NORTH LANARKSHIRE COUNCIL
REPORT
To:
POLICY AND RESOURCES COMMITTEE
From: CHIEF EXECUTIVE
Subject:
DRAFT SAVINGS OPTIONS
2016/17 TO 2017/18 AND
COMMUNICATION /
CONSULTATION PROPOSALS
Date:
20 October 2015
1
Introduction
1.1
The purpose of this report is to present the Policy and Resources Committee with the draft package of
savings options which have been prepared to address the identified budget requirements for the period
2016/17 to 2017/18 and to request the Committee to agree a series of early decisions and actions
which will enable the further progression and communication of the draft savings options.
2
Background
2.1
At its previous meeting of 4 June 2015, the Committee considered a report which provided a progress
update on the Service and People First Transformation Programme and set out an estimated saving
requirement of £80m over the next 2 financial years. The Committee endorsed the recommended
arrangements and timescale to prepare a package of saving options to meet this level which would then
be the subject of consultation.
2.2
In line with the approach recommended in my previous report the Executive Director of Finance and
Customer Services has reviewed the financial projections for the period under consideration and it is
now estimated that savings of £75.55m could be required over the next 2 financial years. This is
explained more fully in the financial outlook report by the Executive Director which was submitted to the
Policy & Resources Committee in September.
2.3
The level of savings currently estimated up to and including financial year 2017/18 should be seen in
the context of the financial challenges which will continue across the public sector at least until 2019/20.
Accordingly action has been taken to not only maximise the level of savings which can be secured
through the transformation programme and other measures over the next two financial years but also to
build up momentum which will deliver further savings in the years beyond.
2.4
Meantime it would still be appropriate to finalise a savings plan which should aim to cover the estimated
savings requirement of £75.55m for the next 2 financial years. This savings requirement includes a
10% flexibility allowance of £7.272m thereby reducing the actual value of savings to be delivered to
£68.278m. This would be on the basis that having determined the savings package the aim would be
to implement this as quickly as possible to maximise in-year savings and assist in managing ongoing
pressures; an approach which has served the Council well to date and would see implementation of the
next savings package commencing as early as possible in 2016.
2.5
All of the factors which impact on the overall savings requirement will however continue to be kept
under review and updated as time progresses and certainly before final decisions are made on the
initial savings package for 2016/17 and 2017/2018.
3.
Draft Savings Options Package
3.1
In finalising the package of saving options for consultation, services were set a target equivalent to an
average of approximately 15% of a budget reduction over the 2 year period. This was in addition to
Council wide savings which could be delivered through the Service and People First Transformation
Programme. The options developed have been the subject of a robust four stage challenge process
involving:(1)
(2)
Ref: GW/KH
Chief Officers within each Service,
Chief Officers from other Services;
(3)
(4)
3.2
the Corporate Management Team.
Followed by discussion with the Budget Core Group
The purpose of this challenge process has been to develop a savings plan which aims to:(a)
(b)
(c)
(d)
(e)
(f)
adopt a fair and equitable approach that minimises disadvantage to service users;
maintain priority services at safe levels, focusing resources on preventative action: tackling
inequalities and delivering on our single outcome agreement;
continue to meet our statutory responsibilities;
develop a sustainable, skilled and motivated workforce;
minimise property costs and other overhead costs; and
continue to deliver high quality services in those areas deemed as a priority by the Council.
3.3
As a consequence of this process a number of options have been excluded from consultation
to the value of approximately £8m which can be addressed through the removal of the budget
flexibility allowance of £7.272m.
3.4
The package of savings options has also been supported by a detailed analysis to assess each option
against the above aims, the objectives of Service and People First and the priorities identified from last
year’s ‘One Vision’ consultation exercise. The outcomes from this exercise along with comprehensive
details pertaining to each option have been deposited in the Members Library.
3.5
To date a draft package of savings options totalling £72.408m has been identified as summarised as
follows:
Service
Chief Executive
Corporate Services
2016/17
2017/18
Total
£000
£000
£000
77
206
283
1,356
565
1,921
Finance & Customer Services
3,022
486
3,508
Learning and Leisure Services
12,331
9,409
21,740
Housing & Social Work Services
10,729
10,890
21,619
Regeneration & Environmental Services
2,695
5,810
8,505
Sub-Total
30,210
27,366
57,576
Management Review
500
500
1000
Money Advice Services
250
532
782
Asset Management
835
1,959
2,794
HR/Payroll
432
684
1,116
Absence Management
675
370
1,045
Procurement
800
800
1,600
Treasury Management
2,000
2,000
4,000
Income Generation
1,079
1,416
2,495
Sub Total
6,571
8,261
14,832
TOTAL
36,781
35,627
Corporate Savings-Including Transformation Programme
72,408
Table 1
3.6
Analysis of the above package of savings has identified a number of options which could be assessed
as cost reductions where there is minimal or no impact on services, staffing or existing policies. On this
basis it is recommended that the savings options listed at Appendix 1 to this report be classified as
“base budget adjustments” reducing the savings options by £22.700m to £49.708m and therefore
excluding these from the consultation exercise. This should provide a much clearer focus on the
remaining options to best inform decisions on the final package.
