost-effective support arrangements
· improved procurement practices including use of the health service database for analysing purchasing patterns and utilising the outcomes of corporate review work
· fuller exploitation of the now established Hants Direct and reablement approaches as means to reduce the number of clients requiring long-term support
· closer working with Health through the increased number of social workers to be based in hospitals, enabling better discharge planning, fewer bedblocking fines and fewer continuing care cases
· efficiencies identified in-year across all budgets through normal management good practice.
Further details are provided at section 9.
5.3. The carry forward of £3.9m into 2009/10 is a one-off and this additional shortfall in 2010/11 will be met from further permanent efficiency savings to be identified in 2009/10.
5.4. The additional shortfall of £4.5m (1.4%) in 2011/12 will be met from further permanent efficiency savings to be identified in 2010/11. These will be determined as part of the mainstream budget preparation work carried out in the summer of 2009 when the annual 3% efficiency savings exercise is reviewed.
5.5. Details of growth proposals, redeployment proposals and efficiency improvements are included in Appendix 4.
6. COMMENTS OF THE DIRECTOR OF ADULT SERVICES:
6.1. Background and achievements:
6.1.1 The last twelve months has been a particularly rewarding as well as challenging period for Adult Services.
6.1.2 Financial recovery from an over commitment of approximately £19m at the beginning of 2006/07 was completed at the end of 2007/08 including the recovery savings target of £13m.
6.1.3 In addition, the department has continued to manage its performance successfully and was recently awarded three stars in the Commission for Social Care Inspection (CSCI) performance assessment. This maintains our rating of the previous year and is the highest star rating that can be achieved by an adult services department.
6.1.4 Strong member and corporate support in conjunction with robust scrutiny and governance processes as well as full commitment from staff within the service and joint work with our partners have played a large part in these achievements. In addition, the service has consulted extensively with the community on a variety of issues relating to service provision.
6.1.5 In the Regional Director's Comments within the CSCI report it states that "Overall Hampshire has sustained its performance at the same time as addressing a challenging financial position and introducing a highly innovative approach to personalisation including an inquiry commissioned by the Leader".
6.1.6 This Commission of inquiry, set up by the Leader, into the future direction of adult social care has been a significant undertaking which has led to a nationally acclaimed report, Getting Personal: a Fair Deal for Better Care and Support, being produced which:
· Proposes a system for adult social care that will make a difference to the quality of care and support offered to the residents of Hampshire and provide a model for change which can be used by other local authorities
· makes recommendations to Government on the national implications for achieving services that put people first
· responds to the consultation for the green paper on the future funding of social care.
6.1.7 Directors of Adult Social Services have warmly praised Hampshire County Council for the "innovative and progressive ideas" contained within the publication of Getting Personal: a Fair Deal for Better Care and Support. According to the Association of Directors of Adult Social Services (ADASS) Vice president Jenny Owen, the report is an "invaluable trailblazer for all those concerned".
6.1.8 The Hampshire model, which is an integral part of the report, will be an important factor in setting the Adult Services budget strategy for the next three years and beyond as personalisation is implemented. The Government has recognised the importance of this modernisation of social care and as a result provided the Social Care Reform Grant (SCRG) for a three year period (including the current financial year) to reform and redesign service delivery infrastructure to shift to the new social care system.
6.1.9 The financial picture for 2009/10 and beyond remains challenging. The second year of a tight national three year spending programme; the continuing modernisation of social care (with the phased implementation of the Hampshire model from the Commission of Inquiry being central); demographic pressures (including complexity of care as well as numbers); pressure on the acute sector in health (which is likely to impact on social care); as well as managing costs (both internal and external) within a period of economic downturn will all need to be carefully managed.
6.1.10 The service will, however, continue with its approach to make future savings and efficiencies which has successfully delivered efficiency improvements to the value of £19.7m in the last two financial years and has £8.5m predicted in the current year 2008/09.
6.2. Strategic Direction
6.2.1 The strategic direction of the service will be heavily driven by the personalisation agenda. However, the service will also need to continue to improve current performance as well as managing demographic and economic pressures. In addition, ongoing services will continue to be managed and certain areas (e.g. safeguarding) will be strengthened.
6.2.2 Consequently extra costs are anticipated in 2009/10 for double running to support the service transformation to deliver the Hampshire Model, as well as demographic and economic pressure on both purchased and in house services. To fund these pressures the service will use the SCRG to deliver the personalisation agenda as well as taking action in the current year to carry forward a planned underspend for the other pressures (dependant on the level of winter pressures). The planned carry forward into the next financial year is a key factor to enable the strategic direction to be implemented as well as managing other pressures, however the carry forward is one off monies and can only be used in 2009/10, not in following years.
6.2.3 In line with national policy our strategy is to support more vulnerable people at home. Eligibility criteria remains at critical and substantial. Client activity has increased in 2008/09 as has the complexity of packages.
6.2.4 The service will continue to use change management techniques which have been successful in the last two years with an emphasis on project management following Prince 2 methodology.
6.2.5 The strategic direction themes and pressures are set out below:
6.3. Implementation of the Hampshire Model
6.3.1 The Hampshire Model builds on the current self directed support (SDS) project. Further roll out will commence from April 2009 with staggered implementation throughout 2009/10 and future years. Implementation of the model will be influenced by resources available and the national settlement in future years as well as the outcome from the green paper.
6.3.2 Current budget planning for 2009/10 takes account of a part year implementation of many of the model's proposals including for example self directed support, early intervention and prevention, Hantsdirect and reablement.
6.3.3 The Hampshire model is expected to include:
· Support to 'self-funders' which will cover access to information & advice, support planning, self-assessment and review.
· Support for preventative services such as Community Innovations.
· Full roll out of self directed support across the county.
· Training & development of the workforce to refocus on Personalised support
· Infrastructure - development of web based support for self funders & 'catalogue' of support under Shop for Support.
· Development of a risk framework to support staff to operate Self Directed Support.
· Increased focus on unplanned care
· Offer advice, information, self-assessment and advocacy to all (universal offer)
· Agreement not to charge for up to eight weeks of care, following hospital discharge, to allow for reablement.
6.4. Demography
6.4.1 Demographic pressures continue to impact on the department for all services in terms of numbers and also dependency, both of which drive cost increases. As an example, for Older People, the latest population estimates from the Office of National Statistics show that between 2006 and 2007 there was an increase of 2.6% people over the age of 75 compared with a national average of 1.3%. In addition, allowance has been made for self funders and capital depleters as well as transition costs for clients moving from Children's Services to Adult Services.
6.4.2 The issue of increased dependency with the need for additional levels of care required for clients will impact on both external and in-house services with additional costs being likely to ensure the clients receive adequate care.
6.5. Economic Pressures
6.5.1 The context for next year is a difficult economic climate. The November Consumer Price Index inflation is 4.1% (October 4.5%) and this is predicted to fall further. Nevertheless, costs are higher than a year ago. This has put pressure on both external and internal service providers.
6.5.2 Increases in food and fuel costs may create pressure to provide an uplift beyond 2.5%, despite the improving long term position on inflation. There are also significant issues arising from the changes in banks' attitudes to lending. If major providers should run into difficulty, that could leave Adult Services at both a local and national level with a major care, logistical and financial problem should they then fail. The department's strategy is to target resources at the areas of greatest risk, which will include the uplifts for older people's residential and nursing care and ensuring that we have the resources to be able to respond to any provider failure, with a particular emphasis on supporting local businesses.
6.5.3 The worsening economic climate may mean it will become even more difficult for younger adults with disabilities to gain employment potentially impacting on performance targets.
6.6. Staffing and workforce implications
6.6.1 The workforce implications of the proposed budget for 2009/10 are set out in Appendix 9.
6.6.2 The 2009/10 base budget supports a planned workforce of 3,429 full time equivalent (FTE) staff. This compares with the original estimate for 2008/09 of 3,258 which is an increase of 171.
6.6.3 Of the 171, a number of posts (32) are primarily accounted for by recruitment to older people assessment and care management posts where there were an unusually high number of vacancies in 2007/08. Recruitment to these posts, which are not additional posts but part of the establishment, has taken place throughout 2008/09 to bring up to near establishment levels: that is judged necessary in the context of the transitional workloads involved in delivering SDS and the phasing in of the Hampshire Model, and responding to the demographic pressures from both increased client numbers and increased complexity of needs.
6.6.4 The budget includes bids for an additional 138.5 staff FTE, 4.3%, (63.5 temporary and 75 permanent), to support the strategic direction as set out above and enhance capacity to deliver new work requirements, increased volumes and safe and secure services during this period of transformation.
