Somerset County Council

Budget Impact Assessments 2012 - 2013


Please find below the Equality, Sustainability and Crime and Disorder Impact Assessments for the budget decisions taken.

Impact Assessment for  CYP10.03A BSF contract monitoring
Funding is required for the client agent function to protect the Council's interests during the construction of the new schools in Bridgwater, and a contract monitoring function which will be needed for the complex series of contracts involved.

Impact Assessment for CYP10.03B BSF Bridgwater contribution to Unitary Charge

This represents the Council's contribution to the Unitary Charge which is mainly funded by PfS and the schools. The cost of the project was significantly less than anticipated in the outline business case, due to the changes in interest rate from 5.5% to 3.69%. However, there were additional costs as a result of fixed costs now having to be bourn by three schools, rather than spread over six schools, and ongoing client team responsibilities.

Impact Assessment for CYP10.04 Taunton Academy procurement

This is the planned reduction the costs of procuring a new school to replace St Augustine's and Ladymead as the project draws to an end.

Impact Assessment for CYP11.01B Disability

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 

Impact Assessment for CYP11.02B Children Centres and Integrated Service

Impact Assessment for CYP11.02C PRU

Impact Assessment for CYP11.02D Extended Services

Impact Assessment for CYP11.02E Partnerships/LST

Impact Assessment for CYP11.02F PFSAs

Impact Assessment for CYP11.02G Targeted Commissioning

Impact Assessment for CYP11.02H (Promise)

Impact Assessment for CYP11.02H (Young Carers)

Impact Assessment for CYP11.02I Education Attendance

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.

Rephasing of savings agreed as part of February 2011 budget papers

Post February Changes - Reallocation of resources to reflect changes in organisational structure

2012/13 & 2013/14
£200k Local Service Teams savings removed - budget required to support the SMART Office project in the short term. Savings will materialise and will be brought back as the appropriate time.
£75k (in each year) Children's Centres - saving to be delivered in a different way with reduced impact - now forms part of CYP 12.01 (accelerated to 2012/13)

2013/14 Savings Accelerated into 2012/13
£50k Reduction in size of Extended Services support team.
£75k Reduction in residual LA budget as function has now transferred to Central Schools Budget.

Impact Assessment for CYP11.03A Youth & Community Service

Impact Assessment for CYP11.03B Team 4

Impact Assessment for CYP11.03C Targeted Youth Support

Impact Assessment for CYP11.03D CEIAG

Impact Assessment for CYP11.03E L&Amp;A

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.

Rephasing of savings agreed as part of February 2011 budget papers

Post February Changes - Reallocation of resources to reflect changes in organisational structure

2013/14 Savings Accelerated into 2012/13
£200k From September 2012 the responsibility for Careers Advice moves to schools

Impact Assessment for CYP11.04A Govenor Support

Impact Assessment for CYP11.04B 14-19

Impact Assessment for CYP11.04C Business Administration

Impact Assessment for CYP11.04D Voluntary Redundancies

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.
Rephasing of savings agreed as part of February 2011 budget papers

Post February Changes - Reallocation of resources to reflect changes in organisational structure

2013/14 Savings Accelerated into 2012/13
£170k Restructure of School Improvement and Early Years Support Services in collaboration with the Compact. 

Impact Assessment for CYP11.05A Education Psychology

Impact Assessment for CYP11.05B SEN Admin

Impact Assessment for CYP11.05D Traveller Children

Impact Assessment for CYP11.05E Gifted and Talented

Impact Assessment for CYP11.05F SEN Management

Impact Assessment for CYP11.05G Integrated Therapy

Impact Assessment for CYP11.05H SEN Casework

Impact Assessment for CYP11.05I SEN Transport

Educational psychology 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.
Rephasing of savings agreed as part of February 2011 budget papers

Post February Changes - Reallocation of resources to reflect changes in organisational structure

2013/14 Savings Accelerated into 2012/13
£40k Reduction in admin capacity within Learning & Achievement through natural wastage. £100k New local maintained specialist provision has reduced Out County placements and associated transport costs.