3.7
The balance of the draft savings options package totalling £49.708m recommended for consultation is
summarised in Table 2 below with supporting details for each of the options attached at Appendix 2.
2016/17
2017/18
Total
£000
£000
£000
Chief Executive
24
146
170
Corporate Services
253
0
253
Finance & Customer Services
742
101
843
Learning and Leisure Services
9,615
8,051
17,666
Housing & Social Work Services
9,462
10,890
20,352
Service
Regeneration & Environmental Services
1,776
3,822
5,598
Sub-Total
21,872
23,010
44,882
500
500
1000
Corporate Savings-Including Transformation Programme
Management Review
Asset Management
0
1,000
1,000
Review of Advice Service
250
532
782
Income Generation
883
1,161
2,044
Sub Total
1,633
3,193
4,826
TOTAL
23,505
26,203
49,708
Table 2
3.8
The total savings options set out in Table 2 above compare with an updated funding gap of £68.278m
(Para 2.4) less recommended base budget adjustments of £22.700m (Para 3.6) giving a revised saving
requirement of £45.578m estimated over the two financial years. Table 3 below details the basis of this
calculation over each of the two financial years.
16/17
17/18
Total
£000
£000
£000
Revised Budget Gap
40,752
34,798
75,550
Less Planning Flexibility
(3,636)
(3,636)
(7,272)
Less Base Adjustments
(13,276)
(9,424)
(22,700)
23,840
21,738
45,578
(23,505)
(26,203)
(49,708)
(335)
4,465
4,130
Estimated Savings Required
Savings Options
Balance
Table 3
3.9
As a consequence of the above, the total savings options prepared to date exceed the most up to date
estimated savings required by £4.130m providing some flexibility in determining which options would
best fit with the objectives set out at paragraph 3.2. The small residual shortfall in 2016/17 will be able
to be managed on a one-off basis from the Council’s accumulated reserves.
3.10
It should be noted that removing the budget planning flexibility at this stage increases the risk that
remedial action may be required to balance the budget after the announcement of the councils’ grant
settlement anticipated in January 2016. In addition if the budget consultation results in the level of
savings being less than planned then this will also require further action.
3.11
The approach to develop the savings options incorporates service based savings and corporate council
wide savings including those to be driven forward under our transformation programme and still aims to
be strategic in its development and implementation based on 3 key objectives:(a) to maximise efficiency,
(b) to generate more income; and
(c) to prioritise services.
In the last round of savings the above objectives were reflected in a categorisation of savings which has
again been applied to the options developed so far. Table 4 below sets out this analysis and compares
this with the corresponding figures for the two savings packages determined for 2011/12 - 2012/13 and
2013/14 – 2015/16.
Savings Already
Agreed
2011/12 – 2012/13
£000
Saving Already
Agreed
2013/14 – 2015/16
£000
Savings Options
2016/17 – 2017/18
 Workforce Deployment
23,196
16,409
4,022
 Asset Management
3,494
4,203
1,000*
 Procurement
3,653
6,063
 Revised Working Arrangements
Income Generation
8,689
21,428
2,214
3,051
5,144
Service Prioritisation
13,977
11,246
18,713
55,223
62,400
49,708
£000
Efficiency
Totals
0**
20,829***
Table 4
* Asset Management
** Procurement
*** Revised Working Arrangements
3.12
A brief description of each of the above headings is as follows:
•
•
•
•
•
•
3.13
– excludes £1,794,000 of base budget adjustments.
– excludes £1,600,000 of base budget adjustments.
– excludes £2,868,000 of base budget adjustments.
Workforce Deployment – a reduction in employee costs through reviews of current structures and
efficiency measures including absence management, overtime and other staff costs.
Asset Management – reduction in property and maintenance costs and opportunities for property
rationalisation.
Procurement – a continuation of the programme developed over recent years generating
procurement efficiencies through review of contracts and commodities.
Revised Working Arrangements – changes in the way in which services are managed and/or
delivered to make best use of resources
Income Generation – the identification of opportunities to generate increased income through the
introduction of charges and reviewing the level of charge for services where we are currently below
average levels.
Service Prioritisation – a review of all services to establish priorities and options where delivery
choices are available which will provide opportunities for savings to be made.
The savings options included in the package and the impact of these can be summarised as follows:
 52% of the above savings will be targeted though a range of efficiency measures; ie. workforce
deployment, asset management and revised working arrangements
 10% are through income generation options;
 38% are savings that can be made through re-prioritising our services and concentrating on those
which are either statutory requirements or have the greatest benefit and impact on the quality of life
for our residents and service users;
 If all of the savings options were taken this would require a reduction in our workforce of 1,095 FTE
posts – 8.6% of established posts, and where possible these would be achieved through existing
vacancies or voluntary severance.
3.14
4
4.1
Each option has been the subject of a Stage 1 Equality Impact Assessment and the information
supporting this process has been placed in the Members Library.