Total |
Temporary |
Permanent |
Funding |
FTE |
FTE |
FTE |
|
32 |
- |
32 |
Workforce plan increase agreed 1.10.08 |
Budget growth | |||
18.6 |
- |
18.6 |
Dependency & demographics growth |
9.3 |
4 |
5.3 |
Transformation growth |
8.5 |
1 |
7.5 |
Safe & secure growth |
22.5 |
6 |
16.5 |
Other operational pressures growth |
(5.4) |
11 |
(16.4) |
Efficiency savings |
53.5 |
22 |
31.5 |
Sub total budget growth |
30 |
24 |
6 |
Social Care Reform Grant |
21 |
15.5 |
5.5 |
LD Campus Reprovision Grant |
2 |
2 |
- |
Stroke Carers Grant |
138.5 |
63.5 |
75 |
Total FTE |
These include:
· Additional staff funded by Government grant:
· 54 new posts from the growth proposals in Appendix 4. (Of these 54 posts 22 are temporary and 32 permanent)
· 32 posts approved by the Executive Member on 1 October 2008 (11 safeguarding, 19 innovations and 2 others).
6.6.5 Dependency and Demographics relate to 18.6 permanent FTE funded by growth to cover more complex needs for dementia care at residential homes; Alcohol Strategy development officers; Partnership and Care Training (PACT) support for quality framework; and one Communications Officer.
6.6.6 There are 9.3 FTE relating to Transformation (to support change within the department to help manage performance as well as supporting corporate initiatives), 4 temporary FTE and 5.3 permanent FTE funded by growth. The additional posts relate to the Learning Disability integration with Hampshire Partnership Trust, Hantsdirect and quality and audit to support operational managers through changes in working practices, support for web services for flexible project working and the universal offer.
6.6.7 There are 8.5 FTE (of which 1 is temporary) included in the budget for Safe and Secure which is funded by growth and these relate to quality improvement officers and adult placement assistants, safeguarding work, an equalities manager post and work with offenders to help them into the community.
6.6.8 There are 22.5 FTE (of which 6 are temporary) relating to operational pressures funded by growth which relate to pressures in in-house services to ensure adequate care for clients; additional learning and development officers to implement the Mental Health Act; and some temporary posts to implement Hantsfile record management.
6.7. Assessment of Risks
6.7.1 As part of the budget preparation process the service plans for the next three years were informed by the Departmental risk register. From that analysis the following key risks were identified and have been considered when putting together the budget strategy:
Economic climate
· Inflation (paragraph 6.5.1)
· Provider stability (paragraph 6.5.2)
· Fewer employment opportunities for younger adults with disabilities (paragraph 6.5.3)
· Monitoring and Improving Performance
· Procurement and Market Management (paragraph 8.17)
· LD pressures arising from re-tendering Supporting People contracts (paragraph 8.15)
· Capacity to manage unforeseen and/or unquantifiable events through contingencies, e.g., pandemic flu, double running costs.
Structural changes
· Relationship with Health (paragraph 8.25)
· Governmental & Regulatory changes impact on the service plan
· Transformation of services (paragraph 6.3)
· LD transfer of responsibilities (paragraph 8.28)
· SDS and charging policies
· Changes to the Independent Living Fund (ILF) schemes
· Strategic review of Substance misuse services (paragraph 8.24)
Other
· Pressures in Acute Hospitals
· Workforce -increasing costs of the independent sector
· Ordinary Residence (paragraph 8.13 and 8.14)
· New immigration tests for foreign workers making it harder to come to work in Britain under new Government immigration scheme
· Safeguarding clients (paragraph 8.23)
· Delivering of savings plans (section 9)
6.8. Performance Issues
6.8.1 The service received a 3 star rating from the CSCI in line with the previous year and work is ongoing to try and ensure that performance is maintained in 2008/09. As part of the performance assessment 65 areas of strength and 15 areas for improvement were identified. The service is implementing an improvement plan which covers the areas for improvement and this is monitored on a regular basis.
6.8.2 The star ratings for 2007/08 were the last time that adult social care performance will be reported in this way. From 2008/09, the performance assessment for adult social care will feed directly into the Comprehensive Area Assessment (CAA) and not be reported separately. The guidance is currently awaited from CSCI but, based on the consultation proposals, the process of a separate self assessment, statutory data returns, service inspections, routine business meetings and Annual Review Meeting look set to remain.
6.8.3 In addition the annual performance for adult services 2009/10 is also set to change. On 1st April 2009, CSCI will merge with the Healthcare and Mental Health Commissions to become the Care Quality Commission (CQC). The CQC will have statutory powers to inspect services and report on the performance of both health and adult services. Consultation on the new integrated health and social care annual performance assessment process is expected mid 2009.
6.9. Conclusion of the Director of Adult Services
6.9.1 The budget proposals contained in this report are derived from the departmental service plan which has been developed to support the priorities of the Corporate Strategy.
6.9.2 In my earlier comments I have noted the achievements and set the direction for the department for the next three years. The support the service has received from the corporate centre is acknowledged (including additional funding). The implementation of the personalisation agenda will be a key area for the service when implementing the recommendations of the Hampshire Model. However the experience gained in the last two years relating to financial recovery and modernisation should enable the service to move forward in a positive way to achieve the desired outcomes.
6.9.3 It is important that the reasons for the additional staff are recognised and understood, particularly how this relates to the next step in modernising the service.
6.9.4 There is a need to ensure that budget monitoring and performance management continues to support the service so that performance (both for the service and corporately) is maintained and improved as well as financial stability remaining constant. In addition the business needs to be managed taking into account the risks of a high volume, heavily regulated and complex business which needs to work with partners, particularly Health.
7. DETAILS OF THE 2009/10 - 2011/12 BUDGET PROPOSALS:
Overall Strategy
7.1. Managing increasing demand within current resources will continue to be a major priority for the service as well as modernising in line with the personalisation agenda and maintaining and improving performance. The key priorities for the service will be:
· remaining within resources - using the available resource to manage the increasing demand in terms of numbers and complexity
· modernising services - continuing the modernisation of services to meet the aspirations of both our clients, legislation including meeting the modernisation agenda via the Hampshire Model
· continue to build partnerships to achieve best outcomes for clients
· maintaining and improving performance both within the service and with communities
· improving efficiency by implementing structural and service changes.
7.2. The corporately agreed priorities for the three year plan provide £6.7m (2.4%) additional funding for next year, £7m (2.3%) for 2010/11 and £2.6m (0.8%) for 2011/12. This funding is essential to deliver the Hampshire Model. The key points for 2009/10 are:
· The Department is managing a high level of risk, particularly around demand and dependency, the market and maintaining/improving performance as well as implementing the transformation agenda. Spending proposals take account of these areas of risk. It has been possible to expand services while at the same time reducing the rate of increase of council tax.
· The major budget pressures are demographics and the transformation to self directed support:
_ £9.9m dependency & demographic
_ £3.4m commissioning/inflation
_ £0.6m transformation programme
_ £0.6m safe and secure
_ £4.0m other operational pressures
_ £18.5m total pressures
· The transformation of adult social care in Hampshire will begin to deliver the Hampshire Model over the next three financial years with progress measured against the Government's performance framework.
· The major savings proposals for 2009/10 are:
_ £1.5m dependency & demographic
_ £1.5m commissioning/inflation
_ £1.1m transformation programme
_ £4.2m other operational pressures
_ £8.3m total savings
Further savings will be required to ensure sustainability in 2010/11 and 2011/12.
· The budget has been contained within the guidelines for 2009/10. For 2010/11 the carried forward £3.9m from the 2008/09 planned underspend will be unavailable (being one-off money) giving rise to a permanent shortfall of £3.5m. This will be met by additional efficiency measures to be identified during 2009/10, and progress will be kept under review.
· The additional shortfall of £4.5m (1.4%) in 2011/12 will be met from further permanent efficiency savings to be identified in 2010/11. These will be determined as part of the mainstream budget preparation work carried out in the summer of 2009 when the annual 3% efficiency savings exercise is reviewed.
8. DETAILS OF THE 2009/10 BUDGET PRESSURES £18.5m:
Demographics, Dependency, Transition, Self-Funders and Capital Depleters £9.9m
8.1. In summary, £9.9m has been included in the budget for 2009/10 for demographics, dependency, transition, self-funders and capital depleters with a further £8.6m in 2010/11 and a further £7.4m in 2011/12. The 2009/10 total is broken down as follows:
Older people - demographics £3.1m
Older people - capital depleters £1.0m
Physical Disabilities - transitions £0.1m
Learning Disabilities - demographics& dependency £0.9m
Learning Disabilities - transition £3.0m
Learning Disabilities - ordinary residence £0.1m
Learning Disabilities - other £1.0m
Other £0.7m
Total £9.9m
The following paragraphs break this down in more detail for 2009/10.