Impact Assessment for CYP11.06 Leadership

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.
Post February Changes - 2012/13 & 2013/14

£200k Office Management savings removed - budget required to support the SMART Office project in the short term. Savings will materialise and will be brought back as the appropriate time. Strategic Planning restructure saving and Information Systems Management (formerly eLIM) development saving reduced by £50k in 2012/13 and in 2013/14, both offset by the advance achievement of £200k savings against inflation contingency.

2013/14 Savings Accelerated into 2012/13
£11k Development/maintenance of core IT systems (e.g. Capita/ONE) and child data based on a review of systems and data to establish business requirements.

Impact Assessment for CYP11.07A SCIL

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.  

Impact Assessment for CYP11.09A Early Intervention

The non-ring-fenced Early Intervention Grant incorporates a range of existing specific grants, including Sure Start. An increase in the grant in 2012/13 is in respect of new burdens and government requirements relating to provision for disadvantaged two year olds and short breaks for disabled children
Post February Changes - A further increase in this grant has been announced due to an expansion of the DfE requirements for two year olds, however, as eligibility requirements are not yet clear, the increase of £0.6m will be held in contingency at this stage.

Impact Assessment for CYP12.01 Children Centres

Further implementation of current strategy to ensure childcare provision in Children's Centres is fully sustainable, managing both income and expenditure.

Impact Assessment for CYP12.02 Early Year Advisors

Prioritisation of teaching capacity in Children's Centres in areas of greatest need, within the context of a review of the strategy for early years and school improvement.  

Impact Assessment for CYP12.03 Placements for CLA

Demographic increase of CLA from 465 to 514 this year, an increase of 10.5%. This is placing further pressure on fostering and residential provision.  

Impact Assessment for CYP12.04 Remand

The impact of the Legal Aid, Sentencing, and Punishment of Offenders Bill. The Youth Justice Board intends to change the way in which costs associated with remand are paid, transferring full responsibilities to Local Authorities

Impact Assessment for CYPC 12.01 Basic Need inc New Schools

Basic Need for additional school places, including new schools.  

Impact Assessment for CYPC 12.03 Temporary Classroom Replacement Programme

Replacement of poor condition temporary buildings required for capacity. 

Impact Assessment for CYPC 12.06 Schools Access Initiative

Schools Access Initiative: Adaptations to mainstream schools to enable them to accommodate pupils with disabilities; provision of equipment to support the pupils in school.

Impact Assessment for CYPC 12.07 Autism Spectrum Disorder Units

Development of new Autism Spectrum Disorder Resource Bases.   

Impact Assessment for CYPC 12.09 Penrose Special School Replacement

Replacement of Penrose Special School.  

Impact Assessment for CYPC 12.10 CLA Minor Works

Condition and Improvement work at Somerset County buildings housing Children Looked After. 

Impact Assessment for CYPC 12.11 Capitalised Structural Repair and Maintenance

Planned structural repair and improvement of existing school property.


Impact Assessment for CMY 11.01 Adult Social Care

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

Post February Changes -
2013/14 Savings Accelerated into 2012/13 by speeding up delivery of above actions

Impact Assessment for CMY11.02A Commissioning Care

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. 

Impact Assessment for CMY11.03 PLUSS efficiency
The PLUSS contract will deliver a 25% saving over 3 years.

Impact Assessment for CMY11.04 ASC Policy

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.

Impact Assessment for CMY11.05 Efficiency SSL
Implement a 20% reduction in the management fee paid to SLL across the next three financial years. Maximum reduction option within existing contract.

Impact Assessment for CMY11.06 Heritage

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.

Impact Assessment for CMY11.10A Reduction in BS Support

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


Impact Assessment for CMY11.11 Community Care

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.


Impact Assessment for CMY11.16 Active Lives
Restrict long term / high intensity day care provision to 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). 

Impact Assessment for CMY11.17 In-House Care
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.

Impact Assessment for CMY11.18 Support for Adults with Disabilities
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. 

Post February changes -
2013/14 Savings Accelerated into 2012/13
We are able to achieve the savings described above more quickly that initially expected

Impact Assessment for CMY11.19A RFID

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 the library budget. The detailed proposal has been changed following public consultation. The proposal retains 4 Hub libraries, all market town libraries, funding for 4 community libraries and 2 mobiles. In addition resources and support will be available to help 11 communities who might otherwise lose their libraries to develop plans to maintain them where possible.