Key Decisions Moving Forward
From section 3 above it can be seen that the Council is well on the way to identifying options which will
assist in achieving the identified savings requirement of £45.578m for 2016/17 to 2017/18. Accordingly,
it is recommended that the Policy and Resources Committee approves this draft package of savings
options as a consultative draft. This allows their progression to the next stages of communication and
consultation before the finalised options are considered by the Council. Section 5 describes the
consultation and communication proposals and Section 6 sets out an indicative timetable.
5
Communication and Consultation
5.1
Members will recall the substantial consultation exercises around budget savings carried out in 2010
and 2012. It is intended to build on the learning from these exercises to carry out the most
comprehensive consultation possible on savings for 2016/17 and 2017/18.
5.2
The previous consultation exercises carried out by the council, in 2010 and 2012, centred on the
distribution of approximately 250,000 A5 booklets to residential addresses in North Lanarkshire.
Residents were asked to respond, giving their views on the savings options presented through a
number of channels: online via the council website, by email, or in writing using a response form
contained in the booklet. 91% of respondents to the consultation used the electronic form hosted on the
council website, showing clearly that online was the preferred method of response in 2012.
5.3
The presentation of the savings options asked respondents to agree or disagree with the options
presented. Not all of the options were presented as part of the online exercise, with those considered to
have the biggest effect on citizens highlighted. However, all the savings options were available to view
on the council website.
5.4
Members of the Corporate Management Team carried out presentations on the savings exercise to
community forums, community councils and other interested groups. The quality of the feedback was
high.
5.5
As part of the planning for the council’s exercise this year, a review of other councils’ consultation
activity has been conducted. The trend for the most successful consultation exercises has been
towards utilising an online budget simulator – where participants are required to achieve the savings
from the options available with the consequences of those choices made clear – rather than an
approach asking respondents to agree or disagree with individual savings options. Councils adopting
this approach in recent times have included City of Edinburgh, East Dunbartonshire, Liverpool City,
Melbourne City and Brent Council.
5.6
In 2012, teams from the Chief Executive’s Office carried out on-street consultation with members of the
public in town centres. This approach was less successful because many people did not have time to
engage with the exercise in an unplanned way.
5.7
Following two elected members’ sessions as part of the One Vision consultation and feedback, and
using the learning from One Vision and other previous consultations, a large-scale plan has been
designed by Corporate Communications.
5.8
It is recommended that the primary consultation methodology is via an online budget simulator. This
has a number of advantages. Firstly, traditional approaches to savings options mean that special
pleading can come into play, i.e. that people will express strong sentiments about a small number of
options which affect them directly but give little thought to all the savings and their consequences. By
using a response tool it means that respondents have to balance the budget and have the
consequences of their choices clearly communicated to them.
5.9
Secondly, with such a high online response rate in 2012, it is apparent that online is the preferred
method of response to large-scale consultation exercises. The council’s online audience has grown
substantially since 2012, with far more opportunities to engage via the website, email newsletters and
using social media channels.
5.10
Thirdly, the online simulator approach makes it easier for respondents to understand the challenges
faced by the council in making savings decisions.
5.11
It is essential that using online as the primary delivery method does not exclude those who do not have
online access. To avoid this, it is proposed to run a number of drop-in engagement sessions, where
residents can find out more and take part in the consultation, at First Stop Shops and libraries. These
sessions will be publicised in advance using traditional media and posters. Response to the
consultation by email and by letter will also be facilitated.
5.12
Following the success of briefings by members of the Corporate Management Team as part of One
Vision and in previous budget exercises, it is proposed to hold briefings with a wide range of groups to
outline the budget options and note feedback. Groups will include:






Employees
Trade unions
Community forums
Partnerships and stakeholders
Businesses
Community councils
5.13
The consultation will be publicised through all the council’s available channels and through proactive
engagement with local media.
5.14
It is proposed that the consultation runs from November 1 until November 30. Thereafter, analysis will
be carried out and reported to the Policy and Resources Committee in January 2016.
5.15
The cost of the consultation exercise carried out in 2012 was £25,000. By not printing and distributing
the A5 booklets this year it is estimated that the cost of the exercise can be reduced to £15,000. It is
proposed that the exercise would be funded through the existing change fund.
6.
Indicative Timetable
6.1
The following table sets out a suggested consultation and final approval process:
1. Consideration of draft savings options by
Policy and Resources Committee and
approval of consultative draft
28 October 2015
2. Communication and Consultation
Programme
1 to 30 November 2015
3. Savings Report finalised
December 2015
4. Policy and Resources Committee – Report
on feedback from consultation exercise
Tba
5. Determination of Final Savings Package for
2016/17 to 2017/18
No later than Mid February 2016
7.
Summary and Recommendations
7.1
This report has set out a range of options for savings totalling over £49.708m from which it is currently
estimated that £45.578m will require to be determined to balance the Council’s budget over the period
2016/17 to 2017/18. The package of savings options has been developed based on a set of principles
detailed at paragraph 3.2 of this report. Not surprisingly the higher target, the more difficult it is to
establish options which are consistent with all these principles.
7.2
In finalising the package of savings options every aspect of service has been considered across the
Council and the Corporate Management Team is acutely aware of the implications of a significant
number of the savings on large sections of the workforce and for service users. The consultation
period will provide an opportunity for everyone to influence the final determination of a savings package
and plan which best enables the Council to address all our strategic priorities and sustain a workforce
which is motivated and continues to be committed to Service and People First.