Older People - Demographics £3.1m
8.2. As stated between 2006 and 2007 there was an increase of 2,700 (2.6%) people over 75. This compares to a national average of 1.3%. More clients over the age of 75 will need help in their daily lives. There are currently 8,900 Hampshire clients over 75 (8.2%), assuming the same percentage relationship, a 2,700 increase in population could mean a potential additional 221 Hampshire clients who will require services from Adult Services.
8.3. Furthermore, the number of over 85s is expected to increase by 8.6% in the next two years which will increase levels of demand.
8.4. The increasing numbers and dependency levels require more care management staff to meet these needs.
8.5. The total pressures in Older People domiciliary care, nursing care, residential care, day care, direct payments, and staffing, due to dependency levels and population changes are £3.1m in 2009/10 with a further £2.5m and £2.1m in the following two years.
Older People - Capital Depleters £1m
8.6. For those self funding clients whose capital resources become exhausted (capital depleters) it is the responsibility of the Council to pick up their care costs assuming they meet the relevant eligibility criteria. Financial analysis indicates that 12% of new clients actually fall within this category, and this trend is expected to continue. A budget pressure has been assessed at £1m specifically for the impact of capital depleters, over and above the demographics pressure.
8.7. This is based upon a total of 104 capital depleters receiving nursing care, and a total of 138 receiving residential care, becoming the responsibility of the Council over the course of the year, at an average net weekly cost of £352 and £274 respectively. This cost has been reduced to exclude the general demographics impact. New procedures have been put in place to enable the exact cost of capital depleters to be monitored, as their actual cost of care is frequently far higher than average.
8.8. With house prices currently falling, there may be an increase in capital depleters from 2010/11 onwards. It is important to be aware that a number of existing clients will become capital depleters irrespective of the personalisation agenda. However, good signposting and support to self funders should reduce the impact of any increase following personalisation.
Physical Disabilities - Transition £0.1m
8.9. Transition pressures for 8 clients transferring from Children's Services to Adults are £0.1m in 2009/10.
Learning Disabilities - Demographics and Dependency £0.9m
8.10. There is growing evidence that people with a learning disability are living longer than previously and that there are changing patterns in the prevalence of learning disability in different age groups, due to improved survival and demographic changes. The increase in average severity of need places further pressure on the system. A continued increase in life span for people with a learning disability is estimated at about 1% a year, but when factors of severity of need are included, this rises to 1.3% for 2009/10 and 1.5% for 2010/11. This means that on average each year an extra 20 people seek support from Adult Services year on year. As better treatment enables those with more severe disabilities to survive but require very high levels of care, the average package of care becomes more intensive. The average cost across all care types for people with a learning disability is around £30,000 per year, however, residential care costs for this client group typically average around £50,000 per year. The statistics, for illustration purposes only, indicate an average increase in demand of around £0.6m a year on the learning disability base budget. Analysis of age of Hampshire clients suggests that the service is providing care to an ageing client group. For example, there has been an increase over the last 3 years of 43 clients aged 61-70 years old.
8.11. Analysis of local trends has led to non-transition pressures of £0.9m being included for 2009/10 for increased demographic and dependency pressure on the Learning Disability services with £1.0m and £0.9m in the following two years.
Learning Disabilities - Transition £3m
8.12. Transition pressures for 77 clients transferring from Children's Services to Adults are £3.0m in 2009/10 and a further £3.1m in the following two years net of deaths for a further 67 and 45 clients. Action to reduce costs include the appointment of a transition team manager to identify transition savings and maximise continuing health care contributions.
Learning Disabilities - Ordinary Residence £0.1m
8.13. The deregistration of homes from residential to non residential, changes the place of ordinary residence for the residents from their home county to the county where the home is located. The issue of Ordinary Residence is significant particularly as Hampshire is a county where many other local authorities place their service users, potentially meaning Hampshire is a net importer under Ordinary Residence rules.
8.14. Implications of Ordinary Residence remain problematic. This will translate into Adult Services picking up the cost of clients who were originally placed and funded by other local authorities in Hampshire. If statements by the Secretary of State are fully implemented then because Hampshire is a net importer of clients from other local authorities this will lead to a net pressure. By 2010/11 the ongoing pressure for known clients has been estimated to be in the region of £0.8m. Every effort is being made to limit the number of cases.
Learning Disabilities - Other £1m
8.15. Following the Supporting People strategic review of disability sector SP hours have been reduced in a number of LD schemes. This has resulted in a pressure of £1.0m in 2009/10. The Department has a statutory obligation to pick up the pressure previously managed through Supporting People. However this pressure is partially offset by other operational savings.
Other Demographic Pressures £0.7m
8.16. Other demographic pressures amount to £0.7m in 2009/10 and £0.2m in the following two years. These pressures include the impact of increasing number of clients with dementia in our in-house older people homes, tackling alcohol related harm which is a `flagship' priority for the Hampshire Local Area Agreement and increased demand on substance misuse services.
Commissioning/Inflation £3.4m
8.17. In recent years many provider rates have been kept at or below the budgeted 2.5% rate of inflation. Providers are facing increasing external cost pressures including rising fuel, gas and electricity prices, as well as increasingly higher registration standards. Tight management of cost inflation needs to be balanced with the impact on supply, investment, safety and quality in the sector. We have undertaken reviews of key markets with the support of corporate procurement which have looked at ensuring efficient and sustainable supply. Our assessment of the markets has identified pressures of £2.6m in 2009/10. This represents an additional 2.5% on average for OP/PD residential and nursing care. An additional 0.5% has been set aside to manage domiciliary care and direct payment inflation risks over and above the corporate inflation allocation assumed in the budget. A final judgement on the uplift to be applied will be made in the coming weeks. LD and MH rates have been maintained at 2.5%, because it is believed that the providers of these services will be able to make efficiency savings and manage within the proposed inflation uplift. This fits with our strategy to improve safeguarding, quality and outcomes through our Quality Outcomes Contract Framework.
8.18. With the current economic climate market conditions remain challenging. There is potential for a number of major providers, including national organisations, to experience financial problems due to rising costs and the availability of lending. The department is preparing to deal with the risk of business failure. One of our key responses is to ensure that our inflation settlement fairly reflects market conditions, otherwise we may increase the risk of business failure and consequential disruption of service users.
8.19. With the end of the Preventative Technology Grant there is a need to ensure that there remains a consistent Telecare service across the county. The allocation of £382,000 will mean that more people are able to live at home for longer. As well as supporting them to be more independent and encounter less risk, the equipment will also ensure they do not have to move into more costly forms of provision, such as residential care. This supports the Hampshire Model of self directed support and personalisation and has helped to manage some of the demographic pressures across the service.
8.20. Other pressures under this heading include £253,000 investment in a dedicated care purchasing team which will generate savings in future years through better procurement of care services.
Transformation Programme £4.2m (including £3.6m grant funded spending)
8.21. The transformation of adult social care in Hampshire will deliver the Hampshire Model over the next three financial years with progress measured against the government's performance framework.
8.22. The investment features £4.2m (£0.6m growth and £3.6m grant funded spending) to facilitate the transformation to the personalisation agenda and the implementation of the Hampshire Model of self directed support across all client groups countywide. The programme includes Shop for Support which offers clients the ability to manage their own accounts and to buy services on line. Funding is also provided for Community Innovations to develop wellbeing and preventative services in line with requirements of the Commission on personalisation. Other pressures under this heading include £250,000 for the implementation of the integrated learning disabilities teams.
Safe and Secure £0.6m
8.23. Safeguarding clients remains an increasingly high priority for the Department and will be especially important going through the transformation period as the Hampshire Model and Hants Direct are phased in. One-off additional resource has been included in the current year and this will be replaced by permanent funding of £0.6m in 2009/10.
Substance Misuse
8.24. A strategic review of substance misuse services is being undertaken jointly with the Primary Care Trust (PCT), driven by a significant reduction in funding from the National Treatment Agency over the next 3 years. The Drug & Alcohol Action Team (DAAT) is due to lose £0.7m (7.5%) over 2009/10 and 2010/11. In addition there is no inflation applied to the grant. The review also aims to address the recommendations of the scrutiny review of alcohol services, rationalising commissioning arrangement and providing robust joint commissioning arrangements with the PCT. There is a risk that this reduction in central grant to the DAAT team could impact on core adult services budgets but it is not possible to quantify the impact at this stage.