Post February Changes -
2012/13 Savings reduction part deferred into 2013/14
The reduction has been made following the result of the Judicial Review - delaying all front line savings while a thorough review is undertaken

2012/13 replacement saving option
Revised saving option described in separate Proposal Form CMY11.19a for clarity. Revised savings proposals include increased RFID and further service savings

Impact Assessment for CMY11.20 (Chamberlain st)

Impact Assessment for CMY11.20 (Finance & property staffing)

Impact Assessment for CMY11.20 (Housing Related Services)

To reduce the overall Care & Support budget by:
Continuing to modernise and redesign services.
Reviewing value for money and effectiveness of a range of care and support services.
If this is insufficient to deliver the saving required then, in addition to reduce spend by cutting areas of support activity. Limiting service specifications to include only those interventions that reduce risk of physical harm, respond to an immediate threat of homelessness or prevent avoidable health and social care interventions

Post February Changes -
Introduction of a new system of prevention and reablement has to be introduced alongside existing support mechanisms to manage the impact on individuals, necessitating dual running over the medium term. This reduction is compensated by CMY 11.22 below.

Impact Assessment for CMY11.21 Substance Misuse

Small reduction in SCC contribution to the Drug and Alcohol pooled budget. Priority will be to find further efficiencies and to trim service costs.

Impact Assessment for CMY11.22 Community Services

Additional ONE-OFF savings from work to redesign and re-commission care. Focused on managing demand for health and social care by strengthening reablement and other preventative activity.

Post February Changes -
Additional ONE-OFF saving to offset the one off reduction reduction in the saving in CM 11.20

Impact Assessment for CMY12.01 Transfer NHS duties

Transfer of statutory responsibilities for the NHS - Healthwatch, Complaints Advocacy & Deprivation of Liberty Safeguards - Supported through additional funding via the DH Learning Disabilities and Health Reform Grant. 

Impact Assessment for CMY12.02 Supported Employment

Lease rental provision resulting from re-provision of Supported employment premises (Northgate)

Impact Assessment for CMY12.03Policy/ restructure efficiencies

Deliver further savings released as a result of revised policy and changes of delivery, agreed as part of the 2011/12 to 2013/14 MTFP process.

Impact Assessment for CMY12.04 Restructure and Reduce Statutory Burden
Deliver further savings made available through efficiencies in the LD service redesign, focussing on service support mechanisms within LD and across the Directorate and reduced costs in relation to supporting CQC and CRB processes 

Impact Assessment for CMY12.05 Blue Badge

Deliver savings released as a result of revised Blue Badge arrangements and charging effective from 2012.

Impact Assessment for CMY12.06 Demography pressures

Demographic change ensuring that increases in the number of service users within Older People, Learning Disability, Physical Disability and Mental Health Services requiring support under the Fair Access to Care Services (FACS) are funded.  

Impact Assessment for COMC 12.02 Conservation and Enhancement

Capital funding is required to support ongoing heritage conservation projects around Somerset. Work is carried out each year to protect and enhance Somerset's historic built environment.

This programme draws in significant external investment to care for and protect Somerset's historic environment on a ratio of 3 parts external funding to 1 part internal funding.

The programme makes a major contribution to the care of Somerset's historic environment at low cost to the County Council. The works help to enhance the county's beautiful surroundings and promote Somerset and its heritage tourism offer.


Impact Assessment for COMC 12.03 LD Basic Need

Capital funding is required for the adaptation and improvement of accommodation for service users to ensure that service users' care and support needs can be met appropriately. The adaptations and improvements to accommodation will help service users to live safely in their current accommodation. This accommodation includes day centres and residential care facilities. Investment is required to ensure a proper standard of care can be delivered. If capital funding is not available through this bid, it would have to be found elsewhere as a lack of funding could result in SCC being unable to meet its statutory obligations with potentially serious implications. 

This is an annual provision to meet service standards and changing legislative requirements, including Registration, Health and Safety, Risk Management, Fire Precautions, Environmental Health, Disability Discrimination Act, Planning and Building Regulation requirements and Arjo bath and hoist replacements.