7.3
The response of the workforce to date has been absolutely immense and it is to everyone’s credit that
over the last five years £110m of savings has been made whilst we have continued to very positively
develop and deliver the priority services determined by the Council. This has involved a reduction of
almost 1500 (FTE) posts from the establishment and in line with our commitment to minimise the risk of
compulsory redundancies this has been achieved with 3 posts requiring to be removed on a
compulsory basis.
Despite the increased challenges the Council will continue to manage this in a way which not only best
protects and supports our priority services but also reflects our commitment to as far as possible keep
to a minimum the number of redundancies which could be required on a compulsory basis. This will
obviously become more challenging as time progresses.
7.4
To date the Council has given early consideration to our savings requirements providing clear direction
to the organisation and our service users. This approach has also allowed the required time to prepare
for, and effectively implement the final package and this has enabled the Council to protect priority
services and the workforce as far as possible in these exceptionally tough and challenging economic
times.
7.5
Accordingly, the Policy and Resources Committee is therefore requested to:
i)
ii)
iii)
iv)
v)
vi)
vii)
Agree that, as a consequence of the projected budget pressures outlined within the Financial
Outlook report by the Executive Director of Finance and Customer Services, the process and
timescales for approving a savings package of an estimated £45.578m should be concluded by
mid February 2016.
Agree that the savings options listed at Appendix 1 be classified as “base budget adjustments”;
Agree the draft savings options attached at Appendix 2 to allow their progression to the next
stage of communication and consultation;
Note the potential risks as a consequence of the removal of “budget flexibility” at this stage as
set out in paragraph 3.10 of this report.
Agree the Communication and Consultation Plan summarised in Section 5 of this report.
Agree that following completion of the consultation programme the package of savings options
along with consultation the feedback be considered at the meeting of the Policy and Resources
Committee in early 2016;
Otherwise note the contents of this report.
Chief Executive
APPENDIX 1
BASE BUDGET ADJUSTMENTS
CHIEF EXECUTIVE'S OFFICE
Code
CEX02
CORPORATE
SERVICES
Code
Description
Review of expenditure and
development of shared service
for graphic design
2016/17
53,000
2017/18
60,000
Total
113,000
Description
2016/17
2017/18
Total
Estimated
FTE
2
Estimated
FTE
CS01b
Reduce building maintenance
at Civic Centre
5,000
0
5,000
CS02
Efficiency savings across
budgets including on
professional fees, printing,
supplies etc (historical spend
pattern element)
Delete seven vacant posts
within Democratic & Legal
Services
203,000
0
203,000
200,000
0
200,000
7
Restructure of corporate
property and procurement and
management of property and
repairs
Non-staffing costs related to
restructure of corporate
property and procurement
423,000
293,000
716,000
8
233,000
233,000
466,000
Review of cleaning provision to
large Council offices
39,000
39,000
78,000
4
Estimated
FTE
CS04
CS05a
CS05b
CS05c
FINANCE & CUSTOMER SERVICES
Code
Description
2016/17
2017/18
Total
FCS01
Improved cashflow
management
Review of non-essential
expenditure
260,000
100,000
360,000
26,000
0
26,000
FCS03
Re-imbursement of costs from
Municipal Bank
45,000
0
45,000
FCS04
Review management structure
within Corporate Finance
40,000
0
40,000
FCS06
Increase of fee payable by
Scottish Water for collection
275,000
0
275,000
FCS08
Improvements in council tax
collection processes to
increase council tax yield by
0.25%
300,000
0
300,000
FCS02
1
Code
Description
2016/17
2017/18
Total
FCS09
Reassessment of the council's
insurance risk with a reduction
in premiums and/or self
insurance
Reduction of expenditure in
member-related expenditure
based on historical patterns
175,000
0
175,000
50,000
0
50,000
FCS12
Accounting for increase in
Band D council tax properties
based on growth projections
961,000
0
961,000
FCS20
Move a range of systems from
Unix to Wintel technology with
associated savings
0
115,000
115,000
FCS21
Changes to ICT contracts
122,000
0
122,000
0
FCS22
Remove vacant finance officer
post
26,000
0
26,000
1
FCS24
Renew ICT service delivery
contract and reduce service
levels
0
170,000
170,000
0
Estimated
FTE
FCS10
Estimated
FTE
LEARNING AND LEISURE SERVICES
Code
Description
2016/17
2017/18
Total
LLS016
Review alternative models of
catering provision within the
estate
500,000
0
500,000
LLS022
Better use of external grant
funding to support the
government's Developing
Young Workforce strategy with
a reduction in direct delivery
costs
200,000
0
200,000
LLS024
Reduce payment to
independent providers for ASN
pupils based on projected
future demand
Reduce external training
courses for teaching staff and
replace with more school to
school and peer to peer
training
New models of integrating
probationer teachers within
schools to increase efficient
