Please find below the Equality, Sustainability and Crime and Disorder Impact Assessments for the budget decisions taken.
Sustainability and Crime and Disorder Impact Assessments can be found at the bottom of the page.
Children and Young People's Overview
Equality Impact Assessment for CYP 11.01
The Children's Social Care service faces considerable underlying budget pressure in the areas of residential provision for looked after children, specifically agency spend and parent and baby assessments, as a result of growing demand. The pressure will increase the budget in line with the forecast requirement.
The proposals for this service area meet statutory responsibilities and build on existing provision and have been developed in the light of the Inspection outcomes in July 2010. The service has an area based structure at its core, with additional management capacity proposed in the specialist areas of Fostering and Adoption, Residential Care and Targeted Youth Support. At a local level, teams of social workers and professional support staff provide an effective mechanism for responding to peaks in demand and maintaining continuity for children and families. This 'POD' structure was recognised during the Inspection as a strength. It is proposed that this is built upon to incorporate service for children with disabilities and the residual higher level preventative activity that is currently managed elsewhere in the Directorate
The service proposed will be organised around Children's Centres as part of a wider learning and achievement service. A local service management structure will no longer be in place. The final size and scope of the residual service will depend on changes to grant funding and consultation with schools. Specific preventative projects, largely delivered through the voluntary and community sector, are at risk through this proposal.
The local authority only has a duty to secure access and promote positive activities for young people, not to directly provide activities. Currently the service includes youth clubs, projects, residential activities, training and participation, for example the Youth Parliament, volunteering opportunities, Duke of Edinburgh Award, information (AWSOM) and a quality assurance role re youth services. This proposal results in a very significant reduction in direct provision over the three year period as the financial constraints require a contraction to core, statutory provision.
The proposal is for an integrated service, bringing together the full range of local authority work with schools and individual pupils to improve achievement. This will include the assessment, support and monitoring of pupils with special and additional needs, seeking to remove barriers to learning. This aspect of provision is set out in a separate proposal.
The proposal is to integrate educational provision for children and young people with special and additional needs with wider provision that supports school improvement, with a single focus on learning and achievement.
This proposal reduces the number of Heads of Service within the Directorate from four to three. Approval of this proposal will allow for one of the two vacancies at Head of Service level to be filled.
The proposal seeks to efficiently integrate provision for social care staff within the overall service, against a timescale that allows for the current pressures and changes in the service itself to be resolved.
This represents an increase in the agree proposal considered by Cabinet in November for this service area. Following detailed forward budget planning, the additional legal and transport costs associated with the increased volume of care provision are now brought forward for consideration, as well as budget to support requirements in respect of homeless young people, currently funded through contingency arrangements. The increased pressure will be matched by a corresponding saving from the Early Intervention Grant (CYP11.09), resulting in no overall impact on the SCC MTFP position.
The non-ring-fenced Early Intervention Grant incorporates a range of existing specific grants, including Sure Start, but also including some grants that were not expected to have continued. This provides an opportunity to secure essential elements of targeted early intervention and preventative work whilst still releasing efficiency and other savings to support Social Care pressures and contribute to the residual SCC budget gap. In addition to core Children's Centre provision, discussion is underway with Children's Trust partners and schools to focus remaining share of the funding, seeking to mitigate the impact of earlier cuts in LA funding, particularly for key vulnerable groups. The increase in the second year reflects the increase in the grant funding to Somerset and the development of government requirements in respect of provision for disadvantaged two year olds and disabled children.
CYP Cap 1
Primary School Basic Need
CYP Cap 2
Temporary Classroom Units
CYP Cap 3
Early Years Provision Basic Need
CYP Cap 4
Early Years Temporary Buildings
CYP Cap 5
Schools Access Initiative
CYP Cap 6
Autism Support Units
CYP Cap 7
Building Schools for the Future
A reduction in the staffing levels by:
1. Combining the assessment and care management functions (A&CMp;CM) for adults with learning disabilities and all other adult care groups into one service
2. Avoiding ongoing A&CMp;CM with as many service users as possible by altering our service, supported by the NHS, to short term interventions that maximise independence
3. Replacing our Social Care information system with "AIS" in February 2011 and make productivity gains 4. Delegating the task of most interim reviews to care providers
5. Improving public information to enable people and carers to get more information and advice without going through formal assessment
6. Raising the eligibility threshold for care from moderate to substantial needs to slow the growth in demand for A&CMp;CM
1. Continuing Health Care (CHC)- expectation of some continued growth in the number of existing service users funded by adult social care becoming eligible for the NHS to meet the costs of their care. (Assumes growth is lower than in the last three years which included a period when NHS were clearing backlog of CHC claims.)