Impact Assessment for ENV11.01 Admin

Savings 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

Impact Assessment for ENV11.02A Increased income

Impact Assessment for ENV11.02B Major Schemes budget

Impact Assessment for ENV11.02C Economy

Impact Assessment for ENV11.02E Deletion regeneration funding

Impact Assessment for ENV11.02F Road Safety Operational Budget

Impact Assessment for ENV11.02G Reduce operational budget

Impact Assessment for ENV11.02H Scientific Services - management efficiencies

Impact Assessment for ENV11.02J Reduce project commissioning

Impact Assessment for ENV11.02K Staff reductions

Impact Assessment for ENV11.02L Reduced management and service capacity within physical regeneration

Impact Assessment for ENV11.02M Reduce service level - Scientific Services

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 has reduced. Reduced major schemes and local transport programme will be mirrored in a group restructure and reduction in 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.

Strategic Planning - Reduction in non-priority work areas such as performance management, accessibility planning, travel-plan marketing, and strategic housing activities.

Road safety - Safecam operation externally delivered by Avon and Somerset Constabulary enabling available resources to be channelled into SCC delivery activity and allowing reduction in residual SCC road safety budget.

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.

Post February Changes -
2012/13 SafeCam efficiencies saving removed 100k as closure of project is now complete
To be replaced by increased savings in the Road Safety Operational Budget 100k

2013/14 Savings Accelerated into 2012/13
£70k Accelerate the planned reduction of the operational budget

Impact Assessment for ENV11.03A Restructuring

Impact Assessment for ENV11.03B Expand provision of Health Service Transport

Impact Assessment for ENV11.03C Contract Consolidation

Impact Assessment for ENV11.03E Smartcard Ticketing

Impact Assessment for ENV11.03I Reduced Accessible Transport Services

Major reductions in subsidies to bus services will reduce the bus network by approximately half. Reduction in accessible transport services. 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.
Post February Changes -
2012/13 £200k reduction to Smartcard Ticketing saving to reflect realistic projections following discussions with operators
£80k reduction to County Ticket saving to reflect the current operating status of the scheme which remains on projection to break even only,
£50k reduction to Accessible transport saving to reflect that this has been an overspending budget area, albeit with budget now controlled, and
£20k increase to Contract consolidation saving

£100 reduction to Smartcard Ticketing saving to reflect realistic projections
£40k increase to Contract Consolidation saving

2013/14 Savings Accelerated into 2012/13
£740k Accelerate the planned reduction in support for subsidised bus services
£50k Accelerate planned staffing reductions

Impact Assessment for ENV11.04A Waste Collection - extension of contract

Impact Assessment for ENV11.04B continue reduced HWRC opening hours

Impact Assessment for ENV11.04C Fees and Charges - HWRC

Impact Assessment for ENV11.04D Reduction in Head Office Budget

Impact Assessment for ENV11.04E SWP reduction in RC Maintenance Budget

Impact Assessment for ENV11.04F Reduction in Waste Volumes

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.
Post February Changes -
2012/13 and 2013/14

Re-calculation of savings between Districts and SCC.

The Somerset Waste Board has reviewed its savings options to met the SCC target of £671.5k at its meeting on 16th December 2011. Because the drop in waste volumes appears significantly in excess of our previous estimates of nearly 2 years ago, officers believe that the majority (c£583k - £619k) of this saving can now be delivered from continuing to reduce volumes. By including smaller savings around maintenance at Recycling Centres and some Head Office costs, the previous savings on the Recycling Centre services are not now required to meet this target.

Impact Assessment for ENV11.05A Countryside and Coast

Impact Assessment for ENV11.05B Trading Standards Enforcement Officer

Impact Assessment for ENV11.05C Planning Control/ Rights of way

Impact Assessment for ENV11.05E Planning Control - legal support

Impact Assessment for ENV11.051E Reduce Area Wardens

Impact Assessment for ENV11.05F Rights of Way - Area Wardens

Impact Assessment for ENV11.05G SALIX

Impact Assessment for ENV11.05I Rights of Way - Modification Officer

Impact Assessment for ENV11.05J ENP Agency Payments

Impact Assessment for ENV11.05K Natural Environment Policy

Impact Assessment for ENV11.05L Minerals and Waste

Impact Assessment for ENV11.05M Civil Contingencies

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.
Post February Changes - 2012/13
Rights of Way savings were re-profiled to take advantage of a vacant post, but to accommodate difficulties in applying TUPE related changes to staff terms. The total amount to be saved remains the same over the 2-year period.