use of staffing allocations
317,000
116,000
433,000
36,000
0
36,000
481,000
219,000
700,000
Replace localised printers with
multi-function devices across
all secondary schools
100,000
0
100,000
LLS029
LLS038
LLS042
Code
Description
2016/17
2017/18
Total
LLS044
Reconfiguration of support for
modern languages following
receipt of external funding to
support government's 1+2
Languages policy
129,000
0
129,000
LLS048
Reduce amount available in
the Early Years Collaborative
change fund as projects
become embedded in
mainstream activity
Reduction in staff training
allocations to primary schools
0
1,000,000
1,000,000
52,000
0
52,000
LLS049
LLS051
PPP contract savings in
insurance and energy
200,000
0
200,000
LLS053
Share some continuous
improvement services with
South Lanarkshire Council
164,000
0
164,000
LLS054
Cease delivery of the
Skillsforce programme and
replace with programme
delivered by CLD staff
Withdraw additional budget
support to music and sports
comprehensives
50,000
0
50,000
40,000
23,000
63,000
LLS065
Reduce budgeted expenditure
for early years grants while
maintaining statutory provision
250,000
0
250,000
LLS067
Review of finance
management
197,000
0
197,000
LLS064
Estimated
FTE
HOUSING AND SOCIAL WORK SERVICES
Code
Description
2016/17
2017/18
Total
HSW02b
Cease funding for Shelter
housing advocacy service and
increase local CAB funding
already agreed by council
22,000
0
22,000
HSW06
Review of expenditure in areas
such as vehicle hire and fuel,
overtime and telephony
110,000
0
110,000
HSW07
Deletion of a management
post in Housing quality and
performance division
48,000
0
48,000
HSW08
Saving on review of contract
cleaning
65,000
0
65,000
HSW14
Review of expenditure in
children and families social
work budgets based on
historical expenditure patterns
122,000
0
122,000
Estimated
FTE
1
Code
Description
2016/17
2017/18
Total
Estimated
FTE
HSW17
Reduction in the small number
of arrangements where
support is provided in another
local authority area
Resource transfer - inflationary
uplift on NHS contribution
200,000
0
200,000
0
700,000
0
700,000
REGENERATION AND ENVIRONMENTAL
SERVICES
Code
Description
2016/17
2017/18
Total
RES01
90,000
0
90,000
24,000
0
24,000
HSW32
RES02
Review of finance
management
Change to vehicle leasing for
waste collection vehicles
where council purchases two
vehicles at end of leasing
period on a rolling basis with
savings in leasing costs
RES03
Reduction in expenditure on
publicity, partnerships and
charity donations in connection
with recycling
0
111,000
111,000
RES07
Roll out of glass recycling
collection schemes to
remainder of the authority to
remove glass tonnage from the
residual waste bin. (This
policy has already been
approved.)
0
600,000
600,000
RES08
Changes to the composition of
waste within the recycling bins
to collect glass, plastics and
metals in 1 bin and then
cardboard and paper in the
other to increase recycling
rates. (This policy has already
been approved).
0
750,000
750,000
RES18b
Non-staffing element of review
of facility support service
management and move of
Wishaw public toilets to new
Wishaw Hub
101,000
0
101,000
RES22
Increase in planning and
building warrant income
projected to be achieved
50,000
50,000
100,000
RES23a
Non-staffing element of
administration and staffing
savings in economic
development
20,000
10,000
30,000
Estimated
FTE
1
Code
Description
2016/17
2017/18
Total
RES24
Reduction in funding to Town
Centre Activities and Routes to
Work
111,000
92,000
203,000
RES26
Cease support payment to
NHS Lanarkshire for health
improvement projects
165,000
164,000
329,000
RES27
Cease support payment to
Scottish Fire and Rescue for
preventative and educational
programmes
61,000
61,000
122,000
50,000
50,000
100,000
85,000
0
85,000
100,000
100,000
200,000
62,000
0
62,000
RES28
RES29
RES30
RES36
Phased withdrawal of local
development programme small environmental and
community projects
Investment in wireless network
for public space CCTV to
reduce ongoing revenue
expenditure
Increased investment in
energy efficient street lighting
on roads and footpaths to
reduce ongoing revenue
expenditure
Review of protective services
expenditure based on historical
spend patterns
Estimated
FTE
THEMED SAVINGS
Theme
Asset Management
Asset Management
Asset Management
HR & Payroll
Description
Coatbridge Property Review,
consolidation of offices in
Coatbridge and
implementation of Smarter
Working
End of lease, Fleming House.
Ownership transfers to
Council
Energy management
measures within schools
estate
Implementation of new HR &
Payroll system already
approved by council
2016/17
335,000
2017/18
0
Total
335,000
300,000
375,000
675,000
200,000
584,000
784,000
432,000
684,000
1,116,000
Treasury
management
Reduction of long-term
borrowing costs
2,000,000
2,000,000
4,000,000
Income management
3% inflationary uplift to
external trade waste
33,000
34,000
67,000
Income management
Renewable energy measures
at landfill sites
0
200,000
200,000
Income management
3% inflationary uplift to
Building Standards fees
31,000
0
31,000
Income management
Increase in export certificates
for local businesses from
£27.65 to the proposed new
national fee level of £55.