Health Service including LD integration
8.25. As enshrined in the Comprehensive Area Assessment (CAA), in order to maximise outcomes for the people of Hampshire, joined up working between the two organisations is essential. The Department is pursuing two broad outcomes:
· Early intervention & prevention
· Urgent care during a crisis
8.26. There still remain very significant financial risks in our relationship with Health. Whilst new national guidance on Continuing Health Care (CHC) has been issued, there is still room for discretion for PCTs. Adult Services has worked with the Association of Directors of Adults Services to achieve acceptance of a more detailed set of guidance. As a result, more people were awarded CHC status and funding, placing pressure on PCT budgets.
8.27. The increasing prevalence of dementia puts pressure on older persons adult mental health budgets in Health. Whilst there are opportunities for efficiencies in what they commission, it could result in increased pressures on our services.
8.28. Plans for formal integration of community based learning disability services with Hampshire Partnership NHS Trust have continued to develop throughout 2008/09 and the next stages of the project will be realised in 2009/10, underpinned by a Section 75 legal agreement. The way front line support to people with a learning disability is now co-ordinated has started to change, with key professional staff being deployed to support service users and families by integrated management overseeing both the health and social care dimensions of community support. This is reducing duplication of process and in assessment of need as staff work as a joined up service as opposed to a sequence of separate processes and assessment. This will further improve as the service structure is consolidated. A budget pressure of £0.3m in 2009/10 has been included to support the implementation of the integrated service. This includes one-off development costs of £155,000 in 2009/10 only. This will enable more cost efficient service delivery in the future.
8.29. Significant progress has been made by HCC and the PCT in meeting the Government's deadline of April 2010 for the national Campus Closure Programme for Learning Disability. The South West project has been completed, whilst the remaining South East project is in progress. The cost of these projects will be met from the specific three year grant from the Department of Health.
8.30. Demand and capacity are key risks associated with services for older people and people living with long term conditions. Particular pressures are the decreasing length of hospital stay and the need to provide reablement to improve outcomes for individual service users and reduce the costs of long term care.
Other Operational Pressures £4m
8.31. There is a total other operational pressure of £4.0m. This includes £300,000 for LD right sizing care management, £356,000 for OP/PD day care contracts pressures and £250,000 for Hepatitis B vaccines for staff. The budget provides £70,000 for Mental Health Act pressures for the cost of training required under the 2007 Mental Health Act and funding for Deprivation of Liberties safeguarding.
8.32. In addition the budget includes £404,000 for assessment and care management staff pressures to reduce vacancies, £340,000 for the Hantsfile project and £299,000 for a Swift IT upgrade.
8.33. Also included are £350,000 for nursing and residential staffing pressures to meet client needs, £201,000 for an increase in in-house domestic staff, £200,000 for care management and occupational therapy staffing pressures, £102,000 for the MH DAAT budget, and £90,000 for a new monitoring system for home care to support front line operational requirements.
8.34. £0.5m of the remaining total is to go some way to reinstate contingency funding to a more adequate level of £1.5m in 2009/10 and to include some provision for double running. The underspend in 2008/09 will be maximised to provide resource to bring the contingency up to this level next year but the plan will be to bring it to a more suitable level of £1.9m. The breakdown of the £1.9m contingency in 2009/10 is shown below.
£3.3m 2008/09 Contingency
-£1.5m one-off carry forward from 2007/08
-£0.8m deletion of 2007/08 under spending carried forward to 2008/09
---------
£1.0m
£0.5m proposed addition
£0.4m difference between pressures and 08/09 carry forward
--------
£1.9m 2009/10 Contingency
9. DETAILS OF THE 2009/10 EFFICIENCY SAVINGS £8.8m:
9.1. The Government has set an annual efficiency target for local government overall of 3%, all of which has to be cashable. Performance against this target is now published twice yearly as part of the national indicator set. Appendix 5 identifies efficiency improvements totalling £8.8m (3.3%). Of these, £8.3m (3.1%) represent usable budget savings which are incorporated in the redeployment proposals in Appendix 4 as set out below.
Dependency and Demographics £1.5m
9.2. Total dependency and demographics savings of £1.5m have been identified for 2009/10 to alleviate demographic pressures which relate to promoting independence, re-ablement and tight gate keeping within the agreed eligibility criteria. The majority of these savings are focused on the reduction of the pressure arising from transition of younger people to learning disability.
Commissioning / Inflation £1.5m
9.3. With the support of the corporate procurement team, Adult Services has continued to identify opportunities to achieve efficiencies in procurement. These will in some cases help offset the core inflationary pressures. Savings of £1.5m in 2009/10 are to be made from specific contract reviews, efficient procurement and further high cost placement reviews. These are linked to the overall approach to market management where investment is being made in areas where there are significant risks, especially quality. Efficiency savings have been identified in other areas e.g. LD and PD domiciliary care.
Transformation Programme £1.1m
9.4. Savings in the order of £1.1m are anticipated in 2009/10 from the transformation programme. These include withdrawal of a net £0.5m for other double running costs of Hants Direct. The re-phasing of Hants Direct and review of the social care operating model will mean the continuation of the Professional Advisory Team (PAT). These costs are offset within the net saving. They also include £0.3m from modernisation of the in-house home care service (the full year effect of the actions taken this year).
Other Operational Savings £4.2m
9.5. Other operational savings total £4.2m. These include Continuing Health Care savings and LD savings. The latter will be achieved through the use of funds identified by Supporting People as part of its strategic review for reinvestment in the disability sector.
10. GRANT POSITION:
10.1. The next Comprehensive Spending Review (CSR) will not be until 2009 at the earliest. Following the Autumn CSR07 last year, the Government in December 2007 announced a three year grant settlement for 2008/09 to 2010/11. This set grant figures for the three year period.
10.2. Changes have not been made in this December's grant announcement. Area Based Grant (ABG) is now paid as a single sum to the County Council and includes from 2008/09 the former Carer's, Mental Health, Mental Capacity and Preserved Rights grants. The preserved rights element is reducing, so placing an additional pressure on client budgets. Supporting People former specific grant (£31m in 2009/10 and £30.1m in 2010/11) is included in ABG on a pilot basis locally this year and is likely to be in ABG nationally from 2009/10.
10.3. There are a number of continuing specific grants available to Adult Services. These include:
· Social Care Reform grant (£3.6m in 2009/10 and £4.5m in 2010/11)
· Learning Disability campus closure grant (£2.0m in 2009/10 and £3.2m in 2010/11)
· Stroke grant (£146,000 in 2009/10 and 2010/11).
11. REVIEW OF CHARGES:
11.1. Although inflation is now running at 4.1% (as at November 2008) the recommended increase in charges is 2.5% in line with the general inflation increase assumed in the budget (see Appendix 6). This is below the 5% national increase in pensions. The service's 2009/10 revenue budget includes income of £47.5m from fees and charges.
11.2. There are some mandatory and national charges relating to residential care which the County Council is not able to vary. Charging for residential care has been governed by CRAG (Charging for Residential Accommodation Guide) since 1992, which provided a high level of consistency between local authorities. These charges require a financial assessment to be undertaken and the charges detailed in Appendix 6 are dependent on this assessment process.
11.3. Discretionary charges are reviewed annually. Examples of charges are non residential charges (NRC) and provision for meals for adults and older people as set out in appendix 6.
12. OTHER EXPENDITURE:
12.1. The budget includes some items which are not counted against the cash limit. These include budgets for central department support services, except where they have been given to service departments to buy services, and repair and maintenance of buildings. It also includes costs of member support within Adult Services and budgets that are rechargeable to Policy and Resources for corporate and democratic core services.
13. PROVISIONAL BUDGET FOR 2010/11 AND 2011/12:
13.1. The provisional budget at outturn prices for 2010/11 and 2011/12 for this service is set out in Appendix 10 and summarised below:
2010/11 |
£318.9m |
2011/12 |
£319.3m |
13.2. The main variations from the 2009/10 proposed budget for 2010/11 are the exclusion of the 2008/09 £3.9m planned underspend carry forward on the main service and the addition of the £2.2m supporting people planned underspend carry forward. In addition there is a pay and benefits allocation of £0.6m and an increase in grant of £1.3m.
13.3. For 2011/12 the main variations are £7.9m specific grant reduction, £6.1m inflation, and £2.6m additional resources from redeployment. That is on the basis that this grant support is for one-off investments which will not be needed on a permanent basis. However, the corporate guidelines are based on the assumption that Government grant including specific and area grant increase by 1.25% in 2011/12, i.e. the Government will carry on with this funding in one form or another in view of the likelihood of ongoing spending needs in Adult Services.