Removal of £120k saving associated with possible income from wind energy initiative following Cabinet Member decision, based on issues relating to potential return and availability of sites.

Impact Assessment for ENV11.06A Highways - contract procurement and legal

Impact Assessment for ENV11.06B Signal Design Consultancy

Impact Assessment for ENV11.061B LED & Low Voltage Controllers

Impact Assessment for ENV11.06C LED & Low Voltage Controllers

Impact Assessment for ENV11.06D Highways - VR

Impact Assessment for ENV11.06E Street & Parking enforcement

Impact Assessment for ENV11.06G Street works penalties

Impact Assessment for ENV11.06H Camera enforcement of bus gates

Impact Assessment for ENV11.061H Traffic management staffing reduction

Impact Assessment for ENV11.06I Surplus income from Districts

Impact Assessment for ENV11.06J Reduced highway lighting hours

Impact Assessment for ENV11.06K Reduce highways lighting, general maintenance

Impact Assessment for ENV11.06L Stop all weed killing

Impact Assessment for ENV11.06M Traffic management

Impact Assessment for ENV11.06N Reduce gully emptying

Impact Assessment for ENV11.06P High amenity grass cutting

Impact Assessment for ENV11.06Q Traffic management - staff reductions

Impact Assessment for ENV11.06R Reduce bridge maintenance

Impact Assessment for ENV11.06S SCC contribution to parish lengthsman

Impact Assessment for ENV11.06T Reduce provision of emergency service

Impact Assessment for ENV11.06U Ditching, grip cleaning & outfall clearance

Impact Assessment for ENV11.06V Drainage jetting

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.

Post February Changes -
Reinstatement of legal contract support - reduced future funding provision will require consultation & re-negotiation of some of the existing contracts across the directorate.

2013/14 Savings Accelerated into 2012/13
£10k Use of LED and Low Voltage controllers and equipment
£110k Accelerate planned staffing reductions
£200k Reduce highways lighting, general maintenance and inspection
£100k Reduce all gully emptying to once every 2 years
£15k Reduce Bridge Maintenance
£100k Reduce provision of emergence service

Impact Assessment for ENV11.16 DEFRA Grant Allocation to Lead Local Flood Authorities

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.

Impact Assessment for ENV12.03A Transporting Somerset

Changes to the concessionary fares reimbursement formula proposing to offer a reimbursement rate of 55.5% of the Average Adult Equivalent Fare (AAEF) for a given operator for each concessionary trip starting in Somerset.

Impact Assessment for ENV12.03B Post 16 Transport

The post-16 Transport budget requires £378k to meet its obligations in 2011/12 and beyond. In 2011/2012 this was addressed through a release of funds held in reserves (£315k Accessible Transport Grant together with £63k general reserves). This proposal is to make a permanent addition to the base budget to support these 22 specific routes.

Impact Assessment for ENV12.04 (Replaces ENV10.06) Landfill Tax increases

Mandatory Year 3 increase in landfill tax of £8/tonne per year to £80/tonne

Impact Assessment for ENV12.05 (Replaces ENV10.03) Carbon Reduction

Mandatory Year 3 increase in tax on Carbon Reduction Commitment as estimated in accordance with Department of Energy and Climate Change's indicative proposals. 

Impact Assessment for ENV12.05A Planning control
Through local fee setting, based on justified costs of providing the service, SCC should be more able to recover its costs in dealing with Planning Applications. This will result in higher planning fees for developers, however planning fees will remain a small part of the overall costs of development. The quality of service for those consulted about or commenting on planning applications should remain unchanged.

Impact Assessment for ENV12.05B Gypsy budget

To strip out of the Gypsy & Travellers' budget all the income and expenditure associated with running these sites, leaving only sufficient budget for our enforcement responsibilities in relation to our own land/highways.