2. Utilise specialist advice for each young person making transition from children's to adults' care services to maximise income streams, minimise care costs and maximise independence, choice & control.
3. Small reduction in existing demography bid by continuing to manage demand differently and divert some work away from care services.
The Joint Learning Disability Commissioning Strategy identified the need to change the service delivery model, facilitate enablement and deliver better outcomes. This will result in the development of more move on options and reductions in the residential care activity.
Efficiencies will be delivered through a better commissioning and reviewing process in the following areas.
1. Reduce expenditure on existing placements
2. Small reduction in existing demography pressure by managing demand differently to minimise costs
3. Further increases in use of Supported Housing
In addition cease funding some service development work, specifically stop funding Somerset Total Communication as a service.
The PLUSS contract will deliver a 25% saving over 3 years.
Policy changes to ensure that the Local Authority does not overspend on it's Care and Support Budget and does not subsidise the cost of care for people who can afford to pay. Report to Cabinet 20/10/10.
Implement a 20% reduction in the management fee paid to SLL across the next three financial years. Maximum reduction option within existing contract.
Attracting new income through concluding a new agreement with North Somerset Council and Weston Town Council, staffing reductions and development of new assets as visitor attractions with associated new charging regimes. Deletion of posts that are currently frozen to provide ongoing revenue savings.
Cease arts development budget which means stopping annual grants to 10 Arts organisations across the County.
Restructure of 2 teams within the Group to permanently remove frozen posts and decrease capacity.
Driving out further efficiencies and redesigning services. Building upon those already achieved through MTFP measures being implemented during 2010 / 2011 and earlier.
To reduce the overall amount of funding being used to deliver Big Society outcomes by:
Reducing the number of posts within the Council's Community Development team from three to one; and incorporating the
very small residual function within the Commissioning - Adult Care and Support service. (Saving = £60k)
Ending the infrastructure funding provided to Councils for Voluntary Service (£63k) and to the Community Council for
Somerset (£44k). (Saving = £107k).
Further saving of £6k pa across the service
Reduce activity by: Ending the funding SCC gives to provide PCSO's across Somerset with the exception of one FTE (supporting Trading Standards action on underage purchasing); reducing crime and disorder partnership funding; reducing posts in the SCC Community Safety Team to 1 and pooling this with proposed shared service across Councils in Somerset.
Re-design community services to get better outcomes for less cost through:
Developing a new re-ablement service with NHS, focused on a vigorous approach to helping people regain their independence.
Greater use of equipment and assistive technology.
Providing choice and control through person centred planning and personal budgets.
Improved crisis response
With short term services we aim to support timely hospital discharges and maximise people's recovery to a level of independence that reduces the need for long term care services, which will reduce costs.
Driving out further efficiencies and redesigning services. Building upon those already achieved through MTFP measures being implemented; Reducing funding to CDRP's
Further reduce activity by; Ending the funding SCC gives to provide 1 Full time equivalent PCSO's support Trading Standards action on underage purchasing; Reducing funding to CDRP's
Reorganisation of activity to bring together commissioning of care and support in order to realise staffing savings. Will also impact on contracting and business support across the Directorate.
Efficiencies in redesigning of night cover in the service. Service user night support will not fundamentally change. The proposal makes best use of night cover and staffing across the in house service. There is no reduction in care provision delivered to individuals through this process.
Restrict long term / high intensity day care provision to only those in greatest need with particular priority where a carer relies on the service for essential respite. Reduce the average amount of day time respite provided to manage within reduced budgets. Provide for lesser levels of need through short term or low intensity support to attend community activities; or offer information and signposting only (according to need). Reductions linked to raising the threshold for eligibility for care from moderate to substantial needs.
