Archived decisions
HAMPSHIRE COUNTY COUNCIL
Report for Information
Title: |
Revenue Budget 2010/11, 2011/12 and 2012/13 | ||||
Presented To: |
Safe & Healthy People Select Committee | ||||
Report From: |
The County Treasurer and Director of Adult Services | ||||
Date : |
19 January 2010 | ||||
Contact name: |
Erica Meadus and Gill Duncan | ||||
Tel: |
01962 846195 |
Email: |
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Tel: |
01962 847200 |
Email: |
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1. Contents
1.1. The structure of this report is as follows:
· Executive Summary (paragraphs 2.1 to 2.4)
· Hampshire County Council contextual information (paragraphs 3.1 to 3.4)
· 2009/10 revised budget and current position (paragraphs 4.1 to 4.6)
· Base Budget 2010/11 (paragraphs 5.1 to 5.3)
· The three year context: Growth Proposals, Cost Pressures, Redeployment Proposals and Efficiency Improvements for 2010/11, 2011/12 and 2012/13 (paragraphs 6.1 to 6.12)
· Comments of the Director of Adult Services
· Background and achievements (paragraphs 7.1 to 7.3)
· Financial Implications (paragraphs 7.4 to 7.9)
· Performance (paragraphs 7.10 to 7.11)
· Conclusion of the Director of Adult Services (paragraphs 7.12 to 7.13)
· Details of the 2010/11Pressures (paragraphs 8.1 to 8.6)
· Details of the 2010/11 Efficiencies (paragraphs 9.1 to 9.13)
· Grants Position (paragraphs 10.1 to 10.11)
· Review of Charges (paragraphs 11.1 to 11.3)
· Other expenditure (paragraph 12.1)
· Workforce Implications (paragraphs 13.1 to 13.3)
· Future years 2011/12 and beyond (paragraphs 14.1 to 14.7)
· Risks (paragraphs 15.1 to 15.31)
· Recommendations (paragraphs 16.1 to 16.12)
2. Executive Summary
2.1. This report will seek approval for submission to the Leader and Cabinet the revised budget for 2009/10, detailed proposals for the 2010/11 budget and provisional budgets for 2011/12 and 2012/13. The report has been prepared in consultation with the Executive Member and will be reviewed by the Safe and Healthy People Select Committee on 19 January 2010. It will be reported to the Leader and Cabinet on 5 February 2010 to make final recommendations to County Council on 18 February 2010.
2.2. Consideration is given to the revisions to the 2009/10 budget. In respect of the 2010/11 budget the report includes detailed proposals for:
· growth (section 6)
· redeployment of resources (section 6)
· efficiency improvements (section 6)
· the annual review of income and charges (section 11)
· the workforce implications of the proposed budget (section 13)
2.3. The report identifies any financial or performance risks (section 15) that may impact on Adult Services and also highlights grant changes (section 10) over the 2010/11 and future years. The budget proposals contained in this report are derived from the departmental service plan which have been developed to support the priorities of the Corporate Strategy.
2.4. The Prime Minister's recent announcement that the Government would provide "free personal care" in people's own homes from October 2010 could impact on budget plans for 2010/11 onwards, if the white paper passes through the parliamentary process. At this stage these plans are not incorporated in the budget for 2010/11 or future years. An early view on the potential implications for the County Council on budgets and operationally will be brought to the Cabinet in January for it to determine, at its February budget meeting, appropriate central contingency arrangements to meet additional costs should the proposed legislation be enacted.
3. Hampshire County Council contextual information
3.1. The Cabinet agreed a three year budget plan for 2009/10 to 2011/12 in February 2009. The key features of the plan were:
· an allowance for increased demand for social care services and for the projected higher costs of the waste management contract, but otherwise no provision for growth in service budgets
· all service budgets were uplifted based on the assumption that increases in pay will be contained within an average increase of 1.5% per annum for 2009/10 and 2010/11 and 2% for 2011/12 and increases in other prices will be contained within an average increase of 2.25% for 2009/10 and 2010/11 and 2.5% for 2011/12
· income is to be maximised by reviewing charges in line with the average inflation on the related gross expenditure
· 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 (4% from 2010/11).
3.2. It had been anticipated that a Comprehensive Spending Review (CSR) would take place in the summer of 2009, and would have provided a firmer basis for financial planning in 2011/12 and beyond. The spending review has been deferred, in the meantime an updated strategy was taken to Cabinet in October 2009, which set the growth and efficiency targets for the following three years. The provisional cash limits for 2010/11 and 2011/12 remain unchanged. Cabinet also agreed provisional guidelines for 2012/13, based on assumptions similar to 2011/12. In order to reduce the proposed council tax rise to 1.9%, assuming a 2% cash reduction in Government grant, Cabinet set a target for corporate recurring efficiency savings of £15 million from 2011/12 and a further £15 million recurring savings from 2012/13.
3.3. The Department is contributing to the Corporate efficiency programme however the County Council's strategic approach to its efficiency programme may restrict the Department's ability to redeploy efficiencies to meet budget pressures, but by bringing the efficiencies in centrally the Council will have the opportunity of managing the impact of deteriorating public finances whilst protecting front line services.
3.4. The medium term financial strategy is closely linked to the Corporate Strategy and the Corporate Improvement Plan to ensure that priorities are affordable, provide value for money and that resources follow priorities.
4. 2009/10 revised budget and current position
4.1. The cash limit for the revised budget is £302.9m. The calculation is shown in Appendix 1.
4.2. Since an initial potential pressure of £2.1m was identified at the end of July, the Department has implemented financial focus and a management action plan to reduce the pressure exerted on the budget. At the end of October there has been a reduction of £800,000 on the underlying pressure to £1.3m.
4.3. The Department still holds a contingency from which £750,000 has been allocated for the Winter plan. It is anticipated that the remaining contingency (£2.9m) will hold enough flexibility to cover any existing and further pressures. Historically pressure has reduced over the latter part of the year and when this is combined with the management action it is reasonable to expect to achieve a planned underspend of at least £1.0m to be carried forward to 2010/11. Should any unused contingency be available at the year end, the Department would like to request to carry this forward to support the pressures and risks in 2011/12 without reducing services. The achievement of £1m underspend is assumed in the 2010/11 budget.
4.4. A summary comparing the revised budget with the cash limit is set out in Appendix 2. This shows that the budget overall is in line with the cash limit.
4.5. The external pressures outlined in the Executive Member report1 relating to demography and complexity, ordinary residence and continuing health care still exist. Demographic pressures continue to build with an increase of 991 (5.8%) client care packages above the current year's budgeted activity, raising concerns regarding the full year impact on 2010/11 and beyond.
4.6. The original strategy for the 2008/09 carry forward underspending of £3.9m for Supporting People has been reviewed and the County Core Group for Supporting People have revised the timings of the cash flows. Consequently, of the £3.9m carried forward, £0.8m will be released in 2009/10 with the balance of £3.1m released in 2010/11. Though the profile has changed it is still expected that a balanced budget will be achieved at the end of 2011/12.
5. Base budget 2010/11:
5.1. A base budget for 2010/11 has been prepared which contains the current financial policies of the Council, to provide a starting point from which financial and service decisions can be made. The base budget for the service is £309.0m at outturn prices.
5.2. Appendix 3 shows the make up of the base budget.
5.3. Overall, the base budget includes a net increase in expenditure at constant prices of £2.0m. The main variations are:
· Increase of £4.994m for future inflation. Includes £1.863m for pay awards of 1.5% and increase in employers' pension contribution. Includes £3.131m for non pay at 2.25%. .
· exclusion of a one-off £3.9m included in the 2009/10 budget which was financed by the carry forward of planned underspendings from 2008/09 to support 2009/10 growth
· inclusion of £1.0m planned underspending from 2009/10 to offset budget pressures in 2010/11
· inclusion of £0.646m for costs of pay and benefits
· increase of £0.004m for the revenue effect of past capital programmes
· reallocation of £0.535m staffing budgets to reflect the combined OPPD teams within Older People and Physical Disabilities (OPPD)
· transfer of £0.270m from Older People to Learning Disabilities budgets for client who are care managed by Learning Disabilities but who are over 65 years old
· reallocation of £2.3m income budgets to reflect more accurately income being received as a proportion of expenditure within OPPD
· increase of £1.316m for specific and area based grants (Appendix 3 shows the impact of this increase on the cash limit and Appendix 11 shows the details for grant allocation for Adult Services)
6. The three year context: Growth Proposals, Cost Pressures, Redeployment Proposals and Efficiency Improvements for 2010/11, 2011/12 and 2012/13:
6.1. 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, but not of the free personal care at home proposals being put forward by the Government. That is the subject of a separate report to the Cabinet.
6.2. The transformation of adult social care in Hampshire will continue over the next three years, including the roll out Self Directed Support (SDS) to meet the demands of personalisation and provide a modern service. Progress will be measured against the Government's performance framework.
6.3. The corporately agreed priorities for the three year plan provide £7.0m (2.3%) additional funding for next year, £2.6m (0.8%) for 2011/12 and £2.7m (0.8%) for 2012/13. This funding is essential in helping to sustain demographic growth and support the delivery of the Hampshire Model. When combined with the redeployment of 4% efficiencies this provides the department with potential funding for additional pressures of £22.9m in 2010/11. Clearly that, together with Government grant to assist with transitional costs for personalisation (£4.5m), is very welcome assistance. 2010/11 is the last year for Social Care Reform Grant (SCRG).
6.4. Nonetheless, the pressures are such that it is also essential to identify significant efficiency savings in order to allow for redeployment of resources to meet the new demands. Accordingly, the main body of this report sets out the growth available, the unavoidable pressures identified and the redeployments proposed.
6.5. The Department faces acute pressures due to;
· demographic factors
· the change costs associated with the Department's transformation programme - Hampshire model
· and external factors such as the Health economy and the risks caused by ordinary residence cases.
6.6. In addition, of the one-off £3.9m carried forward from 2008/09, £3.5m was used to support 2009/10 pressures for on-going expenditure and will not be available for the 2010/11 budget. A planned carry forward of £1.0m from 2009/10 will help the Department to meet additional pressures. This is after taking account of those efficiency measures which the Department believes can be delivered without adverse longer term consequences and without duplicating the actions likely to be used to generate corporate efficiencies. The current economic and political climate is creating uncertainty regarding government spending plans beyond 2010/11. Whilst the full impact is unclear, the tightening of local government spending is inevitable. The current process of agreeing growth bids will be unsustainable in the future, and re-examination of processes as well as the review of use of resources2 will be required to ensure the service lives within its resources.