14. RECOMMENDATIONS:
14.1. Please see the Executive Summary for the recommendations.
CORPORATE OR LEGAL INFORMATION:
LINKS TO THE CORPORATE STRATEGY | ||||
Yes |
No | |||
Hampshire safer and more secure for all |
||||
Corporate Business plan link no (if appropriate) |
||||
Maximising well-being |
_ |
|||
Corporate Business plan link no (if appropriate) |
||||
Enhancing our quality of place |
||||
Corporate Business plan link no (if appropriate) |
||||
OTHER SIGNIFICANT LINKS: | ||
Links to Previous member decisions: | ||
Title |
Ref |
Date |
Direct Links to Specific Legislation or Government Directives | ||
Title |
Date | |
Section 100 D - Local Government Act 1972 - background documents | |
The following documents discuss facts or matters on which this report, or an important part of it, is based and have been relied upon to a material extent in the preparation of this report. (NB: the list excludes published works and any documents which disclose exempt or confidential information as defined in the Act.) | |
Document |
Location |
COMPREHENSIVE RISK & IMPACT ASSESSMENT:
Adult Services budgets are targeted at the most vulnerable in society. How budgets are used have a significant impact on the most excluded. The operational directors have lead responsibility to ensure that impact assessments take account of the needs of these groups. The head of finance is a member of the Departmental management team, and part of her role is contribute to these impact assessments. This budget report provides information on the spending plans of the Directorate and will contribute to better outcomes for all.
Appendices
Appendix |
Colour | |
1 |
Revised budget 2008/09 - calculation of the cash limit |
yellow |
2 |
Revised budget 2008/09 - comparison with cash limit |
yellow |
3 |
Base budget 2009/10 - summary of cash limit |
pink |
4 |
Proposals for growth and redeployment 2009/10, 2010/11 and 2011/12 |
yellow |
5 |
Efficiency statement |
Yellow |
6 |
Review of income 2009/10 |
Yellow |
7 |
Revenue budget 2009/10 - analysis of variations by division of service |
Blue |
8 |
Revenue Budget 2009/10 - budget book detail |
Green |
9 |
Workforce levels and costs 2008/09 revised and 2009/10 original |
Blue |
10 |
Provisional budget 2010/11 and 2011/12 |
Pink |
10 - Annex 1 |
Provisional budget 2010/11 and 2011/12 - analysis of variations by division of service |
Blue |
11 |
2009/10 Government Grants |
White |
Appendix 1
Adult Services
Revised budget 2008/09
Calculation of the cash limit for the revised budget 2008/09
The following table shows the progression from the original budget for 2008/09 to the cash limit for the revised budget 2008/09. Both are at estimated outturn prices 2008/09.
£'000 |
£'000 | ||||
Original budget 2008/09 at outturn prices |
280,955 | ||||
Transfers to other services |
|||||
Insurance premium to Policy and Resources |
(83) | ||||
Community Transport Grant to Environment |
(17) | ||||
= |
Adjusted original budget |
280,855 | |||
Inflation Provision added since the original budget for: |
|||||
- Business Rates |
7 | ||||
Other variations: |
|||||
- Contribution to equalities post |
(2) |
||||
- Carry forward of 2007/08 Grants |
3,773 |
||||
- Additional DAAT funding through ABG |
210 |
||||
- Drug Intervention Project grant |
80 |
||||
- Alcohol co-ordinator post |
43 |
||||
- Additional Aids support grant |
57 |
||||
- LPSA LAA Innovations Flagship |
115 |
||||
- Stroke Carers Grant |
145 |
||||
- Invest to Save |
139 |
||||
- LD Campus Closure Grant |
888 |
||||
- Carry forward of 2007/08 underspendings |
2,432 |
||||
- Planned carry forward to 2009/10 Revenue |
(3,900) |
||||
- Pay and Benefits Allocation |
3,793 |
||||
- Supporting People planned carry forward |
(3,900) |
||||
3,873 | |||||
= |
Cash limit for the revised budget 2008/09 |
284,735 | |||
Appendix 2
Adult Services
Revised budget 2008/09
Summary comparing the revised budget with the cash limit
Cash Limit |
Revised Budget |
Variation | ||
£'000 |
£'000 |
£'000 |
% | |
Cash limited expenditure |
||||
Service Strategy and Regulation |
866 |
866 |
- |
- |
Unallocated |
2,045 |
2,045 |
- |
- |
Older Persons |
140,308 |
140,308 |
- |
- |
Adults with Physical or Sensory Impairment |
27,819 |
27,819 |
- |
- |
Adults under 65 with Learning Disabilities |
64,849 |
64,849 |
- |
- |
Adults under 65 with Mental Health |
14,493 |
14,493 |
- |
- |
Other Adult Services |
2,896 |
2,896 |
- |
- |
Supported Employment |
544 |
544 |
- |
- |
Supporting People |
30,573 |
30,573 |
- |
- |
Non Distributed costs |
342 |
342 |
- |
- |
Total |
284,735 |
284,735 |
- |
- |
Appendix 3
Adult Services
Revenue budget 2009/10
Calculation of the base budget 2009/10 - summary of cash limited expenditure
The following table shows the progression from the original budget for 2008/09 which was prepared at outturn prices 2008/09 to the base budget 2009/10 at outturn prices 2009/10.
2009/10 Base Budget | |||
As estimated last year |
Now proposed | ||
£'000 |
£'000 | ||
Original budget 2008/09 at outturn prices |
280,755 |
280,955 | |
Transfers to other services: |
|||
Insurance premium to Policy and Resources |
- |
(83) | |
Community Transport Grant to Environment |
- |
(17) | |
= |
Adjusted original budget 2008/09 |
280,755 |
280,855 |
Increases for inflation to reflect November 2008 prices: |
|||
Inflation allocated during 2008/09 from the central inflation contingency: |
|||
- |
Business Rates |
- |
7 |
Excess cost of inflation over the inflation allowance: |
|||
- |
Electricity |
- |
89 |
- |
HTM hire charges |
- |
(25) |
- |
Staff car allowances |
- |
102 |
- |
Other |
- |
41 |
Subtotal inflation increases |
- |
214 | |
Original budget at November 2008 prices |
280,755 |
281,069 | |
Other variations |
|||
- |
Reductions to offset excess inflation |
- |
(207) |
- |
Revenue effect of capital programme |
- |
14 |
- |
Corporate travel co-ordinator |
7 |
7 |
- |
Contribution to equalities post |
- |
(5) |
- |
Pay and benefits allocation |
- |
4,585 |
- |
Second homes council tax adjustment |
(11) |
(11) |
- |
SAP benefit realisation savings |
- |
(221) |
- |
Planned carry forward from 2008/09 Revenue |
- |
3,900 |
Exclusion of non-recurring 2008/09 expenditure: |
|||
- |
Planned carry forward from 2007/08 Revenue |
(820) |
(820) |
- |
Commission |
- |
(100) |
- |
Allowable base budget growth: |
||
Variations in expenditure funded by government grants: |
|||
Social Care Reform Grant |
2,081 |
2,081 | |
LD Campus Closure Grant |
- |
1,967 | |
Stroke Carers Grant |
- |
146 | |
Mental Health Grant |
111 |
111 | |
Young Peoples substance misuse |
- |
210 | |
Adult Social Care workforce |
87 |
87 | |
Carers Grant |
250 |
250 | |
Supporting People Administration |
(61) |
(62) | |
Preserved Rights |
(262) |
(262) | |
Mental Capacity Grant |
116 |
116 | |
LD Development Fund |
(1) |
(1) | |
Sub total grants |
2,321 |
4,643 | |
Subtotal Other Base budget variations |
1,497 |
11,785 | |
Allocation for future inflation: |
|||
- |
Provision for all pay awards of 2.5% in 2009/10 |
2,299 |
2,299 |
- |
Increase in local government employers' pension contributions |
243 |
243 |
- |
Provision for non-pay inflation at 2.5% |
3,541 |
3,541 |
- |
Reduction for increased income |
(100) |
(100) |
Subtotal future inflation to 2009/10 outturn |
5983 |
5,983 | |
= |
Base budget 2009/10 at outturn prices |
288,235 |
298,837 |
Appendix 4
Adult Services
Proposals for growth and redeployment 2009/10 to 2011/12
Proposals are shown at outturn prices for the relevant year.
Agreed proposals will be incorporated into future year's base budgets and so on-going costs are shown in the first year only. One-off costs are shown in the first year and subtracted from the following year.