Equality Impact Assessment for CMY 11.17 - Overview
Equality Impact Assessment for CMY 11.17 - Staffing
Equality Impact Assessment for CMY 11.17 - Respite
Equality Impact Assessment for CMY 11.17 - Less Complex
Deliver savings through service redesign & efficiencies in the LD direct care service as set out in the 'Futures' report for cabinet 20/10/10. Efficiencies include redesigning night cover in service, introducing a new basic grade of care worker and changing skill mix in workforce. Also includes switching some of more straightforward care activity to independent sector providers whilst growing capacity to manage complex care in the in-house service.
To work in partnership and redesign the current services, by targeting services on those people who:
1. Have expressed a desire to achieve paid employment in the open market.
2. Have a realistic chance of achieving paid employment in the open market within 24 months of referral.
3. Have a level of need for support that is greater than that provided by generic services, including Job Centre Plus.
Library Review in progress to introduce a change to the levels of service depending on community need and including a reduction across all parts of the service. The resulting model of provision will be scalable to enable delivery within the budget available. Savings proposal removes 25% from library budget which will result in the closure of the 20 out of 34 libraries (unless local communities are willing to take on running services and all associated costs) outside the four main market towns - Frome, Yeovil, Bridgwater & Taunton.
To reduce the overall Supporting People budget by:
Limiting service specifications to include only those interventions that reduce risks of physical harm; respond to an immediate threat of homelessness; or prevent avoidable health and social care interventions.
These measures will involve significantly reducing the scope and contract value of most services and fully de-commissioning others. Many vulnerable service users will no longer receive a service e.g Sheltered Housing for Older People
Reduce SCC contribution to the Drugs and Alcohol pooled budget by 16% across three years. Purchase less day service and supported work activity linked to change in eligibility criteria.
CMY Cap 1
Village Hall Grants Equality Impact Assessment CMY Cap 1
Environment Overview ENV Overview
Equality Impact Assessment for ENV 11.01
Equality Impact Assessment for ENV 11.01
A reduction in support staff will be achieved by restructuring how support and administrative tasks are delivered across the Directorate and by simplifying/making available clear instructions re admin tasks (The Admin Review).
Reduction in project management and performance management capacity
Reduction in management capacity - combining the two groups and making a saving of one Group Manager post.
Equality Impact Assessment for ENV 11.02 (Schemes)
Equality Impact Assessment for ENV 11.02 (Economy Group)
Equality Impact Assessment for ENV 11.02 (Road Safety)
Equality Impact Assessment for ENV 11.02 (Scientific Services)
Equality Impact Assessment for ENV 11.02 (Strategic Planning)
Equality Impact Assessment for ENV 11.02(Transport Development)
Savings in staff costs and operational budgets as a result of restructure and service reduction all services.
Economy - Service restructure triggered by a refocus to support business plan priority work areas. Demobilisation from all non-core / non-priority work activity. The group rationalisation will support a revised programme or service delivery focussing on Inward investment; skills; low carbon sector; tourism; infrastructure and growth.
Transport development - Reduction in service delivery where national and local capital programme is anticipated to decline. Reduced major schemes and local transport programme will be mirrored in a group restructure and demobilisation from these work areas. Reduced service levels with respect to observations on small development proposals, and the timeliness of technical and safety audit processes. Income will be generated where commissions are secured. Integrated transport capital programme is suspended indefinitely.
Strategic Planning - Withdrawal from non-priority work areas such as performance management, accessibility planning, travel-plan marketing, strategic housing and regeneration activities.
Road safety - Proposal identifies a predicted further reduction in DfT road safety grant. Also paves the way for a fully selffunded Safecam operation externally delivered by Avon and Somerset Constabulary. Further reduction in residual, SCC, road safety budget. Overall reduced road safety savings - from reduced grant funding and savings in staff and operational budgets - will be in excess of 80%.
Scientific Services - Proposed reduction in management overheads from a full review of functions and roles within the group. Negotiated reduced service level to internal clients in areas such a food and animal feed testing, asbestos work and other scientific provision. Increased income when business opportunities arise. Savings from staff and operational budgets supported by continued income generation.