6.7. The potential impact of the national political policies, such as the Green Paper3 is unknown and create further uncertainty for the funding of social care.
6.8. A report will be brought to Cabinet on 25 January setting out the service and financial implications of the Personal Care at Home Bill. It is difficult to estimate the exact cost however the initial estimates indicate that the County Council would need to find between net £1.6m and £7m4 to fund the part year effect within 2010/11. Full year costs could increase to between net £3.2m and £14m5. A summary of the above calculations is shown in the table below.
|
2010/11 (part year effect) |
2011/12 (some costs not yet fully realised) |
|
£m |
£m |
Minimum Cost |
|
|
Total spend |
6.8 |
13.5 |
Less grant |
5.2 |
10.3 |
Total to be funded locally |
1.6 |
3.2 |
|
|
|
Maximum Cost |
|
|
Total spend |
11.7 |
23.4 |
Less grant |
4.7 |
9.4 |
Total to be funded locally |
7.0 |
14.0 |
These efficiencies would require additional analysis, but are not included within the budget at this stage. The proposed funding by the Government only intends to partly reimburse local government for the cost of the new burden.
6.9. The key budget pressures included in 2010/11 are around Demography and Complexity (£12.8m) and the Hampshire Model (£4.6m). As mentioned in paragraph 4.3 above the Department is planning to carry forward £1m underspend and any unallocated contingency in full. This £1m will support the pressures and risks in 2010/11. It is intended that any unallocated contingency will be carried forward to 2011/12. Table below summarises the current position regarding the three year plan.
Table : Adult Services, Summary three year plan | |||
Category |
2010/11 |
2011/12 Incremental |
2012/13 Incremental |
£,000 |
£,000 |
£,000 | |
Total pressures |
22,906 |
13,073 |
7,965 |
Efficiencies |
(14,766) |
(1,893) |
(564) |
Scope for increased income |
(140) |
0 |
0 |
Total Cashable Efficiency Savings and Increased Income |
(14,906) |
(1,893) |
(564) |
Efficiency savings to be identified |
0 |
(9,540) |
(4,704) |
Total Redeployment Proposals |
(14,906) |
(11,433) |
(5,268) |
Net Growth Pressures |
8,000 |
1,640 |
2,697 |
2009/10 Planned carry forward |
(1,000) |
1,000 |
0 |
Net Growth |
7,000 |
2,640 |
2,697 |
Guideline additional funding |
7,000 |
2,640 |
2,697 |
6.10. Section 8 provides a detailed breakdown of the pressures. A breakdown of the table above can be found in Appendix 4.
6.11. The table above shows assumed efficiencies totalling £14.9m for 2010/11, which is £2m over the 4% target (£12.673m). Section 9 provides a detailed breakdown of the efficiencies.
6.12. The Department is currently at an early stage of identifying efficiencies and the detail on pressures for 2011/12 and beyond.
7. Comments of the Director of Adult Services
Background and Achievements
7.1. The last twelve months have continued to be both rewarding and challenging for Adult Services.
7.2. The outturn for 2008/09 was balanced with a small unplanned underspend of £0.5m (-0.2%) and the department has maintained its overall performance rating following the inspection undertaken by the Care Quality Commission (CQC).
7.3. The Department is continuing to implement the Hampshire Model with the full roll out of Self Directed Support planned for the next financial year as well as planned developments of other elements of the model (e.g. the modernisation of Learning Disabilities services and the increased use of direct payments for Learning Disability clients).
Financial Implications
7.4. This report covers the revised budget for the current financial year as well as budgets for the following three years. This section gives a short resume of the strategic issues for the financial years 2010/11, 2011/12 and 2012/13 from a service perspective.
7.5. There is pressure on the service in the current financial year 2009/10. Budget monitoring shows a potential pressure of £1.3m mainly due to demographics, ordinary residence and continuing health care. Action is being taken within the department to enable the service to remain within the cash limit including potential use of the unallocated contingency of £2.9m and the Department is planning to carry forward £1m underspend and any unallocated contingency in full. The £1m will support the pressures and risks in 2010/11. It is intended that any unallocated contingency will be carried forward to 2011/12.
7.6. The financial picture for 2010/11 and especially beyond will become more challenging with a new national three year spending programme which is expected to require the identification of significant efficiencies; the continued roll out of the Hampshire Model with the potential for double running costs; the continued demographic pressures (both in terms of numbers and complexity); the end of real terms growth6 in the Health service which could impact on social care (paragraph 15.24); potential internal and external pressures from the economic downturn; and the potential for the significant financial impact of new legislation.
7.7. The budget prepared for 2010/11 and future years include allowance for these pressures excluding the impact of new legislation, as well as efficiencies and planned additional corporate support to fund them. The Department will take the opportunity to make further efficiencies as part of a Business Redesign process within the implementation of the Hampshire Model as well as a review of use of resources exercise early this year. This work will be used to influence budget setting for 2011/12 and beyond.
7.8. The level of potential risks which the Department is facing are highlighted in section 15 of this report. There is a high level of complexity and uncertainty in relation to these risks and their potential financial and service consequences will need to be regularly reappraised. This is particularly relevant to the Green Paper `shaping the future of care together' and the Government's proposals for Free Personal Care at Home; which could lead to fundamental changes to social care.
7.9. The Free Personal Care at Home proposals could come into effect from next October. Although these proposals include potential grant for the County Council it is not anticipated that this will cover the expenditure and loss of income. Current estimates show a shortfall range of between net £1.6m and £7m for 2010/11 and net £3.2m and £14m for 2011/12 as mentioned in paragraph 6.8. In addition local authorities will also be expected to contribute to the grant. Following a national request to give estimated pressures Hampshire have submitted a response of £20m.
Performance
7.10. The Care Quality Commission inspection result was published in December 2009 and the overall rating was good. The budgets prepared for the following three financial years take into account population growth and comparator performance to enable an incremental improvement in our performance.
7.11. The Department will look to continue to improve performance for our service users by both transforming social care as well as safeguarding and providing quality outcomes. Our incremental approach will enable improvements to be sustainable as well as within our available resources.
Conclusion of the Director of Adult Services
7.12. 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 including the need to continue to support the corporate efficiency agenda as well as reinvesting in our service provision whilst continuing to manage our budget.
7.13. The next three financial years will put the service under pressure, with the need to transform our service as well as continuing with our current business so that all of our new and current clients remain safe and secure, whilst the demand for services will increase as a result of demographic pressures.
8. Details of the 2010/11 Budget Pressures
8.1. This section covers pressures included in 2010/11 budget as summarised in table below and detailed in following paragraphs:
|
£m |
Dependency & Demographics |
12,775 |
Commissioning and Procurement |
80 |
Hampshire Model |
4,638 |
Funded from SCRG |
(872) |
Hampshire Model Net Total (after SCRG adjustment) |
3,766 |
Safeguarding Clients |
321 |
Other Operational Pressures Total |
5,964 |
Total Pressures |
22,906 |
8.2. Demographics, Dependency, Transition, Self-Funders and Capital Depleters 7 £12.775m
a) Summary of the increase in client care packages in 2010/11 by client group is shown in the table below:
|
No |
Older People |
245 |
Physical Disabilities |
25 |
Learning Disabilities |
91 |
Mental Health |
0 |
Total Number of Client Activity |
361 |
Detail of the how this is broken out is included in the paragraphs below.
b) In summary, £12.775m has been included in the budget for 2010/11 for demographics, dependency, transition, self-funders and capital depleters with a further £9.922m in 2011/12 and a further £8.344m in 2012/13. The 2010/11 total is broken down as follows:
£m | |
Older people / Physical Disabilities - demographics |
3.855 |
Older people / Physical Disabilities - capital depleters |
2.190 |
Physical Disabilities - transitions |
0.295 |
Learning Disabilities - demographics & dependency |
1.070 |
Learning Disabilities - transition |
3.500 |
Older people - ordinary residence |
0.165 |
Older People / Physical Disabilities - Extra Care |
1.430 |
Other |
0.270 |
Total |
12.775 |
c) The following paragraphs break this down in more detail for 2010/11.
Older People / Physical Disabilities - Demographics £3.855m
d) Using the latest population estimates from the Office of National Statistics (ONS) between 2010 and 2011 the 75 and over population of Hampshire is expected to increase by 2,800 (2.4%) to 117,800 people. This is more than the 1.7% increase expected in England as whole over the same period. At any one time Hampshire currently support 9,100 clients aged 75 and over, presuming client numbers increase in line with demography it could mean an additional 218 people would require services from Adult Services in 2011.
e) Furthermore, the number of 85 and over population is expected to increase by 3.2%, again higher than the 2.6% increase expected across England as a whole.
f) 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 £3.855m in 2010/11 with a further £1.926m and £2.941m in the following two years.
Older People / Physical Disabilities - Capital Depleters £2.190m
g) 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. A budget pressure has been assessed at £2.190m gross (£1.5m net) specifically for the impact of capital depleters, over and above the demographic pressures in paragraph 8.2d.
h) This is based upon a total of 129 capital depleters receiving nursing care at an average net weekly cost of £343, and a total of 139 receiving residential care at an average net weekly cost of £230, becoming the responsibility of the Council over the course of the year. This cost has been reduced to exclude the general demographics impact and the client activity is already included in the overall client care packages analysis. 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.
i) With the current slowdown in the housing market, there may be an increase in capital depleters from 2011/12 onwards. Any further increase has not been included in future year pressures, but this will be assessed as 2010/11 progresses.
Physical Disabilities - Transition £0.295m
j) Transition pressures for 11 known clients transferring from Children's Services to Adults are £0.295m in 2010/11. This will increase to £0.664m in 2011/12 and £0.937m in 2012/13.
Learning Disabilities - Demographics and Dependency £1.070m
k) It is now well-established that people with a learning disability are living longer and that there is an increase in the prevalence of learning disability in different age groups due to improved survival and demographic changes. In 2009/10 the greater pressures came from increased dependency of existing clients as opposed to an increase in the number of clients.
l) Analysis of local trends has led to non-transition pressures of £1.070m being included for 2010/11 for increased demographic and dependency pressure on the Learning Disability services with a further £2.8m in each of the following two years.