Impact Assessment for ENV12.06A Business Manager

Impact Assessment for ENV12.06B Engineering Consultancy & Networks Contracts Programme Management
Impact Assessment for ENV12.06C Funding for legal expert for enforcement issues

Impact Assessment for ENV12.06D Software and Data transfer

Impact Assessment for ENV12.06E Acquisition of land for minor revenue schemes

Post saving The new Network Management Contract with Atkins has identified efficiency savings through the streamlining of contract governance procedures and improvements in contract management systems. Savings include reduced attendance at contract meetings and changes to computer software data transfer. The savings also include the loss of a Business Manager post  

Impact Assessment for ENV13.04A Anaerobic Digestion plant implementation

Commissioning of Somerset Based Anaerobic Digestion Plant  

Impact Assessment for ENVC 12.01 Vehicle Fleet

In line with the objectives of the MFTP (Medium Term Financial Plan) 2012/13, the Transporting Somerset Group is required to make budget savings.  One of the savings proposed is "a reduction in the capital expenditure for fleet management".

The Capital funding shortfall is £700,700 during 2012/13.

The proposal is to end borrowing and limit the Capital Budget for the Council's Transport Fleet replacement to £1121,000 including top up. The council run a fleet of around 500 vehicles used to provide services across the whole council. The proposed budget is significantly below that required (£1,821,700) to replace vehicles that are beyond their optimum economic life.

Annual investment is required to ensure council vehicles are roadworthy and fit for purpose, this is particularly important as many vehicles are used to carry children and vulnerable adults.

The 7-year target to replace conventional cars and vans would not be achieved, which will incur considerable additional maintenance costs (7th year maintenance costs are £1,537 per vehicle per year, greater than a new vehicle + non tendered risks @ approx £800 x 33 Vehicles £26,400). This, along with any additional fuel costs would have to be met from each directorate's revenue budget - New vehicles are more environmentally friendly and fuel efficient.

Deferring replacement increases in Capital funding will impact demand for future years.

Impact Assessment for ENVC 12.02 Highways

This budget relates to capital funded maintenance of the highway asset including carriageway, footway, drainage, safety barriers and structures   

Impact Assessment for ENVC 12.04 Taunton & Bridgwater Canal

The waterway corridor affected extends from the Silk Mills Park and Ride and Local Nature Reserve along the Tone through Taunton, beside the canal to Bridgwater Docks and along the Parrett to the Exchange and Dunball where a new Park and Ride is proposed.

Works proposed include surfacing paths for cyclists, providing facilities to encourage use on the river, further open space development and community woodland. Modifications to 5 swing bridges on the canal is also planned to simplify operating mechanisms and reduce future maintenance costs.

The result will be an improved river and canal corridor with residents and tourists able to use both the waterway and paths more freely.

Impact Assessment for ENVC 12.06 Rights of Way

The capital receipt for works to bridges on Somerset's rights of way network.

Impact Assessment for ENVC 12.08 Highway Lighting

This budget relates to capital funded maintenance of the highway asset - highway lighting which includes illuminated traffic signs and bollards.    

Impact Assessment for ENVC 12.09 Traffic Signals

The capital receipt for works to refurbish Traffic signal installations which are past their design life.

Impact Assessment for ENVC 12.10 NIDR

This budget (c£15M) relates to the Capital approval secured from the Department for Transport to commence construction of the Northern Inner Distributor Road in 2012(subject to confirmation of Compulsory Purchase Order and Side Roads Order). The scheme will provide an alternative east-west route across Taunton thus easing congestion in the town centre and providing access to significant areas of brownfield land for regeneration, in accordance with the aims of Project Taunton. Part of the funding will reimburse the major projects budget for rechargeable expenses already incurred (c £1m through the lifetime of the scheme to date) as part of the scheme preparation, land assembly and preparatory works.    