Staffing (FTEs) | |||||||
2009/10 |
2010/11 |
2011/12 |
2009/10 |
2010/11 |
2011/12 | ||
£'000 |
£'000 |
£'000 |
|||||
Growth proposals and unavoidable service pressures: |
|||||||
Dependency & Demographic |
9,895 |
8,613 |
7,353 |
19 |
9 |
8 | |
Commissioning/ inflation |
3,354 |
478 |
478 |
- |
- |
- | |
* |
Transformation Programme |
588 |
(1,291) |
146 |
9 |
(2) |
5 |
Safe and Secure |
652 |
(41) |
- |
9 |
(1) |
- | |
Other operational pressures |
3,978 |
(115) |
(12) |
22 |
- |
- | |
Unallocated balance to meet unidentified growth and pressures in future years |
- |
550 |
- |
||||
Total increase |
18,467 |
8,194 |
7,965 |
59 |
6 |
13 | |
* |
This plus £3.6m funded by Social Care Reform Grant makes the total increase £22m | ||||||
2009/10 |
2010/11 |
2011/12 |
2009/10 |
2010/11 |
2011/12 | ||
£'000 |
£'000 |
£'000 |
FTEs |
FTEs |
FTEs | ||
Redeployment and savings proposals: |
|||||||
Dependency & Demographic |
(1,500) |
(500) |
- |
- |
- |
- | |
Commissioning/ inflation |
(1,528) |
(553) |
(844) |
- |
- |
- | |
Transformation Programme |
(1,126) |
(30) |
(60) |
(1) |
- |
- | |
Other operational pressures |
(4,145) |
(96) |
- |
(4) |
- |
- | |
Efficiencies to be identified |
- |
(3,455) |
(4,461) |
||||
Efficiencies subtotal |
(8,299) |
(4,634) |
(5,365) |
(5) |
- |
- | |
Scope to increase income |
(7) |
- |
- |
- |
- |
- | |
Scope to reduce services |
(6) |
(15) |
- |
- |
- |
- | |
Total redeployment proposals |
(8,312) |
(4,649) |
(5,365) |
(5) |
- |
- | |
Net growth pressures |
10,155 |
3,545 |
2,600 |
54 |
6 |
13 | |
Planned underspend from 2008/09 |
(3,455) |
3,455 |
- |
||||
Net growth |
6,700 |
7,000 |
2,600 |
54 |
6 |
13 | |
Guideline additional funding |
6,700 |
7,000 |
2,600 |
||||
Appendix 5
Adult Services
Cashable efficiency improvements 2008/09 to 2011/12
2008/09 £'000 |
2009/10 £'000 |
2010/11 £'000 |
2011/12 £'000 | |
a) Cashable efficiency improvements producing a budget saving and meeting the Government's definition of efficiency: |
||||
Dependency & Demographic |
665 |
1,500 |
500 |
- |
Commissioning/inflation |
1,938 |
1,528 |
553 |
844 |
Modernisation |
2,203 |
|||
Transformation Programme |
1,126 |
30 |
60 | |
Promoting independence |
814 |
|||
Operational efficiencies |
1,980 |
4,145 |
96 |
- |
Efficiencies to be identified |
- |
- |
3,455 |
4,461 |
Scope for increased income |
100 |
7 |
- |
- |
Scope for reduced services |
69 |
6 |
15 |
- |
Total |
7,769 |
8,312 |
4,649 |
5,365 |
b) ) Cashable efficiency improvements producing a budget saving but not meeting the Government's definition of efficiency: |
||||
Scope for increased income |
300 |
- |
- |
- |
c) Cashable efficiency improvements not producing a budget saving: |
||||
Other operational pressures |
475 |
504 |
||
Total cashable efficiency improvements |
8,544 |
8,816 |
4,649 |
5,365 |
% of base budget |
3.5% |
3.3% |
1.7% |
1.9% |
Notes
Cashable efficiency improvements occur when:
- inputs (money, people, assets etc) are reduced but outputs remain unchanged
- the price of inputs (procurement, labour costs etc) are reduced but outputs remain unchanged.
a) Cashable efficiency improvements producing budget savings and meeting the Government's definition of efficiency include general procurement savings against the budget provision of a 2.5% increase in prices.
b) Cashable efficiency improvements producing budget savings but not meeting the Government's definition of efficiency include introducing new charges for services and fortuitous savings.
c) Cashable efficiency improvements not producing budget savings arise because the efficiency is avoiding unbudgeted cost e.g. staff reductions made to absorb increments, procurement efficiencies where costs are still exceeding 2.5%, capital receipts or developer contributions applied to avoid unplanned additional borrowing.
Review of Income 2009/10 |
Appendix 6 | |||||||
Current charge |
Total income (Budget 2008/09) |
Date of last review |
Planned date for next review |
Proposed new Amount |
Effective date |
Is charge set to recover cost? |
Is charge subject to an assessment scale determined locally? | |
Mandatory/National Charges |
Yes/No |
Yes/No | ||||||
Full Cost Weekly Charge (maximum charge) |
£ |
£'000 |
£ |
|||||
Nursing Care for Older People |
455.00 |
6,785 |
Apr-08 |
Apr-09 |
469.00 |
Apr-09 |
Yes |
No |
Residential Care for Older People |
413.00 |
5,528 |
Apr-08 |
Apr-09 |
420.00 |
Apr-09 |
Yes |
No |
Residential Care for Elderly Mentally Infirm |
455.00 |
In above |
Apr-08 |
Apr-09 |
469.00 |
Apr-09 |
Yes |
No |
Residential Care for people with Physical or Sensory Disability |
917.00 |
117 |
Apr-08 |
Apr-09 |
938.00 |
Apr-09 |
Yes |
No |
Residential Care for Adults with a Learning Disability |
819.00 |
451 |
Apr-08 |
Apr-09 |
840.00 |
Apr-09 |
Yes |
No |
Orchard Close - Standard Week |
693.00 |
22 |
Apr-08 |
Apr-09 |
707.00 |
Apr-09 |
Yes |
No |
Discretionary Charges |
||||||||
Residential Accommodation for Adults |
||||||||
Orchard Close - Client Contribution |
126.00 |
75 |
Apr-08 |
Apr-09 |
133.00 |
April 09 |
No |
No |
Day Care Establishments |
||||||||
Day Services for Older People |
165.00 |
179 |
Apr-08 |
Apr-09 |
170.00 |
April 09 |
Yes |
No |
Day Services for People with Physical or Sensory Disabilities |
||||||||
Including transport |
310.00 |
142 |
Apr-08 |
Apr-09 |
320.00 |
April 09 |
Yes |
No |
Excluding transport |
255.00 |
In above |
Apr-08 |
Apr-09 |
260.00 |
April 09 |
Yes |
No |
Day Services for Adults with a Learning Disabilities |
||||||||
Including transport |
190.00 |
2,787 |
Apr-08 |
Apr-09 |
195.00 |
April 09 |
Yes |
No |
Excluding transport |
160.00 |
In above |
Apr-08 |
Apr-09 |
165.00 |
April 09 |
Yes |
No |
Current charge |
Total income (Budget 2008/09) |
Date of last review |
Planned date for next review |
Proposed new Amount |
Charge effective date |
Is charge set to recover cost? |
Is charge subject to an assessment scale determined locally? | |
Full Cost Annual Charges |
Yes/No |
Yes/No | ||||||
Day Services for Adults with Learning Disabilities |
||||||||
Including transport |
5,160.00 |
In |
Apr-08 |
Apr-09 |
5,289.00 |
April 09 |
Yes |
No |
Excluding transport |
4,080.00 |
above |
Apr-08 |
Apr-09 |
4,182.00 |
April 09 |
Yes |
No |
Banded Charges - Day Services for Adults with Learning Disabilities |
||||||||
Including transport |