Learning Disabilities - Transition £3.500m
m) Transition pressures for the 87 known clients transferring from Children's Services to Adults are £3.500m in 2010/11. The estimates for 2011/12 and 2012/13 pressures are £3.223m and £1.640m net of attrition respectively. A target of £1.5m from transition efficiencies and maximising continuing health care contributions has been set for 2010/11.
Physical Disabilities - Ordinary Residence £0.165m
n) In light of the clarification given by the Secretary of State around ordinary residence the Council has had to pick up the cost of clients who have settled in non-residential settings even though they were originally funded by another local authority.
o) Hampshire is pursuing cases where it has placed clients in homes in other authorities' boundaries. This will help to offset the costs but Hampshire is a net importer of ordinary residence cases.
p) The £0.165m pressure refers to 9 clients based in homes within the south of the County that are in the process of deregistering and will become the responsibility of Hampshire in 2010/11.
Older People / Physical Disabilities - Extra Care £1.430m
q) In September 2007 Cabinet agreed the development of a long term strategic approach to the provision of a new generation of housing support and care for older people. The overall target was to produce four hundred new units in Extra Care housing over a five year period, 2008 - 2013. Two hundred new units were to be provided in four new services, and two hundred new units through joint contracting and enhancing existing services.
r) Commissioning new models of service will require some social care revenue investment in the short term that will result in much better, more popular and cost effective services in the long term. Thus, the funding in 2010/11 (£1.430m) and 2011/12 (additional £1.309m) features pump-priming for all four new build services providing 176 units (located in Gosport, Andover and Fleet). These developments are seen as flagship examples of Extra Care, demonstrating that the County is ambitious in commissioning high quality services for older people. The flagship schemes send a clear message about the County's commissioning intentions, providing a standard of quality for others to replicate.
s) The funding also supports the enhancement of nine existing sheltered housing schemes offering 223 units. By providing night cover in suitable settings people will be able to remain in-situ rather than transfer to residential settings, and equally others will be able to move into enhanced sheltered housing rather than straight into residential care.
t) The efficiencies expected from Extra Care are detailed in paragraph 9.9.
Other Demographic Pressures £0.270m
u) Other demographic pressures amount to £0.270m in 2010/11 and relate to £0.250m for seven unfunded care management posts of which three are new posts and £20,000 for shared lives managers, where vacant administration posts have been re-designated to meet front line demands.
8.3. Commissioning and Procurement £80,000
a) Hampshire has been working closely with the care sector to try to ensure that the rate that we pay for commissioned care properly reflects the costs of providing safe and quality care. In Learning Disabilities this has involved a focus on high cost placements, ensuring that these services are not over-priced because of the limited market for care for those with high needs. Our success in this area has led other authorities to adopt our High Cost Placement model. In older peoples residential and nursing care, we have paid above inflation increases for two years8 to reflect the drive on quality, linked to the development of our Quality Outcome & Contract Framework. This year, however, with relatively lower levels of inflation and the impact of the recession, we will be expecting our providers to accept lower inflation increases. We believe that the ongoing cost pressures in some areas are offset by an easing in the supply of labour. Our provider inflation will therefore be within the standard County Council funding for purchased services.
b) The £80,000 pressure for 2010/11 covers £70,000 for joint working with Health supporting two projects, £20,000 for consultation with stakeholders regarding the Mental Health Joint Strategy and £50,000 to provide additional support workers for Solent Mind Local Implementation Team.
c) This also includes an invest to save project looking at the rationalisation of the meals service of £25,000, offset by a reduction in the one off funding (£15,000) of a block contract review in the 2009/10 base budget.
8.4. Hampshire Model £4.638m
a) The Social Care Reform Grant (SCRG) from Central Government will increase from £3.6m to £4.5m in 2010/11 and will be used to support the implementation of the Hampshire model. 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. The SCRG grant ceases in 2011/12 which will potentially create pressure of £1.347m 9 on the continued funding of projects over the remaining time frame for the Hampshire Model implementation plan, insofar as this extends beyond 2011/12.
b) The implementation of the Hampshire Model will cost a further £4.6m in 2010/11, of which £3.766m will be funded from growth and the remaining £872,000 will be funded from the additional SCRG grant.
c) The Department is focusing on 4 key areas of the Hampshire Model for 2010/11, including:
d) Free crisis care (£745,000): including the rolling out the Time to Think beds county wide and extending the Welcome Home schemes to the North and West of the county to give a countywide service.
e) Market Development (£385,000): will be key to the successful implementation of SDS and the Hampshire Model, work over the coming year will include pump primping prevention development work with the third sector.
f) Learning disability transformation (£1.977m): including work with Hampshire Partnership Foundation Trust to review the supported living services of Adults with learning disabilities across the County (£750,000), double running transition costs with clients moving from day services to direct payments (£600,000), transformation of in-house day and residential service (£262,000) and the strategic review of external residential provision (£305,000).
g) Self Directed Support (£1.340m): The investment facilitates the transformation to the personalisation agenda and the implementation of the Hampshire Model of self directed support across all client groups countywide.
h) 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 recommendations from the Commission of Inquiry into Personalisation.
8.5. Safeguarding £321,000
a) 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. A one-off additional resource has been included in the current year and this will be replaced by permanent funding of £205,000 in 2010/11 to ensure that effective training and development continues to be delivered to staff.
b) £116,000 has been included to cover the registration costs of the Independent Safeguarding Authority's Vetting and Barring Scheme.
8.6. Other Operational Pressures £5.964m
This can be split into two areas; £3.335m to bring the winter pressure contingency to an appropriate level of £1.5m for 2010/11 onwards and other operational pressures (£2.629m) as detailed below:
a) A strategic review of substance misuse services has been undertaken jointly with the Hampshire NHS Trust, driven by a significant reduction in funding from the National Treatment Agency over the next three years. The Drug & Alcohol Action Team (DAAT) is due to lose £578,303 (13%) over 2010/11 and 2011/12 of government funding. In addition there is no inflation applied to the grant. The review has addressed the rationalisation of the commissioning arrangement and provided robust joint commissioning arrangements with NHS Hampshire. The pressure of £320,000 in 2010/11 is a transitional funding to facilitate the commissioning of the new drug and alcohol treatment system following the substance misuse strategic review. This will enable DAAT team to balance its budget in 2011/12 and this will also improve joint working across a number of agencies and provide better outcomes for individuals.
b) £100,000 to support the grants programme to voluntary organisations.
c) £270,000 for older persons day care contract renewals and £1.320m for Supporting People to stabilise the market ahead of the Government confirming future funding levels.
d) This also includes a number of smaller initiatives that total £619,000 which provide for training of front line staff to support them in managing clients with challenging behaviours and a newly qualified social workers development and support framework.
8.7. Contingency
8.8. These figures are based on maintaining the contingency at £1.5m for 2010/11 and for the following years. This will enable the Department to manage any potential winter pressures by funding the winter plan. In 2010/11 it has been agreed to set aside an element of the contingency (£250,000) to fund invest to save projects to promote efficiency within the Department.
9. Details of the 2010/11 Efficiency Savings
9.1. The Government has set an annual efficiency target for local government overall of 3% increasing to 4% from 2010/11, all of which has to be cashable. In addition the Efficiency Panel will agree and bring forward proposals to achieve recurring corporate efficiency savings of £15m from 2011/12. Appendix 5 identifies efficiency improvements totalling £15.4m (4.99%). Of these, £14.9m (4.8%) represent usable budget savings which are incorporated in the redeployment proposals in Appendix 4.
9.2. The Department has identified £14.906m efficiencies for 2010/11 as set out below. In summary:
£m | |
Demographics and dependency |
3.910 |
Commissioning and Procurement |
3.914 |
Hampshire Model |
0.925 |
Efficiencies in other operational activities |
6.017 |
Scope to increase income |
0.140 |
Total |
14.906 |
9.3. Dependency and Demographics £3.910m
9.4. Whilst rising demand increases the pressure on Adult Services budgets, this is alleviated by a number of related efficiencies which total £3.910m for 2010/11.
9.5. These efficiencies relate to promoting independence, reablement and tight gate keeping within the agreed eligibility criteria. The efficiency bids include £1.820m focused on the reduction of costs from transition of younger people to Learning Disability, increased client contributions of £1.630m due to increased demographic growth and £400,000 from joint working with other stakeholders on the mental health transformation project.
9.6. Commissioning and Procurement £3.914m
9.7. With the support of the corporate procurement team, Adult Services has continued to identify opportunities to achieve departmental efficiencies in procurement. These will in some cases help offset the core inflationary pressures. Efficiencies of £3.914m in 2010/11 are to be made from specific contract reviews, efficient procurement and further high cost placement reviews. Any savings from corporate procurement initiatives will be in addition to the £3.914m included in the 2010/11 budget. There is a risk that if some of these savings are not achieved the inflation contingency may not cover any shortfall.
9.8. Hampshire Model £925,000
9.9. Efficiencies of £925,000 are anticipated in 2010/11 from the transformation programme. These include; £125,000 for the use of Extra Care housing within Market Development, £200,000 for efficiencies within Learning Disabilities in conjunction with self directed support (based on findings in the Basingstoke pilot, Learning Disabilities have found that costs can be up to 4% lower than the initial assessment while still meeting client needs) and £600,000 from Learning Disabilities Transformation.
9.10. Other Operational Efficiencies £6.017m
9.11. Older persons and physical disabilities have identified efficiencies to the value of £2.789m, this includes:
· In-house (£1.150m) through maximising the use of in-house beds to provide efficiencies in the purchased budgets (£800,000), improved staff rosters (£250,000) and an agency reduction strategy (£100,000)
· Continuing Health Care (£960,000) mitigating cost pressures
· Community Response Service (£190,000) via the improved use of procurement of supplies and services (£140,000) and reduced travel through the development of hospital discharge teams (£50,000)
· High cost placement (£100,000) through reviewing current provision to maintain cost effective outcomes for individuals
· A number of small initiatives (£389,000): including savings from the catering review (£160,000) a reduction in travel costs through flexible working (£104,000), improved cleaning and recycling of equipment (£95,000) and vacancy management (£30,000).
9.12. Supporting People £1.320m (4%) efficiency target through the renegotiation of contracts.
9.13. There are also a large number of small efficiencies across the Department which total £1.908m. These include targeted vacancy management, reduction of posts within back office services, reduction in travel costs, right sizing of base budgets and recycling of equipment.