Equality Impact Assessment for ENV 11.03 (Restructure)
Equality Impact Assessment for ENV 11.03 (Accessible Transport)
Equality Impact Assessment for ENV 11.03 (County Ticket)
Equality Impact Assessment for ENV 11.03 (Moped Loan)
Equality Impact Assessment for ENV 11.03 (Smartcard)
Equality Impact Assessment for ENV 11.03 (Subsidies)
Equality Impact assessment for ENV 11.03 (Health transport)
Major reductions in subsidies to bus services will reduce the bus network by approximately half. Reduction in accessible transport services and the removal of the remaining Environment Directorate subsidy for the 'County Ticket' post 16 travel scheme. Expansion of the non-emergency health transport service will more fully utilise vehicles and increase income. Savings also generated by introducing 'Smartcard' ticketing and restructuring to administer integrated transport within
Equality Impact Assessment for ENV 11.04 (Permit Scheme)
Equality Impact Assessment for ENV 11.04 (Charges)
Equality Impact Assessment for ENV 11.04 (Reduce Waste Disposal)
Equality Impact Assessment for ENV 11.04 (Opening Hours)
Equality Impact Assessment for ENV 11.04 (Waste Centres)
Equality Impact Assessment for ENV 11.04 (LATS)
Equality Impact Assessment for ENV 11.04 (Trade Waste)
Reduced landfill costs as a result of increased recycling. The closure of up to 8 of the least used Recycling Centres and the modification of Recycling Centre opening hours. The introduction of a 'residents only' permit system and charges for receiving certain 'industrial-type' materials. The strengthening of measures to combat illegal entry of trade waste to our sites.
£8/tonne increase in landfill tax per year from £48/tonne in 2010/11 to £72/tonne in 2013/14
Equality Impact Assessment for ENV 11.05 (Civil Contigencies)
Equality Impact Assessment for ENV 11.05 (Environmental Management)
Equality Impact Assessment for ENV 11.05 (Environmental Resources)
Equality Impact Assessment for ENV 11.05 (Trading Services)
The service will be restructured to focus on the statutory and essential services. Within statutory services, the service levels will be lowered, including fewer trading standards visits and inspections (e.g. test purchasing), less emergency training, exercise testing and planning, and lower Rights of Way maintenance standards, for example. Some services will be stopped completely e.g. climate change work, work on renewable energy, natural environment policy and delivery, and trading standards business advice. Staffing will decrease by over 30% and the service will be reorganised to deliver management savings.
Pressure on the Land Charges budget as a result of continued depressed housing market reducing income from searches
Mandatory tax on Carbon Reduction Commitment participation based on SCC carbon footprint
Equality Impact Assessment for ENV 11.06 (Enforcement)
Equality Impact Assessment for ENV 11.06 (Service Reduction)
The levels of service of statutory functions will be significantly reduced e.g. highway maintenance, bridge maintenance, managing traffic, dealing with flooding/surface water management, street lighting maintenance and traffic signals maintenance. The move from planned to reactive maintenance will increase demand on some service areas e.g potholes repairs and emergency works and will provide lower value for money outputs. It will be necessary to stop some services completely e.g. drainage cleansing, weed killing, and policies and procedures will need to be reviewed to reflect the new service levels. Re-negotiation of contracts will be necessary to achieve some savings and the service will reorganise with a reduction in staffing levels.
Equality Impact Assessment for ENV 11.07
Reduction in management capacity - making a saving of one Head of Service post
Equality Impact Assessment for ENV 11.08 (Economy Group)
Equality Impact Assessment for ENV 11.08 (Road Safety)
Equality Impact Assessment for ENV 11.08 (Scientific Services)
Equality Impact Assessment for ENV 11.08 (Strategic Planning)
Reduction in management capacity - making a saving of one Group Manager post, and reduced management within Scientific Services
Equality Impact Assessment for ENV 11.09
Measure to encourage home composting e.g. provision of compost bins at reduced rates. In addition, it is planned to relocate the Head Office into shared accommodation, and in doing so reduce staffing numbers
Equality Impact Assessment for ENV 11.10 (Legal Advice)
Equality Impact Assessment for ENV 11.10 (Trading Standards)
Rights of Way, plus planning control, a small additional countryside saving and reprofile of Trading Standards Saving
Equality Impact Assessment for ENV 11.11 (Enforcement)
Equality Impact Assessment for ENV 11.11 (Service Reduction)
Small additional element to Minor Works, further reduce staffing levels, and increased income generation in years two and three from parking enforcement
Equality Impact Assessment for ENV 11.12
Further reduction in support for County Ticket with further increase cost of season tickets to post 16 young people attending colleges.