Strategic Planning Service
Charge
48,000
0
48,000
50,000
0
50,000
Income management
3% inflationary uplift to early
years additional hours beyond
statutory 600 hours.
5,000
5,000
10,000
Income management
3% inflationary uplift to ASN
provision in North Lanarkshire
for other authorities.
16,000
16,000
32,000
Income management
5% charge for Learning and
Leisure staff seconded to
other bodies.
Improve the management of
absences
13,000
0
13,000
675,000
370,000
1,045,000
800,000
800,000
1,600,000
13,276,000
9,424,000
22,700,000
Income management
Absence
Management
Procurement
Targeted delivery of
procurement efficiencies
TOTAL OF BASE BUDGET ADJUSTMENTS
Estimated
FTE
25
50
APPENDIX 2
CHIEF EXECUTIVE'S OFFICE
Code
Description
2016/17
2017/18
Total
Estimated
FTE
CEX01
Review and restructure of activities and staffing
levels
24,000
146,000
170,000
4
TOTAL
24,000
146,000
170,000
4
CORPORATE SERVICES
Code
Description
2016/17
2017/18
Total
Estimated
FTE
CS01
Reduce building maintenance at Civic Centre
80,000
0
80,000
2
CS03
Review management structure
173,000
0
173,000
4
TOTAL
253,000
0
253,000
6
FINANCE & CUSTOMER SERVICES
Code
Description
2016/17
2017/18
Total
Estimated
FTE
FCS05
Reduce the number of trainee positions
48,000
0
48,000
2
FCS07
Pay all council employees on a four-week
cycle, with 6,750 employees affected.
Bridging payment to assist in transition for
employees would be recovered at rate of 1
day per pay period.
Reduction in expenditure including ICT
training and community council grants
0
33,000
33,000
0
63,000
0
63,000
0
22,000
0
22,000
1
FCS11
FCS13
Reduction in staffing for Blue Badge
Scheme due to better procedures
FCS14
Reduce staffing in First Stop Shops due to
more telephone and online transactions
0
46,000
46,000
2
FCS15A
Close First Stop Shops in Kilsyth,
Moodiesburn, Shotts and Viewpark and
replace with self-service options. Housing
staff would remain in these locations.
106,000
0
106,000
10.25
FCS15B
Reduce opening hours in smaller First
Stop Shops at Kilsyth, Moodiesburn,
Shotts and Viewpark
65,000
0
65,000
3.5
FCS16
Remove PayPoint from First Stop Shops.
Customers would require to carry out
PayPoint transactions at other local
businesses
67,000
0
67,000
4
FCS17
Close Municipal Bank at the Civic Centre,
Motherwell
0
22,000
22,000
1
FCS18
Reduce opening hours at the Customer
Contact Centre
84,000
0
84,000
4
FCS19
Remove internal business change support
82,000
0
82,000
2
FCS23
Reduce staffing levels across ICT,
Information Services and Finance
administration
270,000
0
270,000
7
TOTAL
742,000
101,000
843,000
33.25
OR
LEARNING AND LEISURE SERVICES
Code
Description
2016/17
2017/18
Total
Estimated
FTE
LLS002
Review admin arrangements in service
headquarters
69,000
0
69,000
3.1
LLS003
Review management in service headquarters
0
100,000
100,000
2
LLS007
Employees pay for their own disclosure check
92,000
0
92,000
0
LLS011a
Reduce the number of classroom assistants by
50%
1,567,000
921,000
2,488,000
131.5
LLS011b
Reduce the number of classroom assistants by
25%
784,000
461,000
1,245,000
65.75
LLS012
Review admin support in schools and reduce
by 15%
686,000
424,000
1,110,000
59.79
LLS014
Introduce team cleaning method in secondary
schools and reduce cleaning specification in
teaching classrooms
Review janitorial arrangements, with an
annualised 37 hour week and have janitors
working across schools, introduce part-time
janitor provision for four small schools with low
pupil rolls
Reduce annual management fee paid to North
Lanarkshire Leisure by 15%
283,000
310,000
593,000
28
300,000
820,000
1,120,000
21
900,000
900,000
1,800,000
0
1,475,000
1,611,000
3,086,000
85
165,000
480,000
645,000
0
1,072,000
1,072,000
2,144,000
0
OR
LLS015
LLS018
LLS019
Redesign the community learning and
development service, removing universal
provision and instead targeting services at
those most vulnerable or at risk
LLS020
Reduce grant funding to other organisations
and stop grant funding under the Playschemes,
Cultural Activities and Talented & Gifted
Individuals schemes
LLS021
Reduce annual management fee paid to
CultureNL by 15%
LLS023
Increase music tuition fees from £150 to £200
over two financial years. Those in receipt of
footwear and clothing grants, or studying music
as a SQA or NQ subject would continue to be
exempt from charges
100,000
58,000
158,000
4
LLS026
Reduce service provision in 10 Family Learning
Centres to term-time only. The remaining 6
would remain open throughout the year
137,000
80,000
217,000
0
LLS027
Cease provision of dedicated Attendance
Officers
292,000
0
292,000
12
LLS031
Remove free fruit for primary 1-3 pupils
190,000
97,000
287,000
0
LLS032
Remove central funding for all out of school
learning activities including Easter and summer