10. Grants Position
10.1. 2010/11 Changes
10.2. There is an overall net increase in Specific and Area Based (ABG) grant of £1.3m in 2010/11.
10.3. A number of continuing specific grants are available to Adult Services. These include:
· Social Care Reform grant (£4.5m in 2010/11)
· Learning Disability Campus Closure grant (£3.2m in 2010/11)
· Handy Person grant (£220,000 in 2010/11)
· Stroke Carers grant (£145,000 in 2010/11).
10.4. The preserved rights grant continues to reduce and the 2010/11 reduction has been absorbed by existing client budgets.
10.5. Supporting People (former specific grant £30.1m in 2010/11) will become fully integrated in to the ABG in 2010/11, but freedom to spend will be limited and will require agreement from all stakeholders within its governance arrangements.
10.6. As Supporting People is fully funded from ABG it is particularly vulnerable to potential changes in the grants. If the planning assumption contained in the October 2009 Cabinet report of a 2% reduction in ABG grants is realised for 2011/12 and the following two financial years, Supporting People has undertaken a review of its services with a view to securing a 6% reduction in costs between the period of 2011/12 and 2013/14 . A revised financial strategy incorporating this scenario has been approved by the County Core Group for Supporting People.
10.7. 2011/12 Changes
10.8. There will be an overall net reduction in Specific and Area Based (ABG) grants of £7.9m in 2011/12.
10.9. All the specific grants mentioned in paragraph 10.3 above will cease in 2011/12 creating a £8.1m reduction in grants funding.
10.10. The Area Based grant - Young People Substance Misuse of £364,000 will also cease in 2011/12.
10.11. An inflation increase of £572,000 has been allocated by Treasurers and this is included in the net £7.9m reduction.
11. Review of charges
11.1. There are some mandatory and national charges which the County Council is not able to vary.
11.2. As part of our normal practice an annual review of the Adult Services discretionary charges has been undertaken in line with non pay inflation and adjusted to ensure that they are divisible by either 5 days for day care or 7 days for residential, nursing and domiciliary care charges. A full list of the charges are included in Appendix 6.
11.3. The service's 2010/11 revenue budget includes additional income of £140,000 from fees and charges.
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. Workforce implications
13.1. The budget includes a net reduction of 4 Full Time Equivalent (FTE) in 2010/11 as shown in the table below. It is proposed to increase staff numbers by 13 FTE in 2010/11. This includes 2.50 permanent FTE and 10.50 temporary FTE to support the roll out of SDS and the Hampshire Model which are supported by specific grant funding. Offsetting these increases is a reduction in 17 permanent FTE positions. These relate to efficiencies of 3 FTE supporting central functions and 14 FTE due to improved rosters and staff management within in-house services.
Total |
Temporary |
Permanent |
Funding |
FTE |
FTE |
FTE |
|
Budget growth | |||
3.0 |
- |
3.0 |
Dependency & demographics growth |
Hampshire Model | |||
1.0 |
1.0 |
0.0 |
User Involvement |
1.0 |
1.0 |
0.0 |
LD Transformation |
1.5 |
1.5 |
0.0 |
Universal Offer |
6.0 |
6.0 |
0.0 |
Self Directed Support (SDS) |
0.0 |
1.0 |
(1.0) |
Process and Efficiency |
0.5 |
0.0 |
0.5 |
Other Operational Pressures |
13.0 |
10.5 |
2.5 |
Sub total budget growth |
(17.0) |
0.0 |
(17.0) |
Other Operational Efficiencies |
(4.0) |
10.5 |
(14.5) |
Total Budget Growth |
13.2. The net effects of proposals for growth, savings and redeployment of resources (Appendix 4) on staffing levels are as follows:
2010/11 |
(4.0) FTEs |
2011/12 |
(5.0) FTEs |
2012/13 |
(4.0) FTEs |
13.3. The workforce implications of the proposed budget for 2010/11 are set out in Appendix 9.
14. Future years 2011/12 and beyond
14.1. 2011/12 and subsequent years are going to be more challenging than 2010/11. Demographic pressures will continue to increase, but neither the substantial assistance received in 2008-11 from the transformation and the Learning Disability campus re-provision grants, nor the exceptional level of additional corporate support from which the Department benefits can be expected to continue at such levels. This will cause a budget gap to develop which cannot be addressed by normal means. Whilst more work is required to identify fully the pressures for future year early indications are that the net pressure could amount to at least £9.5m in 2011/12.
14.2. To ensure that Adult Services is able to manage the longer term position, will require:
· The best possible position going into 2011/12, which suggests that short-term measures in order to support the 2010/11 position (such as using up brought forward underspends and reducing contingencies in the Adult Services budget) would not be sustainable in the longer term and should be avoided if possible
· Opportunities to invest up front in ways which will produce benefits in 2011/12 onwards should be investigated. The Extra Care housing programme is the most significant such investment already being made, using the opportunity to work more closely with district councils to deliver efficiencies across the whole system. It is hoped to develop further invest to save measures over the coming year, using an Adult Services invest to save fund as part of this process (£250,000 within the central contingency with an expectation that efficiencies of £300,000 will be achieved).
14.3. Final accounts for 2008/09 showed an underspend of £495,000, it was agreed10 that 50% of this underspend could be carried forward to 2011/12 to offset pressures. Revenue and Capital budget planning will continue to formulate actions to balance the budgets for 2011/12 and beyond via the review of use of resources exercise.
14.4. Provisional budget for 2011/12 and 2012/13
14.5. The provisional budget at outturn prices for 2011/12 and 2012/13 for this service is set out in Appendix 10 and summarised below:
2011/12 |
£312.9m |
2012/13 |
£322.4m |
14.6. The main variations from the 2010/11 proposed budget to 2011/12 are the exclusion of the 2008/09 £3.1m Supporting People planned underspend carry forward, £1m planned underspend carry forward on the main service and the reduction of £7.9m in grants. In addition there is £6.1m for inflation and £2.6m additional resources from redeployment.
14.7. For 2012/13 the main variations are £6.3m inflation and £2.7m additional resources from redeployment.
15. Risks
15.1. 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, these include:
Future external risks
15.2. This section covers those risks, where the detail of the impact on Adult Services is not clear nor under our control.
Green paper - "shaping the future of care together"
15.3. The Green Paper sets out the Government's vision for a new care and support system in recognition of the fact that the system needs to be made fairer, simpler and more affordable for everyone. Feedback in Hampshire confirmed overwhelmingly that local people feel the system is unfair, particularly penalising those people who have managed their money well and saved for the future. The three key areas covered in the consultation are:
· The proposal for a new `National Care Service' with feedback invited about how the service would work
· How to ensure that choice over quality and joined up services are achieved in a new National Care Service, and what the barriers to success might be
· Options for funding the National Care Service and whether funding decisions should be made at national or local level
15.4. The consultation period closed on 13 November 2009 and Hampshire County Council's response was agreed at Cabinet on 26 October. Following the consultation period the Green Paper will need to follow due parliamentary process and it will be some time before the full impact is known.
15.5. What is clear is that funding of adult social care is extremely complex, demographic pressures will continue to increase and much more work is needed by Government to test the financial models put forward in this Green Paper. However, regardless of the resources directed in future towards social care, what is more fundamental is the transformation of services through personalisation. Without this whole systems reform the necessary improvements in outcomes for users and carers will not be possible.
General Election in 2010
15.6. The 2010 election could cause a change to current policy. The messages from the Autumn's party conferences have shown that Social Care and Health are becoming key political themes.
Free Personal Care at Home
15.7. If the Prime Minister's announcement that the government would provide "free personal care" in people's own homes from October 2010 becomes law, this will impact on budget plans for 2010/11 onwards.
15.8. An early view on the potential implications for the County Council on budgets and operationally will be brought to the Cabinet in January for it to determine, at its February budget meeting, appropriate central contingency arrangements to meet additional costs should the proposed legislation be enacted.
Comprehensive Spending Review
15.9. The deferment of the comprehensive spending review adds some uncertainty to financial planning for 2011/12 onwards. The report to Cabinet11 assumes that growth for 2012/13 will remain the same as 2011/12.
Inflation
15.10. On the basis of lower levels of inflation in the current year and the impact of the recession, we will be expecting our providers to accept lower inflation increases. However, if things do not go as expected, there is a risk that that the inflation contingency may not cover any shortfall.
Current external risks
15.11. This section covers external risks which are more predictable so the Department is able to estimate the impact and react accordingly.
Demography and complexity
15.12. This continues to be a high risk. The pressure being felt within the 2009/10 budget due to demographic growth and increasing complexity will continue for future financial years. The budget requires that some of the spend within the Hampshire Model (e.g. the countywide rollout of free crisis care) will offset some of the demographic pressures, and this will need to monitored carefully.
15.13. As the population ages and young people with severe learning disabilities live to adulthood and increasingly into old age the demands on adult social care will continue to increase.
15.14. When combined with the policy for people to remain in their homes longer the costs of increased care packages to maintain independent living increase. Close monitoring of operational budgets continues on a monthly basis, but further work will be required to ensure that support to meet an individuals outcomes is delivered cost effectively via the roll out of SDS and efficient business processes.
Ordinary Residence
15.15. Under current rules, the deregistration of homes from residential care homes normally to supported living non-residential settings, changes the place of ordinary residence for the residents from their home authority to that of the authority where the home is located.
15.16. Hampshire continues to pursue cases where we have placed clients in homes within other authorities boundaries. This will offset some of the costs although Hampshire is a net importer of ordinary residence cases.
15.17. Work has been on-going through 2009/10 to identify the impact and currently all known cases are within the provision made. The longer term impact will be the full year effect of those residents that have now become Hampshire's responsibility and this is covered within the demographic growth bids.
15.18. There is a risk that more homes will deregister within Hampshire and the costs of any residents who have been placed there from other local authorities will fall to Hampshire.
Continuing Health Care
15.19. Work continues to identify those clients who are eligible for continuing health care and whilst cases are being agreed during 2009/10 the rate of agreement is slow. New national guidelines should support the process from October 2009 onwards, but continuing financial pressures on Health may impact on their ability to respond to referrals.
15.20. Close working with Health will continue over the coming year and in the future to ensure that individuals receive their legal entitlement and we keep within our legal powers.