4,750.00 |
In |
Apr-08 |
Apr-09 |
4,869.00 |
April 09 |
Yes |
No |
Excluding transport |
3,700.00 |
above |
Apr-08 |
Apr-09 |
3,793.00 |
April 09 |
Yes |
No |
Plus banded charge for each hour per week |
665.00 |
Apr-08 |
Apr-09 |
682.00 |
April 09 |
Yes |
No | |
Other Charges |
||||||||
Non Residential Charges (per hour) |
14.04 |
6,055 |
Apr-08 |
Apr-09 |
14.40 |
April 09 |
No |
Yes |
Home Care - Charge to External Organisations (per hour) |
25.00 |
n/a |
Apr-08 |
Apr-09 |
25.60 |
April 09 |
Yes |
No |
Meals for Adults:- |
||||||||
Day Services for Older People & Adults, Meals on Wheels and Luncheon Clubs per meal |
3.00 |
Apr-08 |
Apr-09 |
3.10 |
April 09 |
No |
No | |
Hostels for People with a Physical Disability:- |
||||||||
Transport charge per week |
8.25 |
Apr-08 |
Apr-09 |
8.50 |
April 09 |
No |
No | |
Hire of Rooms - per hour |
25.50 |
Apr-08 |
Apr-09 |
26.20 |
April 09 |
Yes |
No | |
NB Total income budget for 2008/09 is built up from receipts from Health, client contributions and income from other local authorities. |
||||||||
Appendix 7
Adult Services
Revenue budget 2009/10
Analysis of variations by division of service
Adjusted |
Variation in |
Other |
Inflation |
Growth & |
Revenue | |||
|
original |
inflation to |
base budget |
allocation |
Redeploy- |
budget | ||
|
budget 2008/09 |
November 2008 prices |
variations |
to 2009/10 outturn |
ment proposals |
2009/10 | ||
|
£'000 |
£'000 |
% |
£'000 |
£'000 |
% |
£'000 |
£'000 |
Cash limited expenditure |
|
|
|
|
|
|
|
|
Service Strategy and Regulation |
800 |
0 |
0.0 |
(118) |
18 |
2.3 |
(11) |
689 |
Unallocated |
1,669 |
0 |
0.0 |
3,178 |
0 |
0.0 |
(2,955) |
1,892 |
Unapportionable Overheads |
342 |
5 |
1.5 |
0 |
9 |
2.6 |
356 | |
Older Persons |
137,955 |
153 |
0.1 |
3,849 |
3,286 |
2.4 |
6,176 |
151,419 |
Adults under 65 with Physical or Sensory Impairment |
28,612 |
16 |
0.1 |
(209) |
703 |
2.5 |
659 |
29,781 |
Adults under 65 Years with Learning Disabilities |
63,890 |
21 |
0.0 |
3,143 |
1,522 |
2.4 |
2,186 |
70,762 |
Adults under 65 Years with Mental Health |
13,596 |
17 |
0.1 |
802 |
374 |
2.8 |
326 |
15,115 |
Other Adult Services |
1,661 |
2 |
0.1 |
1,198 |
58 |
3.5 |
317 |
3,236 |
Supported Employment |
541 |
0 |
0.0 |
3 |
13 |
2.4 |
2 |
559 |
Supporting People |
31,789 |
0 |
0.0 |
(61) |
0 |
0.0 |
0 |
31,728 |
Net Cash limited expenditure |
280,855 |
214 |
0.1 |
11,785 |
5,983 |
2.1 |
6,700 |
305,537 |
|
|
|
|
|
|
|
|
|
Expenditure outside cash limit : |
|
|
|
|
|
|
|
|
Capital Charges |
|
|
|
|
|
| ||
FRS17 pension adjustment |
1,163 |
|
|
(4,617) |
|
|
(3,454) | |
|
|
|
|
|
|
| ||
Specific Government Grants |
|
|
|
|
|
| ||
Homeworkers |
2 |
|
|
|
|
2 | ||
AIDS Support |
133 |
|
|
|
|
133 | ||
Social Care Reform |
1,537 |
|
|
2,081 |
|
|
3,618 | |
Invest to Save Budget |
240 |
|
|
0 |
|
|
240 | |
Learning Disabilities Campus Programme |
0 |
|
|
1,967 |
|
|
1,967 | |
Stroke Carers Grant |
0 |
|
|
146 |
|
|
146 | |
sub-total Specific Grants |
1,912 |
|
|
4,194 |
|
|
6,106 | |
|
Adjusted |
Variation in |
Other |
Inflation |
Growth & |
Revenue | ||
Appendix 7 (continued) |
original |
inflation to |
base budget |
allocation |
Redeploy- |
budget | ||
|
budget 2008/09 |
November 2008 prices |
variations |
to 2009/10 outturn |
ment proposals |
2009/10 | ||
|
|
|
|
|
|
| ||
Area Based Grants |
|
|
|
|
|
| ||
Mental Health |
2,230 |
|
|
111 |
|
|
2,341 | |
Young People's Substance Misuse |
0 |
|
|
210 |
|
|
210 | |
Drugs and Alcohol |
103 |
|
|
|
|
103 | ||
Adult Social Care Workforce |
1,879 |
|
|
87 |
|
|
1,966 | |
Carers |
3,278 |
|
|
250 |
|
|
3,528 | |
Supporting People |
31,790 |
|
|
(62) |
|
|
31,728 | |
Preserved Rights |
5,756 |
|
|
(262) |
|
|
5,494 | |
Mental Capacity Grant |
433 |
|
|
116 |
|
|
549 | |
Learning Disabilities Development Fund |
699 |
|
|
(1) |
|
|
698 | |
sub-total Area Based grants |
46,168 |
|
|
449 |
|
|
46,617 | |
Total Grants |
48,080 |
|
|
4,643 |
|
|
0 |
52,723 |
|
|
|
|
|
|
| ||
Total net expenditure |
233,938 |
214 |
|
2,525 |
5,983 |
|
6,700 |
249,360 |
|
|
|
|
|
|
|
|
|
Appendix 8
Adult Services
Revenue Budget 2009/10
Reconciliation of the original 2008/09 budget on the following pages with the 2008/09 budget in the published budget book.
|
|
|
£'000 |
|
|
Net expenditure on page B3 of the published budget book |
260,951 |
|
|
Adjustments for items in the budget book but not included in the following pages : |
|
Support Services and Repair & Maintenance of Buildings |
(9,825) |
Charges to Corporate and Democratic Core |
201 |
Capital Charges |
(2,131) |
|
|
Adjustments made to the original budget figures : |
|
Insurance premium to Policy and Resources |
(83) |
Community Transport Grant to Environment |
(17) |
Supporting People Care Grant re-classified as Area Based Grant |
31,010 |
|
|
Total net expenditure for 2008/09 original budget shown overleaf on page B3 |
280,106 |
|
|
Appendix 9
Adult Services
Workforce levels and costs
2008/09 |
2009/10 | |||
£'000 |
£'000 | |||
Analysis of workforce cost in base budget : |
||||
Salaries of permanent staff (including employer's national insurance and pension contributions) |
88,006 |
92,751 | ||
Temporary/fixed term/casual staff |
763 |
619 | ||
Agency Staff |
4,203 |
4,308 | ||
Additional Hours |
3,236 |
3,317 | ||
Total workforce costs |
96,208 |
100,995 | ||
Average FTE staff actually in post |
3,073 |
3,290 | ||
Posts approved 1.10.08 |
32 | |||
Cost of posts approved 1.10.08 (£'000) |
968 | |||
Posts funded by Social Care Reform Grant |
30 | |||
Cost of Posts funded by Social Care Reform Grant (£'000) |
1,195 | |||
Posts funded by LD Campus Reprovision grant |
21 | |||
Cost of Posts funded by LD Campus Reprovision grant (£'000) |
724 | |||
Posts funded by Stroke Carers Grant |
2 | |||
Cost of Posts funded by Stroke Carers Grant (£'000) |
80 | |||
Staffing changes in growth, savings and redeployment proposals: |
||||
Variation in staff (FTEs) |
54 | |||
Variation in budget (£'000) |
1,663 | |||
Workforce implications of budget proposals: |
||||
FTE posts available |
3,429 | |||
Workforce budget available (£'000) |
105,625 | |||
Appendix 10
Adult Services
Provisional budget 2010/11 and 2011/12
The following table shows the progression from the 2009/10 proposed budget at outturn prices to the provisional budget for 2010/11 and 2011/12 at outturn prices.