study schools
Reduce the number of additional support needs
assistants for S5 and S6 pupils with less
complex needs
233,000
137,000
370,000
0
120,000
70,000
190,000
9
LLS034
LLS035
Merge education provision at Fallside School
and Portland School for pupils with social,
emotional and behavioural needs
53,000
31,000
84,000
0.6
LLS037
Stop providing Outward Bound experience to
S3 pupils assessed as most at risk of
disengaging with education
168,000
0
168,000
0
LLS045
Removal of additional posts to support active
literacy programme as programme is now
embedded in mainstream activity
599,000
0
599,000
21
LLS050
Stop in-house provision for 0-2 year olds in
Family Learning Centres. Vulnerable children
to be accommodated by partner providers and
childminders
Reduce psychological services staff by 10%
473,000
278,000
751,000
33
0
186,000
186,000
4.4
0
100,000
100,000
3.5
LLS052
LLS056
Amalgamate Early Years and Support for
Learning administration teams
LLS058
Reduce number of curriculum support officers
175,000
103,000
278,000
4
LLS060
Full review of ASN sector, including support for
specialised staff training, non-teaching staff
and budgets for aids and adaptations
315,000
185,000
500,000
0
LLS062
Remove Early Literacy development officers
68,000
40,000
108,000
2
LLS063
Stop the Education Computer Centre service,
which supports ICT development and transfer
responsibilities to technician and digital
services
83,000
48,000
131,000
2
9,615,000
8,051,000
17,666,000
426.00
TOTAL
HOUSING & SOCIAL WORK SERVICES
Code
Description
2016/17
2017/18
Total
Estimated
FTE
HSW01
Restructure supported
accommodation charges and
contracts (no detriment to
individual service users)
113,000
0
113,000
0
HSW02a
Reduce or remove budget for
mortgage to rent scheme (where
the council purchases homes to
return to rent) and remove funding
to NHS for Health and Homeless
Service
0
225,000
0
HSW03
Reduction of budget for private
homeowners under council's
scheme of assistance, which
helps private homeowners carry
out repairs and maintenance of
their properties
50% staffing reduction in health,
safety and wellbeing team
200,000
0
200,000
2
63,000
0
63,000
2
HSW10
Close Newpark School as very
low numbers of attendees, all of
whom can be accommodated in
alternative education and social
work provision
368,000
0
368,000
8
HSW11
Reduce management posts in
Children & Families by
reconfiguring roles and
responsibilities
96,000
62,000
158,000
3.5
HSW12
Reconfigure Families First service,
aligning it more closely with other
multi-agency services
0
158,000
158,000
4
HSW13
Reduce independent fostering
costs by recruiting more carers
and improving retention
100,000
100,000
200,000
0
HSW16
Use of smartphone technology
enabling savings in postage,
telephone and administration
costs in home support
310,000
190,000
500,000
18
HSW19
Reduction in supported
employment service, working with
fewer people
Reduction in service provided to
ensure staff are suitably trained
and qualified
0
141,000
141,000
4.5
0
153,000
153,000
4.5
HSW05
HSW20
225,000
HSW21
Reduction of posts in support
functions e.g. admin, finance,
careteaking etc
150,000
150,000
300,000
14
HSW22
Review catering and cleaning
provision to service properties,
children's houses, day services
and homes for older people, with
no impact on service users
63,000
138,000
201,000
9
HSW23
Reduction in staffing support and
slow down computer replacement
programme
50,000
92,000
142,000
1
HSW24
Seek financial contribution from
the 1000 people who receive an
individual budget to meet their
support needs; and from NHS
Lanarkshire for people with
complex health needs
3,000,000
5,000,000
8,000,000
0
HSW25
Employees to pay for their own
PVG/Disclosure check
68,000
0
68,000
0
HSW26
Reduce number of care home
placements by 80 by supporting
more people to live in their own
homes
500,000
1,500,000
2,000,000
0
HSW27
Reduce the amount of directly
provided home support, with a
higher proportion provided by
independent providers. Staff may
be subject to TUPE transfer
600,000
3,000,000
3,600,000
400
HSW30
Introduce a charge for integrated
day services for older people
(there is currently no charge)
300,000
0
300,000
0
HSW31
Staffing reduction in adult social
work professional functions (not
fieldwork staff)
150,000
150,000
300,000
6
HSW33
Provide adaptations only to
people with critical and
substantial needs (currently also
includes moderate needs)
250,000
0
250,000
0
HSW34
15% budget reduction in support
for carers funding
56,000
56,000
112,000
0
INCOME
GENERATION
Introduction of charge for
community alarms: all users
would pay a flat rate of £5 per
week, generating £2.8million. A
charge of £3 per week would
generate £1.7million. Most other
authorities charge for this
service.