The Recession
15.21. The global recession is not having a negative impact on Adult Services at this stage. There have been positive impacts in that recruitment has been consistent, we have seen reduced costs in capital development and improved delivery times due to the availability of labour and plant.
15.22. The market place has stabilised over the last year with those big providers thought to be at risk now no longer at risk, however there will be a risk for smaller providers. The market place continues to be monitored carefully to ensure that any potential risks are identified early to enable appropriate actions to be taken.
15.23. Whilst the current position is positive there is expected to be a longer term impact as a result of the recession. This is likely to happen at the same time the financial constraints impact on local authorities. We are likely to see an increase in capital depleters as clients' capital bases decrease, and as the labour market improves we are likely to see a reduction in the number of positions that are filled and higher staff turn over. Should inflation start to increase then there will be higher demands from providers for increased costs.
Health
15.24. There are pressures in both Local Government and Health. The Chancellor's Pre Budget Report signalled the end of real terms growth in Health, but also indicated that Health would remain a priority with no real terms reductions either. However this represents a big change in terms of the growth that Health have benefitted from over recent years so may increase pressures on the community health and social care budgets as a consequence. This could impact adversely on adult social care. Close working at a strategic level with NHS Hampshire will continue to ensure that any early indications of any adverse impacts are discussed fully and where possible mutual agreement and understanding reached.
Reducing resources
15.25. This covers three key areas of resource for the Department:
· income
· grant
· additional funding
15.26. Income will be expected to increase in line with increased demography, but the potential for the loss in income due to reduced assets as the recession continues will grow, thus reducing the opportunity to recover part of the cost of care for a greater number of clients.
15.27. The majority of grant income supports one off expenditure, such as pump priming a new service however there is a potential of some slippage for grant related projects as a result of any unexpected delays. Whilst the work continues the funding may cease and the shortfall needs to be covered until the project is fully implemented. Adult Services have been innovative in managing the gap between funding ceasing and projects completing within grant rules. However the restrictions on the use of the Social Care Reform Grant and the Learning Disability Campus Programme may mean that this is more difficult to manage in the future, especially with such a large grant reduction in one year.
15.28. The additional Corporate growth to support the increased demographics has been gratefully received, but as the financial constraints impact on local government and the uncertainty around the spending review, the Department will need to act now to manage the future risks to ensure front line services are maintained within the available resource.
Internal risks
Roll out of Self Directed Support
15.29. Transformation is a big risk to the Department over the coming year as SDS is rolled out across the county. This has been mitigated through the use of a lengthy pilot which has given the Department time to understand the impact and modify training, processes and tools. In addition the controlled phased roll out of SDS across the county will ensure that the Department is able to identify issues early and make adjustments to maintain control. A report was taken to the Executive Member for Adult Social Care in December 2009 which outlined in more detail the SDS risks and roll out plan. All risks are captured within project risk logs and managed as part of the project process, but keys risks identified include:
· Systems risks
· Process risks
· Timing of the roll out
· Ensuring consistency across a large county
· Financial risks.
15.30. Review of Use of Resources Exercise
15.31. The review of use of resources exercise will be used to ensure our resources are used on our priorities and should help provide further efficiencies.
16. Recommendations
To approve for submission to the Leader and Cabinet:
16.1. The revised budget for 2009/10 totalling £302.9m (as set out in appendices 1 and 2)
16.2. A planned underspend of £1.0m be carried forward to fund the shortfall in resources required to meet the growth pressures in 2010/11. It is the intention to maximise this underspend in order to provide flexibility required to manage next year's budget pressures and risks and Cabinet are also requested to allow the full carry forward of any remaining unused contingency at the year end to 2011/12
16.3. The base budget for 2010/11 totalling £309.0m (as set out in Appendix 3)
16.4. The proposals for growth totalling £22.9m (as set out in Appendix 4)
16.5. The proposals for redeployment of resources totalling £14.9m in 2010/11 (as set out in Appendix 4)
16.6. The proposals for efficiency improvements totalling £15.4m (4.99 % of the base budget) in 2010/11 (as set out in Appendix 5)
16.7. The annual review of income and charges (as set out in Appendix 6)
16.8. For Supporting People £3.1m (out of 2008/09 £3.9m carried forward underspend) be re-profiled to 2010/11 with the remaining £820,000 being released in 2009/10 to enable spending and resources to be matched
16.9. The detailed budget for 2010/11 (as set out in Appendices 7 and 8)
16.10. The workforce implications of the proposed budget for 2010/11 (as set out in Appendix 9)
16.11. The provisional budget for 2011/12 of £312.9m and for 2012/13 of £322.4m (as set out in Appendix 10)
16.12. The risks detailed in section 15 are noted.
CORPORATE OR LEGAL INFORMATION:
Links to the Corporate Strategy
Hampshire safer and more secure for all: |
yes |
Corporate Business plan link number (if appropriate): | |
Maximising well-being: |
yes |
Corporate Business plan link number (if appropriate): | |
Enhancing our quality of place: |
no |
Corporate Business plan link number (if appropriate): | |
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 |
IMPACT ASSESSMENTS:
1. Equalities Impact Assessment:
1.1. The Department's budget and performance strategies are developed in accordance with the Council's Equalities Policy and target the most vulnerable in society.
1.2. 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 to 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.
2. Impact on Crime and Disorder:
2.1. The County Council has a legal obligation under Section 17 of the Crime and Disorder Act 1998 to consider the impact of all the decisions it makes on the prevention of crime. The proposals in this report have no proven impact on the prevention of crime.
3. Climate Change:
a) How does what is being proposed impact on our carbon footprint / energy consumption?
All relevant developments within the revenue budget and capital programme are subject to specific, detailed assessments. Energy conservation, and where applicable enhancing biodiversity, are priorities for all major building schemes and the revenue budget includes an allocation to specifically encourage sustainability initiatives.
b) How does what is being proposed consider the need to adapt to climate change, and be resilient to its longer term impacts?
Where appropriate capital schemes are planned with adaptation to climate change in mind, such as the inclusion of passive cooling through building design, rain-water and grey-water harvesting, drought resistant planting etc.
Appendices
Appendix |
Colour | |
1 |
Revised budget 2009/10 - calculation of the cash limit |
Yellow |
2 |
Revised budget 2009/10 - comparison with cash limit |
Yellow |
3 |
Base budget 2010/11 - summary of cash limit |
Pink |
4 |
Proposals for growth and redeployment 2010/11, 2011/12 and 2012/13 |
Yellow |
5 |
Efficiency statement |
Yellow |
6 |
Review of income 2010/11 |
Yellow |
7 |
Revenue budget 2010/11 - analysis of variations by division of service |
Blue |
8 |
Revenue Budget 2010/11 - budget book detail |
Green |
9 |
Workforce levels and costs 2009/10 revised and 2010/11 original |
Blue |
10 |
Provisional budget 2011/12 and 2012/13 |
Pink |
10 - Annex 1 |
Provisional budget 2011/12 and 2012/13 - analysis of variations by division of service |
Blue |
11 |
2010/11 Government Grants |
White |
Appendix 1
(On yellow paper)
Adult Services
Revised budget 2009/10
Calculation of the cash limit for the revised budget 2009/10
The following table shows the progression from the original budget for 2009/10 to the cash limit for the revised budget 2009/10. Both are at estimated outturn prices 2009/10.
£'000 |
£'000 | ||
Original budget 2009/10 at outturn prices |
304,840 | ||
Transfers to other services |
|||
IT SWIFT spilt between Adult services and Children Services |
(88) | ||
IT Services budgets rebasing |
(2,479) | ||
County Treasurer's host department rebasing |
79 | ||
Occupational Therapy budget transfer to Children Services |
(149) | ||
= |
Adjusted original budget |
302,203 | |
Inflation |
|||
Provision added since the original budget for: |
|||
- |
Business Rates |
3 | |
Other variations: |
|||
- |
Planned carry forward of 2008/09 Supporting People underspending |
820 |
|
- |
Salary Sacrifice - Busy Bees Childcare Vouchers |
(25) |
|
- |
Contribution for developing use of CORVU for performance management |
(24) |
|
- |
Expenditure on furniture and equipment on Elizabeth II Court (formerly Ashburton Court) |
119 |
|
- |
Capital House adaptations |
107 |
|
- |
Rural Strategy Resources (for Hants Direct Mobile Plus) |
40 |
|
- |
Facilities Management Rebasing |
(186) |
|
- |
Facilities Management County Treasurer's host department rebasing |
(2) |
|
- |
Reimbursement of Developer Manager Contribution |
14 |
|
- |
Planned carry forward to 2010/11 Revenue |
(1,000) |
|
- |
Additional HIV/Aids Support grant |
103 |
|
- |
Handy Person Grant |
150 |
|
- |
Carry forward of 2008/09 Grants |
342 |
|
- |
Invest to save - Innovations 08/09 carry forward |
90 |
|
- |
Drug Intervention Project Grant |
79 |
|
- |
Alcohol Co-ordinator post |
43 |
|
- |
Domestic Abuse Co-ordinator Post |
32 |
|
|
702 | ||
= |
Cash limit for the revised budget 2009/10 |
|
302,908 |
Appendix 2
(on yellow paper)
Adult Services
Revised budget 2009/10
Summary comparing the revised budget with the cash limit
Cash Limit |
Revised |
Variation | ||
£'000 |
£'000 |
£'000 |
% | |
Cash Limited Expenditure |
||||
Service Strategy and Regulation |
702 |
702 |
- |
- |
Unallocated |
764 |
764 |
- |
- |
Older Persons |
149,109 |
149,109 |
- |
- |
Adults with Physical or Sensory Impairment |
29,664 |
29,664 |
- |
- |
Adults under 65 Years with Learning Disabilities |
70,962 |
70,962 |
- |
- |
Adults under 65 Years with Mental Health |
14,570 |
14,570 |
- |
- |
Other Adult Services |
3,418 |
3,418 |
- |
- |
Supported Employment |
665 |
665 |
- |
- |
Supporting People |
32,698 |
32,698 |
- |
- |
Non-distributed Costs |
356 |
356 |
- |
- |
Total |
302,908 |
302,908 |
- |
- |
Appendix 3
(on pink paper)
Adult Services
Revenue budget 2010/11
Calculation of the base budget 2010/11 - summary of cash limited expenditure
The following table shows the progression from the original budget for 2009/10 which was prepared at outturn prices 2009/10 to the base budget 2010/11 at outturn prices 2010/11.