Community Transport in Somerset currently benefits from partial concessionary travel subsidy to over 60s and disabled. It is proposed to reduce this subsidy for longer journeys.
Equality Impact Assessment for ENV 11.13
Restructure within Highways & Traffic Management services resulting in a loss of up to 3 posts within Area Offices. Highway Inspection and Traffic Engineering. Also includes some minor additional traffic signal cost savings.
Equality Impact Assessment for ENV 11.14
Reduction in animal health work
Equality Impact Assessment for ENV 11.15 (Economy Group)
Equality Impact Assessment for ENV 11.15 (Road Safety)
Equality Impact Assessment for ENV 11.15 (Scientific Services)
Equality Impact Assessment for ENV 11.15 (Strategic Planning)
Equality Impact Assessment for ENV 11.15 (Schemes)
Equality Impact Assessment for ENV 11.15 (Transport Development)
Reduction of staff budget (£90k) across the Physical Regeneration service resulting in a maximum loss of 3FTE, plus a reduction in the major scheme preparation budget (£50k)
Equality Impact Assessment for ENV 11.16
The County Council, under new legislative roles and responsibilities, is now the lead local flood authority and now has the statutory requirement to manage inland flood risk from ordinary water courses, surface water and groundwater.
ENV Cap 1
ENV Cap 2
Gypsy and Traveller Site Work
ENV Cap 3
Taunton and Bridgwater Canal
ENV Cap 4
Highways Lighting and Traffic Signals
ENV Cap 5
Rural Regeneration Fund - Economy Group
Increasing charges made for performing marriages and civil ceremonies in Approved Premises (other fees and charges are set by government). Additionally, fees charged for Civil Partnerships to be raised so that they are equal to those for marriages.
Reduce staffing across all retained functions and reduction in NNDR for County Hall
Outsourcing of SCS as per agreed category plan. This has been considered by Cabinet and Scrutiny already
Reconfiguration of service. Cuts to supplies and services budget lines.
Deletion of vacant management posts
Reduction of support costs following suspension of formal strategic structure of the countywide LSP arrangements, pending different arrangements which better reflect new national and local policy direction.
Non renewal of SCC and partnership grants supporting the Forum for Equality and Diversity (FEDs) and SSP Community Cohesion Forum.
Merger of 2 teams with subsequent reduction in number of posts and related expenses.
Reduced staffing to reflect loss of tasks with regard the demise of a national Performance Management Framework including, NIS, CAA and executive support for the Somerset Strategic Partnership.
Restructured service to reduce management roles and build Programme Office capacity.
Reduction in Cabinet Members
Revise Your Somerset newsletter to deliver savings
To delete administrative post; further reduce spending on supplies and services, reduce spend on surveys in light of changes to national requirements
The deletion of the post in secretarial support. The NNDR for County Hall has been reduced
Reconfiguration of service. Savings to supplies and services budget lines
Change to Terms and Conditions and increased approved premises income
Reductions in non-service budgets for Discontinued Services and Corporate Subscriptions
Restructuring of the corporate centre to refocus the service in line with the changes to the overall SCC structure and with changes to policy. Removal of various supplies & services budget lines including advertising, training, conferences and meetings
Reduction in the chairman's expenses will be reduced
RES Cap 1
Taunton Castle Museum programmed annual maintenance
RES Cap 2
Hestercombe House Museum annual programme maintenance and improvement
RES Cap 3
Corporate programme of maintenance and statutory obligations
Human Resources Equality Impact Assessments
Redundancy Policy Equality Impact Assessment
Corporate Employment Strategy Equality Impact Assessment
Crime and Disorder Impact Assessments
Crime and Disorder - Overview Document
Crime and Disorder - All Impacts Document
Sustainability Impact Assessments
Sustainability Overview Document
Children and Young People - Sustainability Impact Assessment
Community - Sustainability Impact Assessment
Environment - Sustainability Impact Assessment
Resources - Sustainability Impact Assessment