As estimated last year |
Now proposed | ||||
£'000 |
£'000 | ||||
Proposed budget 2009/10 at outturn prices |
294,935 |
305,537 | |||
- |
Base budget variations: |
||||
Corporate travel strategy |
20 |
20 | |||
Exclusion of non-recurring 2009/10 expenditure: |
|||||
- |
2008/09 planned underspend - main service |
- |
(3,900) | ||
2008/09 planned underspend - supporting people carried forward |
- |
2,200 | |||
Pay and Benefits |
- |
646 | |||
Specific grants |
(175) |
1,901 | |||
Area Based Grant |
- |
(807) | |||
Growth and redeployment proposals: |
|||||
Redistribution from other services |
7,000 |
7,000 | |||
Allocation for future inflation |
6,305 |
6,305 | |||
Provisional budget 2010/11 at outturn prices |
308,085 |
318,902 | |||
- |
Base budget variations: |
||||
- |
Exclusion of non-recurring 2010/11 expenditure |
||||
2008/09 planned underspend - supporting people carried forward |
(2,200) | ||||
2008/09 planned underspend - supporting people carried forward |
1,700 | ||||
Specific grants |
(7,872) | ||||
Area Based grants |
- | ||||
Growth and redeployment proposals |
|||||
Redistribution from other services |
2,600 | ||||
Allocation for future inflation |
6,123 | ||||
Provisional budget 2011/12 at outturn prices |
319,253 | ||||
Annex 1 to Appendix 10
Adult Services
Provisional Budget 2010/11 and 2011/12
Analysis of Variations
|
Proposed Budget 2009/10 |
Base Budget Variations |
Growth and redeployment |
Inflation allocation to 2010/11 outturn |
|
Provisional Budget 2010/11 |
Base Budget Variations |
Growth and redeployment |
Inflation allocation to 2011/12 outturn |
|
Provisional Budget 2011/12 |
|
£'000 |
£'000 |
£'000 |
£'000 |
% |
£'000 |
£'000 |
£'000 |
£'000 |
% |
£'000 |
Cash limited expenditure |
|
|
|
|
|
|
|
|
|
|
|
Service Strategy and Regulation |
689 |
|
|
19 |
2.8 |
708 |
|
|
18 |
2.5 |
726 |
Unallocated |
1,892 |
(1,163) |
7,000 |
0 |
0.0 |
7,729 |
(7,872) |
2,600 |
0 |
0.0 |
2,457 |
Unapportionable Overheads |
356 |
|
|
9 |
2.5 |
365 |
|
|
9 |
2.5 |
374 |
Older Persons |
151,419 |
20 |
|
3,463 |
2.3 |
154,902 |
|
|
3,362 |
2.2 |
158,264 |
Adults under 65 with Physical or Sensory Impairment |
29,781 |
|
|
741 |
2.5 |
30,522 |
|
|
720 |
2.4 |
31,242 |
Adults under 65 Years with Learning Disabilities |
70,762 |
|
|
1,604 |
2.3 |
72,366 |
|
|
1,558 |
2.2 |
73,924 |
Adults under 65 Years with Mental Health |
15,115 |
|
|
394 |
2.6 |
15,509 |
|
|
383 |
2.5 |
15,892 |
Other Adult Services |
3,236 |
|
|
61 |
1.9 |
3,297 |
|
|
59 |
1.8 |
3,356 |
Supported Employment |
559 |
|
|
14 |
2.5 |
573 |
|
|
14 |
2.4 |
587 |
Supporting People |
31,728 |
1,203 |
|
0 |
0.0 |
32,931 |
(500) |
|
0 |
0.0 |
32,431 |
Total net expenditure |
305,537 |
60 |
7,000 |
6,305 |
2.0 |
318,902 |
(8,372) |
2,600 |
6,123 |
2.0 |
319,253 |
|
|
|
|
|
|
|
|
|
|
|
|
Expenditure outside cash limit |
|
|
|
|
|
|
|
|
|
|
|
Capital Charges |
|
|
|
|
|
|
|
|
|
|
|
FRS17 Pension Adjustment |
(3,454) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Annex 1 to Appendix 10 (continued) |
Proposed Budget 2009/10 |
Base Budget Variations |
Growth and redeployment |
Inflation allocation to 2010/11 outturn |
|
Provisional Budget 2010/11 |
Base Budget Variations |
Growth and redeployment |
Inflation allocation to 2011/12 outturn |
|
Provisional Budget 2011/12 |
|
£'000 |
£'000 |
£'000 |
£'000 |
% |
£'000 |
£'000 |
£'000 |
£'000 |
% |
£'000 |
|
|
|
|
|
|
|
|
|
|
|
|
Specific Grants |
|
|
|
|
|
|
|
|
|
|
|
Homeworkers |
2 |
|
|
|
|
2 |
|
|
|
|
2 |
AIDS Support |
133 |
|
|
|
|
133 |
|
|
|
|
133 |
Social Care Reform |
3,618 |
872 |
|
|
|
4,490 |
(4,490) |
|
|
|
0 |
Invest to Save Budget |
240 |
(240) |
|
|
|
0 |
|
|
|
|
0 |
Learning Disabilities Campus Programme |
1,967 |
1,269 |
|
|
|
3,236 |
(3,236) |
|
|
|
0 |
Stroke Carers Grant |
146 |
|
|
|
|
146 |
(146) |
|
|
|
0 |
sub-total Specific Grants |
6,106 |
1,901 |
0 |
0 |
0 |
8,007 |
(7,872) |
0 |
0 |
0 |
135 |
Area Based Grants |
|
|
|
|
|
0 |
|
|
|
|
0 |
Mental Health |
2,341 |
110 |
|
|
|
2,451 |
|
|
|
|
2,451 |
Young People's Substance Misuse |
210 |
|
|
|
|
210 |
|
|
|
|
210 |
Drugs and Alcohol |
103 |
|
|
|
|
103 |
|
|
|
|
103 |
Adult Social Care Workforce |
1,966 |
88 |
|
|
|
2,054 |
|
|
|
|
2,054 |
Carers |
3,528 |
253 |
|
|
|
3,781 |
|
|
|
|
3,781 |
Supporting People |
31,728 |
(997) |
|
|
|
30,731 |
|
|
|
|
30,731 |
Preserved Rights |
5,494 |
(239) |
|
|
|
5,255 |
|
|
|
|
5,255 |
Mental Capacity Grant |
549 |
(19) |
|
|
|
530 |
|
|
|
|
530 |
Learning Disabilities Development Fund |
698 |
(3) |
|
|
|
695 |
|
|
|
|
695 |
sub-total Area Based grants |
46,617 |
(807) |
0 |
0 |
0 |
45,810 |
0 |
0 |
0 |
0 |
45,810 |
Total Grants |
52,723 |
1,094 |
0 |
0 |
0 |
53,817 |
(7,872) |
0 |
0 |
0 |
45,945 |
|
|
|
|
|
|
|
|
|
|
|
|
Total Net Expenditure |
249,360 |
(1,034) |
7,000 |
6,305 |
|
265,085 |
(500) |
2,600 |
6,123 |
|
273,308 |
Adult Services
Government Grants 2009/10 Appendix 11
2009/10 GOVERNMENT GRANTS |
Original 2008/09 £'000 |
Carried forward from 2007/08 £'000 |
Additions during 2008/09 £'000 |
Revised 2008/09 £'000 |
2009/10 | |
Variations to Original 2008/09 grants £'000 |
Original £'000 | |||||
Specific Grants |
|
| ||||
HIV/Aids Support |
133 |
- |
***57 |
190 |
- |
133 |
Homeworkers |
2 |
- |
- |
2 |
- |
2 |
Social Care Reform |
1,537 |
- |
- |
1,537 |
2,081 |
3,618 |
Invest to save - innovations |
240 |
- |
- |
240 |
- |
240 |
Invest to save - transition *** |
- |
- |
139 |
139 |
- |
0 |
Learning Disabilities Campus Closure** |
- |
- |
888 |
888 |
1,967 |
1,967 |
Stroke Carers Grant ** |
- |
- |
145 |
145 |
146 |
146 |
sub-total Specific Grants |
1,912 |
- |
1,229 |
3,141 |
4,194 |
6,106 |
Area Based Grants |
|
|
|
| ||
Mental Health Grant |
2,230 |
45 |
|
2,275 |
111 |
2,341 |
CDRP allocation - Drug Intervention Project *** |
- |
- |
80 |
80 |
- |
0 |
CDRP-Alcohol Co-ordinator Post *** |
- |
- |
43 |
43 |
- |
0 |
LPSA Funding - LAA Innovations Flagship *** |
- |
- |
115 |
115 |
- |
0 |
Young People's Substance Misuse ** |
- |
- |
210 |
210 |
210 |
210 |
Drug Action Team |
103 |
- |
103 |
|
103 | |
Adult Social Care Workforce (was NTS/HR) |
1,879 |
246 |
- |
2,125 |
87 |
1,966 |
Carers Grant |
3,278 |
298 |
- |
3,576 |
250 |
3,528 |
Supporting People Admin |
780 |
11 |
- |
791 |
(62) |
718 |
Supporting People Care Grant * |
31,010 |
2,673 |
- |
33,683 |
|
31,010 |
Preserved Rights |
5,756 |
- |
- |
5,756 |
(262) |
5,494 |
IMCA & IMCAS Mental Capacity Grant |
433 |
- |
- |
433 |
116 |
549 |
Learning Disability Development Fund |
699 |
- |
- |
699 |
(1) |
698 |
sub-total Area Based Grants |
46,168 |
3,273 |
448 |
49,889 |
449 |
46,617 |
Revenue Support Grant |
|
|
|
|
|
|
Delayed discharges |
- |
500 |
- |
500 |
- |
0 |
sub-total Revenue Support Grant |
- |
500 |
- |
500 |
- |
0 |
Total Grants |
48,080 |
3,773 |
1,677 |
53,530 |
4,643 |
52,723 |
*was specific grant in 2008/09 |
||||||
** new grant announced in 2008/09 |
||||||
*** one-off grant for 2008/09 |
||||||