2010/11 Base Budget |
||||
As estimated last year |
Now proposed |
|||
£'000 |
£'000 |
|||
Original budget 2009/10 at outturn prices |
305,537 |
304,840 |
||
Transfers to other services: |
||||
IT SWIFT spilt between Adult services and Children Services |
(88) |
|||
IT Services budgets rebasing |
(2,479) |
|||
County Treasurer's host department rebasing |
79 |
|||
Occupational Therapy budget transfer to Children Services |
|
(149) |
||
= |
Adjusted original budget 2009/10 |
305,537 |
302,203 |
|
Increases for inflation to reflect November 2009 prices: |
||||
- |
Inflation allocated during 2008/09 from the central inflation contingency: |
|||
- |
Business Rates |
- |
3 |
|
Excess cost of inflation over the inflation allowance: |
- |
|||
- |
Electricity |
- |
(213) |
|
- |
HTM hire charges |
- |
(20) |
|
- |
Staff car allowances |
- |
(40) |
|
- |
Other |
- |
55 |
|
Subtotal inflation increases |
|
(215) |
||
Original budget at November 2009 prices |
305,537 |
301,988 |
||
Other variations |
||||
- |
Reductions to offset excess inflation |
- |
218 |
|
- |
Revenue effect of capital programme |
- |
4 |
|
- |
Contribution for developing use of CORVU for performance management |
- |
(14) |
|
- |
Corporate Travel Coordinator |
20 |
20 |
|
- |
Facilities Management Rebasing |
- |
(211) |
|
2010/11 Base Budget |
||||
As estimated last year |
Now proposed |
|||
- |
Facilities Management County Treasurer's host department rebasing |
- |
(2) |
|
- |
Planned carry forward from 2009/10 Revenue |
- |
1,000 |
|
- |
Invest to save repayment repayments |
- |
(139) |
|
- |
Pay and benefits allocation |
646 |
646 |
|
- |
Planned carry forward from 2008/09 Supporting People underspending |
2,200 |
3,080 |
|
- |
Planned carry forward from 2008/09 Revenue |
(3,900) |
(3,900) |
|
Allowable base budget growth: |
||||
Variations in expenditure funded by government grants: |
||||
- |
Social Care Reform Grant |
872 |
872 |
|
- |
Invest to Save Budget |
(240) |
(240) |
|
- |
Handy Person Grant |
220 |
||
- |
Learning Disabilities Campus Programme Grant |
1,269 |
1,269 |
|
- |
Mental Health Grant |
110 |
110 |
|
- |
Adult Social Care Workforce |
88 |
88 |
|
- |
Carers Grant |
253 |
254 |
|
- |
Supporting People Administration Grant |
(103) |
(103) |
|
- |
Supporting People Care Grant |
(894) |
(894) |
|
- |
Preserved Rights |
(239) |
(239) |
|
- |
Mental Capacity Grant |
(19) |
(19) |
|
- |
Learning Disability Development Fund |
(3) |
(2) |
|
Sub total grants |
1,094 |
1,316 |
||
Subtotal Other Base budget variations |
60 |
2,018 |
||
Allocation for future inflation: |
||||
- |
Provision for all pay awards of 1.5% in 2010/11 |
2,038 |
1,614 |
|
- |
Increase in local government employers' pension contributions |
314 |
249 |
|
- |
Provision for non-pay inflation at 2.25% |
3,953 |
3,131 |
|
Subtotal future inflation to 2010/11 outturn |
6,305 |
4,994 |
||
= |
Base budget 2010/11 at outturn prices |
311,902 |
309,000 |
|
Appendix 4
(on yellow paper)
Adult Services
Proposals for growth and redeployment 2010/11 to 2012/13
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) | ||||||||
2010/11 |
2011/12 |
2012/13 |
2010/11 |
2011/12 |
2012/13 | |||
£'000 |
£'000 |
£'000 |
||||||
Growth proposals and unavoidable service pressures: | ||||||||
Dependency & Demographic |
12,775 |
9,922 |
8,344 |
3.0 |
0.0 |
0.0 | ||
Commissioning and procurement |
80 |
(20) |
0 |
0.0 |
0.0 |
0.0 | ||
Hampshire Model |
||||||||
Free Crisis Care |
745 |
16 |
110 |
|||||
Carers |
40 |
0 |
0 |
0.0 |
(1.0) |
0.0 | ||
Market Development |
385 |
(5) |
(25) |
0.0 |
0.0 |
0.0 | ||
User Involvement |
145 |
0 |
(32) |
0.0 |
0.0 |
0.0 | ||
LD Transformation |
1,977 |
(195) |
0 |
1.0 |
0.0 |
(1.0) | ||
Universal Offer |
345 |
(186) |
(224) |
1.0 |
0.0 |
0.0 | ||
SDS |
1,340 |
(705) |
(80) |
1.5 |
(1.5) |
(1.0) | ||
Process and Efficiency |
(339) |
70 |
(100) |
6.0 |
(2.0) |
(2.0) | ||
SCRG Adjustment |
(872) |
4,490 |
0 |
0.0 |
0.0 |
0.0 | ||
Hampshire Model sub total |
3,766 |
3,485 |
(351) |
9.5 |
(4.5) |
(4.0) | ||
Safeguarding Clients |
321 |
69 |
(8) |
0.0 |
0.0 |
0.0 | ||
Other Operational Pressures |
5,964 |
(383) |
(20) |
0.5 |
0.0 |
0.0 | ||
Total increase * |
22,906 |
13,073 |
7,965 |
13.0 |
(4.5) |
(4.0) | ||
*This plus £0.872m funded by Social Care Reform Grant makes the total increase £23.8m | ||||||||
Staffing (FTEs) | |||||||
2010/11 |
2011/12 |
2012/13 |
2010/11 |
2011/12 |
2012/13 | ||
£'000 |
£'000 |
£'000 |
|||||
Redeployment and savings proposals: | |||||||
Dependency & Demographic |
(3,910) |
(1,354) |
(564) |
0.0 |
0.0 |
0.0 | |
Commissioning and procurement |
(3,914) |
(256) |
0 |
0.0 |
0.0 |
0.0 | |
Hampshire Model |
|||||||
Market Development |
(125) |
||||||
LD Transformation |
(600) |
||||||
SDS |
(200) |
||||||
Hampshire Model sub-total |
(925) |
0 |
0 |
0.0 |
0.0 |
0.0 | |
Other Operational Efficiencies |
(6,017) |
(283) |
0 |
(17.0) |
(0.5) |
0.0 | |
|
|
|
|
|
| ||
Efficiencies subtotal |
(14,766) |
(1,893) |
(564) |
(17.0) |
(0.5) |
0.0 | |
Scope to increase income |
|||||||
Other operational Efficiencies |
(140) |
0 |
0 |
0.0 |
0.0 |
0.0 | |
Sub-total scope to increase income |
(140) |
0 |
0 |
0.0 |
0.0 |
0.0 | |
Total efficiencies |
(14,906) |
(1,893) |
(564) |
(17.0) |
(0.5) |
0.0 | |
Future Efficiencies to be identified |
0 |
(9,540) |
(4,704) |
0.0 |
0.0 |
0.0 | |
Total redeployment proposals |
(14,906) |
(11,433) |
(5,268) |
(17.0) |
(0.5) |
0.0 | |
Net Growth Pressures |
8,000 |
1,640 |
2,697 |
(4.0) |
(5.0) |
(4.0) | |
Planned Underspend Carried Forward from 2009/10 |
(1,000) |
1,000 |
|||||
Net growth |
7,000 |
2,640 |
2,697 |
(4.0) |
(5.0) |
(4.0) | |
Guideline additional funding |
7,000 |
2,640 |
2,697 |
|
|
| |
Appendix 5
(on yellow paper)
Adult Services
Cashable efficiency improvements 2009/10 to 2012/13
2009/10 |
2010/11 |
2011/12 |
2012/13 | ||
£'000 |
£'000 |
£'000 |
£'000 | ||
a) Cashable efficiency improvements producing a budget saving and meeting the Government's definition of efficiency: |
|||||
Dependency & Demographic |
1,707 |
3,910 |
1,354 |
564 | |
Commissioning and procurement |
1,381 |
3,914 |
256 |
0 | |
Transformation Programme |
1,126 |
0 |
0 |
0 | |
Hampshire Model |
|||||
Market Development |
|
125 |
0 |
0 | |
LD Transformation |
|
600 |
0 |
0 | |
SDS |
|
200 |
0 |
0 | |
Hampshire Model sub-total |
925 |
0 |
0 | ||
Other Operational Efficiencies |
4,080 |
6,017 |
283 |
0 | |
Scope for increased income |
7 |
140 |
0 |
0 | |
Scope for reduced services |
6 |
0 |
0 |
0 | |
Total |
8,307 |
14,906 |
1,893 |
564 | |
Future Efficiencies to be identified |
|
0 |
9,540 |
4,704 | |
Total Cashable Efficiencies |
8,307 |
14,906 |
11,433 |
5,268 | |
b) ) Cashable efficiency improvements producing a budget saving but not meeting the Government's definition of efficiency: |
|||||
Scope for increased income |
0 |
0 |
0 |
0 | |
Total |
0 |
0 |
0 |
0 | |
c) Cashable efficiency improvements not producing a budget saving: |
|||||
Other operational pressures |
504 |
523 |
|
| |
Total |
504 |
523 |
0 |
0 | |
Total cashable efficiency improvements |
8,811 |
15,429 |
11,433 |
5,268 | |
% of base budget |
3.31% |
4.99% |
3.69% |
1.65% | |
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 2.25% (2.5% for 2011/12 and 2012/13) 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
Appendix 6
Adult Services - Review of income 2010/11
Current charge |
Total income (Budget 2009/10) |
Date of last review |
Planned date for next review |
Proposed new Amount |
Charge effective date |
Is charge set to recover full cost? |
Is charge subject to an assessment scale determined locally? | |
Mandatory/National Charges |
Yes/No |
Yes/No | ||||||
Full Cost Weekly Charge |
£ |
£'000 |
£ |
|||||
Nursing Care for Older People |
469.00 |
7,287 |
Apr-09 |
Apr-10 |
483.00 |
Apr-10 |
Yes |
No |
Residential Care for Older People |
420.00 |
5,669 |
Apr-09 |
Apr-10 |
427.00 |