2,800,000
0
2,800,000
TOTAL
9,462,000
10,890,000
20,352,000
477
REGENERATION & ENVIRONMENTAL SERVICES
Code
Description
2016/17
2017/18
Total
Estimated
FTE
RES04
Transfer landfill monitoring and
site maintenance to external
provider
0
212,000
212,000
4
RES05
Staffing review of household
waste recycling centres, with
introduction of common working
patterns, and cessation of
separate cardboard collection
for commercial premises
0
176,000
176,000
6
RES06
Reduce opening times of
household waste recycling
centres from 8am - 8pm
Monday to Saturday to 7am 6.10pm and on Sundays to 7am
- 5.30pm, and harmonise
working patterns
0
110,000
110,000
2
RES09
Transfer provision of largevehicle street sweeping to
external provider. Staff may be
redeployed or subject to TUPE
transfer
0
200,000
200,000
11
RES10
Reduce litter picking and
manual road sweeping by 8%,
maintaining service in high
demand areas such as town
centres
0
210,000
210,000
10
RES11
Reduce grass cutting frequency
from 21 to 14 cuts and
restructure the service. This will
impact on employee availability
in winter to provide snow
clearing.
0
1,432,000
1,432,000
63.3
RES12
Externalise production of floral
features, close the nursery
complex at Drumpellier and the
display houses at Viewpark.
35,000
127,000
162,000
8.27
RES13
Review bus drivers' working
arrangements with a reduction
in contractual overtime
0
100,000
100,000
1
RES14
Restructure Greenspace team
32,000
80,000
112,000
1.5
RES15
Reduce arboricultural and
ranger services
71,000
37,000
108,000
4
RES16
Review structure of countryside
visitors services
272,000
0
272,000
8
RES18a
Review of Facility Support
services Management and
Support
55,000
0
55,000
1
RES19
Reduction in development
management service, including
reducing planning enforcement
and restricting pre-application
advice to major developments
only
50,000
36,000
86,000
2
RES20
Reduction in strategic planning
services, including delivery of
town centre works and stopping
Doors Open Day
0
50,000
50,000
1
RES21
Reduction in Building Standards
service, with a reduction in site
inspections and increased
charges for non-statutory
services such as providing
copies of original plans
47,000
50,000
97,000
3
RES23
Administration and staffing
savings in economic
development
127,000
0
127,000
3
RES25
Reduce budget available for
tourism, community
engagement and business
promotion
88,000
31,000
119,000
1
RES31
Reduce roadside verge cutting.
Rural roads cut only visibility
splays twice per year. Inter
urban cut only first 1.5m of
verges and visibility splays twice
per year. Urban reduce from 21
to 7 cuts per year. This is in line
with national standards
0
200,000
200,000
6
RES32
Restrict Christmas lights to the
seven main town centres only
0
100,000
100,000
0
RES33
Reduce permanent
repairs/renewal of roads,
pavements and street lights.
Safety defects such as pot holes
and dark lights will still be
repaired. We currently have
Road conditions which are
higher than the national
standards. This saving will
bring us in line with the national
average condition within 5 years
954,000
500,000
1,454,000
0
RES34
Review of staffing in roads and
transportation
0
132,000
132,000
6
RES35b
Reduction in staffing
environmental protection and
environmental health
45,000
39,000
84,000
2
1,776,000
3,822,000
5,598,000
143.00
TOTAL
THEMED SAVINGS
Theme
Description
2016/17
2017/18
Total
Management review
Review of management and
service delivery across the council
500,000
500,000
1,000,000
Asset Management
Review of council property
0
1,000,000
1,000,000
Review of Advice
Services
Review of posts within Advisory
Services together with external
grant funding.
250,000
532,000
782,000
Income Generation
Introduction of charge for noncouncil tenants for garden
assistance of £15.57 plus VAT
per cut (approximately £187 per
annum for 10 cuts). Alternatively,
remove this subsidised service for
non-council tenants.
290,000
0
290,000
Charge for special uplifts:
introduce a flat rate £10 fee for all
special uplifts. £100 charge for
building materials and
refurbishments would remain.
This is broadly in line with most
other councils.
0
400,000
400,000
Increased cemetery charges:
increase combined cost of lair
purchase and interment to
average of Scotland's five largest
authorities, and associated rise in
fees for memorial permits and
transfer of rights. Fess would
increase over a two-year period
by 40% as a consequence.
276,000
276,000
552,000
Introduction of a charge for pest
control: flat rate charge of £40 for
all pest control treatment
(squirrels £80). North Lanarkshire
is currently unique in having no
charges for pest control and
proposed charge compares
favourably with other councils.
0
328,000
328,000
School meals: increases in
charges for breakfast clubs (5p in
2016/17 and 5p in 2017/18),
school meals (10p in all schools in
2016/17 and 2017/18, 40p for
adults in 2016/17 and 10p in
2017/18) and school milk (5p in
2016/17)
Increase lunch club meal prices to
align them with meals on wheels
prices
238,000
112,000
350,000
9,000
10,000
19,000
Estimated
FTE
4
2
Income Generation
Introduction of credit card
payment charges: introduce a
charge to payee to cover current
charge borne by the council when
paying for services. Payee would
be able to avoid charge by paying
with, for example, cash, debit
card, direct debit. In line with The
Consumer Protection (Payment
Surcharges) Regulations 2012.
35,000
0
35,000
Increase in Music Tuition Fees
35,000
35,000
70,000
1,633,000
3,193,000
4,826,000
TOTALS
6