Apr-10 |
Yes |
No |
Residential Care for Elderly Mentally Infirm |
469.00 |
In above |
Apr-09 |
Apr-10 |
483.00 |
Apr-10 |
Yes |
No |
Residential Care for people with Physical or Sensory Disability |
938.00 |
120 |
Apr-09 |
Apr-10 |
959.00 |
Apr-10 |
Yes |
No |
Residential Care for Adults with a Learning Disability |
840.00 |
561 |
Apr-09 |
Apr-10 |
861.00 |
Apr-10 |
Yes |
No |
Orchard Close - Standard Week |
707.00 |
23 |
Apr-09 |
Apr-10 |
721.00 |
Apr-10 |
Yes |
No |
Discretionary Charges |
||||||||
Residential Accommodation for Adults |
||||||||
Orchard Close - Client Contribution |
129.15 |
77 |
Apr-09 |
Apr-10 |
133.00 |
Apr-10 |
No |
No |
Day Care Establishments |
||||||||
Day Services for Older People |
170.00 |
170 |
Apr-09 |
Apr-10 |
175.00 |
Apr-10 |
Yes |
No |
Day Services for People with Physical or Sensory Disabilities |
||||||||
Including transport |
320.00 |
121 |
Apr-09 |
Apr-10 |
325.00 |
Apr-10 |
Yes |
No |
Excluding transport |
260.00 |
In above |
Apr-09 |
Apr-10 |
265.00 |
Apr-10 |
Yes |
No |
Day Services for Adults with a Learning Disabilities |
||||||||
Including transport |
195.00 |
2,857 |
Apr-09 |
Apr-10 |
200.00 |
Apr-10 |
Yes |
No |
Excluding transport |
165.00 |
In above |
Apr-09 |
Apr-10 |
170.00 |
Apr-10 |
Yes |
No |
Current charge |
Total income (Budget 2009/10) |
Date of last review |
Planned date for next review |
Proposed new Amount |
Charge effective date |
Is charge set to recover full 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 |
5,289.00 |
In |
Apr-09 |
Apr-10 |
5,408.00 |
Apr-10 |
Yes |
No |
Excluding transport |
4,182.00 |
above |
Apr-09 |
Apr-10 |
4,276.00 |
Apr-10 |
Yes |
No |
Banded Charges - Day Services for Adults with Learning Disabilities |
||||||||
Including transport |
4,869.00 |
In |
Apr-09 |
Apr-10 |
4,979.00 |
Apr-10 |
Yes |
No |
Excluding transport |
3,793.00 |
above |
Apr-09 |
Apr-10 |
3,878.00 |
Apr-10 |
Yes |
No |
Plus banded charge for each hour per week |
682.00 |
Apr-09 |
Apr-10 |
697.00 |
Apr-10 |
Yes |
No | |
Other Charges |
||||||||
Meals for Adults:- |
||||||||
Day Services for Older People & Adults, Meals on Wheels and Luncheon Clubs per meal |
3.10 |
Apr-09 |
Apr-10 |
3.20 |
Apr-10 |
No |
No | |
Hostels for People with a Physical Disability:- |
||||||||
Transport charge per week |
8.50 |
Apr-09 |
Apr-10 |
8.70 |
Apr-10 |
No |
No | |
Hire of Rooms - per hour |
26.20 |
Apr-09 |
Apr-10 |
26.80 |
Apr-10 |
Yes |
No | |
Non Residential Charges (per hour) |
14.40 |
7,202 |
Apr-09 |
Apr-10 |
14.80 |
Apr-10 |
No |
Yes |
Charge to External Organisations (per hour) |
25.60 |
n/a |
Apr-09 |
Apr-10 |
26.00 |
Apr-10 |
Yes |
No |
NB. Total income budget for 2009/10 is built up from receipt from Health, client contributions and income from other local authorities.
Appendix 7
(on blue paper)
Adult Services
Revenue budget 2010/11
Analysis of variations by division of service
|
Adjusted |
Variation in |
Other |
Inflation |
Growth & |
Revenue | ||
|
original |
inflation to |
base budget |
allocation |
Redeploy- |
budget | ||
|
budget 2009/10 |
November 2009 prices |
variations |
to 2010/11 outturn |
ment proposals |
2010/11 | ||
|
£'000 |
£'000 |
% |
£'000 |
£'000 |
% |
£'000 |
£'000 |
Cash limited expenditure |
|
|
|
|
|
|
|
|
Service Strategy and Regulation |
675 |
0 |
0.0 |
49 |
11 |
1.6 |
(32) |
703 |
Unallocated |
1,876 |
0 |
0.0 |
(3,697) |
0 |
0.0 |
3,335 |
1,514 |
Unapportionable Overheads |
356 |
12 |
3.4 |
1 |
5 |
1.4 |
0 |
374 |
Older Persons |
149,579 |
(153) |
(0.1) |
505 |
2,698 |
1.8 |
1,466 |
154,095 |
Adults under 65 with Physical or Sensory Impairment |
29,285 |
(22) |
(0.1) |
821 |
564 |
1.9 |
623 |
31,271 |
Adults under 65 Years with Learning Disabilities |
70,004 |
(45) |
(0.1) |
1,583 |
1,372 |
2.0 |
1,783 |
74,697 |
Adults under 65 Years with Mental Health |
14,833 |
(7) |
0.0 |
69 |
277 |
1.9 |
(548) |
14,624 |
Other Adult Services |
3,310 |
0 |
0.0 |
306 |
60 |
1.8 |
376 |
4,052 |
Supported Employment |
557 |
0 |
0.0 |
78 |
7 |
1.3 |
(2) |
640 |
Supporting People |
31,728 |
0 |
0.0 |
2,303 |
0 |
0.0 |
(1) |
34,030 |
Net Cash limited expenditure |
302,203 |
(215) |
(0.1) |
2,018 |
4,994 |
1.7 |
7,000 |
316,000 |
|
|
|
|
|
|
|
|
|
Expenditure outside cash limit : |
|
|
|
|
|
|
|
|
Capital Charges |
2,075 |
|
|
1,102 |
|
|
3,177 | |
FRS17 pension adjustment |
(3,454) |
|
|
(576) |
|
|
(4,030) | |
|
|
|
|
|
|
| ||
Specific Government Grants |
|
|
|
|
|
| ||
Homeworkers |
2 |
|
|
|
|
2 | ||
AIDS Support |
133 |
|
|
|
|
133 | ||
Social Care Reform |
3,618 |
|
|
872 |
|
|
4,490 | |
Invest to Save Budget |
240 |
|
|
(240) |
|
|
0 | |
Learning Disabilities Campus Programme |
1,967 |
|
|
1,269 |
|
|
3,236 | |
Handy Person |
|
|
|
220 |
|
|
220 | |
Stroke Carers Grant |
145 |
|
|
0 |
|
|
145 | |
sub-total Specific Grants |
6,105 |
|
|
2,121 |
|
|
8,226 | |
|
|
|
|
|
|
| ||
|
Adjusted |
Variation in |
Other |
Inflation |
Growth & |
Revenue | ||
Appendix 7 (continued) |
original |
inflation to |
base budget |
allocation |
Redeploy- |
budget | ||
|
budget 2009/10 |
November 2009 prices |
variations |
to 2010/11 outturn |
ment proposals |
2010/11 | ||
|
|
|
|
|
|
| ||
Area Based Grants |
|
|
|
|
|
| ||
Mental Health |
2,341 |
|
|
110 |
|
|
2,451 | |
Young People's Substance Misuse |
364 |
|
|
|
|
364 | ||
Drugs and Alcohol |
103 |
|
|
|
|
103 | ||
Adult Social Care Workforce |
1,966 |
|
|
88 |
|
|
2,054 | |
Carers |
3,528 |
|
|
254 |
|
|
3,782 | |
Supporting People Administration Grant |
718 |
|
|
(103) |
|
|
615 | |
Supporting People Care Grant * |
31,010 |
|
|
(894) |
|
|
30,116 | |
Preserved Rights |
5,494 |
|
|
(239) |
|
|
5,255 | |
Mental Capacity Grant |
549 |
|
|
(19) |
|
|
530 | |
Learning Disabilities Development Fund |
698 |
|
|
(2) |
|
|
696 | |
sub-total Area Based grants |
46,771 |
|
|
(805) |
|
|
45,966 | |
Total Grants |
52,876 |
|
|
1,316 |
|
|
0 |
54,192 |
|
|
|
|
|
|
| ||
Total net expenditure |
247,948 |
(215) |
|
1,228 |
4,994 |
|
7,000 |
260,955 |
|
|
|
|
|
|
|
|
|
*was specific grant in 2009/10
Appendix 8
(on green paper)
Adult Services
Revenue Budget 2010/11
Reconciliation of the original 2009/10 budget on the following pages with the 2009/10 budget in the published budget book.
|
|
|
£'000 |
|
|
Net expenditure on page B3 of the published budget book |
277,123 |
|
|
Adjustments for items not included in the budget book : |
|
Support Services and Repair & Maintenance of Buildings |
(10,983) |
Charges to Corporate and Democratic Core |
206 |
|
|
Adjustments made to the original budget figures : |
|
IT SWIFT spilt between Adult services and Children Services |
(88) |
IT Services budgets rebasing |
(2,479) |
County Treasurer's host department rebasing |
79 |
Occupational Therapy budget transfer to Children Services |
(149) |
|
|
Total net expenditure for 2009/10 original budget shown overleaf on page B3 |
263,709 |
|
|
Appendix 9
(on blue paper)
Adult Services
Workforce levels and costs
2009/10 |
2010/11 | |||
£'000 |
£'000 | |||
Analysis of workforce cost in base budget : |
||||
Salaries of permanent staff (including employer's national insurance and pension contributions) |
100,457 |
103,451 | ||
Temporary/fixed term/casual staff |
708 |
560 | ||
Agency Staff |
3,562 |
3,615 | ||
Additional Hours |
2,899 |
2,942 | ||
Total workforce costs |
107,626 |
110,568 | ||
Average FTE staff actually in post |
3,479 |
3,471 | ||
Staffing changes in growth, savings and redeployment proposals: |
||||
Variation in staff (FTEs) |
(4) | |||
Variation in budget (£'000) |
(127) | |||
Workforce implications of budget proposals: |
||||
FTE posts available |
3,475 | |||
Workforce budget available (£'000) |
110,695 | |||
Appendix 10
(on pink paper)
Adult Services
Provisional budget 2011/12 and 2012/13
The following table shows the progression from the 2010/11 proposed budget at outturn prices to the provisional budget for 2011/12 and 2012/13 at outturn prices.
As estimated last year |
Now proposed | ||
£'000 |
£'000 | ||
Proposed budget 2010/11 at outturn prices |
318,902 |
316,000 | |
Base budget variations: |
|||
Reinstatement of Invest to save |
139 | ||
Exclusion of non-recurring expenditure: |
|||
- |
Planned carry forward from 2009/10 Revenue |
(1,000) | |
- |
Planned carry forward from 2008/09 Supporting People underspending |
(2,200) |
(3,080) |
- |
Planned carry forward from 2008/09 Supporting People underspending |
1,700 |
|
- |
Specific grants |
(7,872) |
(8,089) |
- |
Area Based Grant |
206 | |
Growth and redeployment proposals: |
|||
Redistribution from other services |
2,600 |
2,640 | |
Allocation for future inflation |
6,123 |
6,063 | |
Provisional budget 2011/12 at outturn prices |
319,253 |
312,879 | |
Base budget variations: |
|||
- |
Specific and Area Based grants |
532 | |
Growth and redeployment proposals |
|||
- |
Redistribution from other services |
2,697 | |
- |
Allocation for future inflation |
|
6,270 |
Provisional budget 2012/13 at outturn prices |
322,378 | ||
Annex 1 to Appendix 10
(on blue paper)
Adult Services
Provisional budget 2011/12 and 2012/13
Analysis of variations by division of service
|
Proposed Budget 2010/11 |
Base Budget Variations |
Growth and redeployment |
Inflation allocation to 2011/12 outturn |
|
Provisional Budget 2011/12 |
Base Budget Variations |
Growth and redeployment |
Inflation allocation to 2012/13 outturn |
|
Provisional Budget 2012/13 | |
|
£'000 |
£'000 |
£'000 |
£'000 |
% |
£'000 |
£'000 |
£'000 |
£'000 |
% |
£'000 | |
Cash limited expenditure |
|
|
|
|
|
|
|
|
|
|
| |
Service Strategy and Regulation |
703 |
|
|
13 |
1.8 |
716 |
|
|
13 |
1.8 |
729 | |
Unallocated |
1,514 |
(8,883) |
2,640 |
0 |
0.0 |
(4,729) |
532 |
2,697 |
0 |
0.0 |
(1,500) | |
Unapportionable Overheads |
374 |
|
|
6 |
1.6 |
380 |
|
|
6 |
1.6 |
386 | |
Older Persons |
154,095 |
|
|
3,276 |
2.1 |
157,371 |
|
|
3,389 |
2.2 |
160,760 | |
Adults under 65 with Physical or Sensory Impairment |
31,271 |
|
|
685 |
2.2 |
31,956 |
|
|
708 |
2.2 |
32,664 | |
Adults under 65 Years with Learning Disabilities |
74,697 |
139 |
|
1,666 |
2.2 |
76,502 |
|
|
1,724 |
2.3 |
78,226 | |
Adults under 65 Years with Mental Health |
14,624 |
|
|
336 |
2.3 |
14,960 |
|
|
347 |
2.3 |
15,307 | |
Other Adult Services |
4,052 |
|
|
73 |
1.8 |
4,125 |
|
|
75 |
1.8 |
4,200 | |
Supported Employment |
640 |
|
|
8 |
1.3 |
648 |
|
|
8 |
1.2 |
656 | |
Supporting People |
34,030 |
(3,080) |
|
0 |
0.0 |
30,950 |
|
|
0 |
0.0 |
30,950 | |
Total net expenditure |
316,000 |
(11,824) |
2,640 |
6,063 |
2.0 |
312,879 |
532 |
2,697 |
6,270 |
2.0 |
322,378 | |
Expenditure outside cash limit |
|
|
|
|
|
|
|
|
|
| ||
Capital Charges |
3,177 |
|
|
|
|
3,177 |
|
|
|
|
3,177 | |
FRS17 Pension Adjustment |
(4,030) |
|
|
|
|
(4,030) |
|
|
|
|
(4,030) | |
|
|
|
|
|
|
|
|
|
|
|
| |
Annex 1 to Appendix 10 (continued) |
Proposed Budget 2010/11 |
Base Budget Variations |
Growth and redeployment |
Inflation allocation to 2011/12 outturn |
|
Provisional Budget 2011/12 |
Base Budget Variations |
Growth and redeployment |
Inflation allocation to 2012/13 outturn |
|
Provisional Budget 2012/13 | |
|
£'000 |
£'000 |
£'000 |
£'000 |
% |
£'000 |
£'000 |
£'000 |
£'000 |
% |
£'000 | |
|
|
|
|
|
|
|
|
|
|
|
| |
Specific Grants |
|
|
|
|
|
|
|
|
|
|
| |
Homeworkers |
2 |
|
|
|
|
2 |
|
|
|
|
2 | |
AIDS Support |
133 |
|
|
|
|
133 |
|
|
|
|
133 | |
Social Care Reform |
4,490 |
(4,490) |
|
|
|
0 |
|
|
|
|
0 | |
Invest to Save Budget |
0 |
|
|
|
|
0 |
|
|
|
|
0 | |
Learning Disabilities Campus Programme |
3,236 |
(3,236) |
|
|
|
0 |
|
|
|
|
0 | |
Handy Person |
220 |
(220) |
|
|
|
0 |
|
|
|
|
0 | |
Stroke Carers Grant |
145 |
(145) |
|
|
|
0 |
|
|
|
|
0 | |
Inflation on Specific grants |
|
2 |
|
|
|
2 |
2 |
|
|
|
4 | |
sub-total Specific Grants |
8,226 |
(8,089) |
0 |
0 |
0 |
137 |
2 |
0 |
0 |
0 |
139 | |
Area Based Grants |
|
|
|
|
|
0 |
|
|
|
|
0 | |
Mental Health |
2,451 |
|
|
|
|
2,451 |
|
|
|
|
2,451 | |
Young People's Substance Misuse |
364 |
(364) |
|
|
|
0 |
|
|
|
|
0 | |
Drugs and Alcohol |
103 |
|
|
|
|
103 |
|
|
|
|
103 | |
Adult Social Care Workforce |
2,054 |
|
|
|
|
2,054 |
|
|
|
|
2,054 | |
Carers |
3,782 |
|
|
|
|
3,782 |
|
|
|
|
3,782 | |
Supporting People Administration Grant |
615 |
|
|
|
|
615 |
|
|
|
|
615 | |
Supporting People Care Grant * |
30,116 |
|
|
|
|
30,116 |
|
|
|
|
30,116 | |
Preserved Rights |
5,255 |
|
|
|
|
5,255 |
|
|
|
|
5,255 | |
Mental Capacity Grant |
530 |
|
|
|
|
530 |
|
|
|
|
530 | |
Learning Disabilities Development Fund |
696 |
|
|
|
|
696 |
|
|
|
|
696 | |
Inflation on Area Based grants |
|
570 |
|
|
|
570 |
530 |
|
|
|
1,100 | |
sub-total Area Based grants |
45,966 |
206 |
0 |
0 |
0 |
46,172 |
530 |
0 |
0 |
0 |
46,702 | |
Total Grants |
54,192 |
(7,883) |
0 |
0 |
0 |
46,309 |
532 |
0 |
0 |
0 |
46,841 | |
Total Net Expenditure |
260,955 |
(3,941) |
2,640 |
6,063 |
|
265,717 |
0 |
2,697 |
6,270 |
|
274,684 | |
*was specific grant in 2009/10
Adult Services Appendix 11
Government Grants 2010/11
Original 2009/10 £'000 |
Carried forward from 2008/09 £'000 |
Additions during 2009/10 £'000 |
Revised 2009/10 £'000 |
2010/11 | ||
Variations to Original 2009/10 grants £'000 |
Original £'000 | |||||
Specific Grants |
|
|
|
| ||
HIV/Aids Support |
133 |
|
103 |
236 |
|
133 |
Homeworkers |
2 |
|
|
2 |
|
2 |
Social Care Reform |
3,618 |
|
|
3,618 |
872 |
4,490 |
Invest to save - innovations |
240 |
|
|
240 |
(240) |
0 |
Learning Disabilities Campus Closure |
1,967 |
222 |
|
2,189 |
1,269 |
3,236 |
Handy Person ** |
|
|
150 |
150 |
220 |
220 |
Stroke Carers Grant |
145 |
120 |
|
265 |
|
145 |
sub-total Specific Grants |
6,105 |
342 |
253 |
6,700 |
2,121 |
8,226 |
Area Based Grants |
|
|
|
| ||
Mental Health Grant |
2,341 |
|
2,341 |
110 |
2,451 | |
CDRP allocation - Drug Intervention Project *** |
0 |
79 |
79 |
|
0 | |
CDRP-Alcohol Co-ordinator Post *** |
0 |
43 |
43 |
|
0 | |
Domestic Abuse Co-ordinator *** |
|
32 |
32 |
|
0 | |
Young People's Substance Misuse |
364 |
|
364 |
|
364 | |
Drug Action Team |
103 |
|
103 |
|
103 | |
Adult Social Care Workforce |
1,966 |
|
1,966 |
88 |
2,054 | |
Carers Grant |
3,528 |
|
3,528 |
254 |
3,782 | |
Supporting People Administration Grant |
718 |
|
718 |
(103) |
615 | |
Supporting People Care Grant * |
31,010 |
|
31,010 |
(894) |
30,116 | |
Preserved Rights |
5,494 |
|
5,494 |
(239) |
5,255 | |
IMCA & IMCAS Mental Capacity Grant |
549 |
|
549 |
(19) |
530 | |
Learning Disability Development Fund |
698 |
|
698 |
(2) |
696 | |
sub-total Area Based Grants |
46,771 |
0 |
154 |
46,925 |
(805) |
45,966 |
|
|
|
|
|
|
|
Total Grants |
52,876 |
342 |
407 |
53,625 |
1,316 |
54,192 |
*was specific grant in 2009/10 |
||||||
** new grant announced in 2009/10 |
||||||
*** one-off grant for 2009/10 |
||||||