Impact Assessment for RES11.02 Finance & Property Staffing

Reduce staffing across all retained functions and reduction in NNDR for County Hall
Post February Changes - 2012/13 and 2013/14 Values subsumed into wider contract renegotiations in both financial years

Impact Assessment for RES11.14 Registration

Change in T&Csp;Cs and Increased AP Income  

Impact Assessment for RES12.01 Legal

This budget pays for all non-service specific legal advice eg corporate governance, member support, officer appeals and judicial reviews. Increasing pressure on these areas means a requirement for additional funding  

Impact Assessment for RES12.02 Building repairs

Programmed maintenance and structural work on the non-school estate: health and safety works such as Asbestos removal; Fire Precautions and DDA Access to safely maintain SCC buildings and ensure compliance with relevant statutory legislation. In previous years a bid for £500,000 per annum would have been made for capital resources, however at a time of rapid organisational change it is necessary to have the ability to respond flexibly to demands for improvement and alteration work to buildings alongside the normal planned maintenance programme. In light of this need a bid for comparable ongoing revenue resources has been made. This does not prevent capital works being undertaken but does allow smaller scale alterations that would not normally be classified as capital to be completed. The bid is for less than previously requested in acknowledgement that the continued sale and divestment of property assets will reduce demand for investment in property maintenance - particularly reactive repairs.

RES12.03 Member support
Additional officer support is required for new functions such as the Member Champion for the Armed Forces and the Health and Well-being Board.  

Impact Assessment for RES12.04 Coroners
This reduction is a normalisation of the budget based on recent trend analysis

Impact Assessment for RES12.05 Audit Fees

The fees charged by our external auditors have reduced due to improved internal processes and reduced statutory audit requirements (e.g CAA)

Impact Assessment for RES12.06 Subscriptions

The fees charged by our external auditors have reduced due to improved internal processes and reduced statutory audit requirements (e.g CAA)

Impact Assessment for RES12.07 Change Programme

This is the one off funding necessary to implement the SCC Change Programme. The programme itself will lead to informed commissioning, better customer experience, stronger local engagement and value for money. Significant cost savings will be delivered through the programme.
The Implementation Phase will require a number of blended skills and capabilities during the 18 month Programme. In some cases one off specialist skills will be sought externally to minimize the cost to the Council. However, where external resources are procured, where appropriate, a comprehensive skills and knowledge transfer programme will be implemented to ensure value for money.

Impact Assessment for RESC 12.03 Change Programme

1.1 Local Government, along with other Public Sector partners is experiencing unprecedented change driven by Central Government. The challenges currently being tackled by Somerset County Council include: significant budget reductions, major policy change, increasing demand for services due to an ageing population and economic climate, Academies and a new relationship with schools, as well as limited capacity to bridge any funding gaps locally. The Authority is also set to take on new responsibilities such as Public Health and also, under the Localism Act and Open Public Services White Paper will have the ability to transfer power to communities as well as open up more public services to competition.

1.2 It is clear the Somerset County Council needs to change. The Council needs to build a new relationship with partners, communities and residents and challenge itself to find new ways of working and delivering services to address need locally. The council has planned how to begin a new model for meeting need and providing sustainable services.

1.3 The County Plan, which was signed off by Full Council on the 25th May 2011 sets the overall direction for the authority - the 'what'. Its focus is on protecting vulnerable children and adults; developing the economy and making the organisation more 'fit for purpose'. The Change Programme will redefine the future shape, role and purpose of the Authority - the 'how'.

1.4 On the 9 May 2011Cabinet approved the principles and way forward for the Change Programme. The Change Programme has two distinct phases. The first, Design Phase was approved by Cabinet on 6th July 2011 and completed its deliverables at the end of September 2011. This phase of the programme has now been closed.

1.5 The second, Implementation Phase will run from October 2011 until March 2013. The Programme Plan and outline Business Case for the Implementation Phase was approved by Cabinet on the 7th December 2012.

1.6 The Implementation Plan set out the context for change and strategic objectives; provides a summary of the design phase and what has been achieved to date as well as drawing upon some lessons learnt; the Implementation deliverables with a particular focus on the next six months including the risks, impacts, issues and constraints; the Business Case for change including investments and benefits both financial and non financial to be secured; how the programme will be governed, resourced and performance managed; and finally a critical path setting out the milestones between now and 2013.

1.7 The SCC Change Programme is made up of 3 functions and 4 workstreams of Change which include:

1.8  Functions:
1. Business Support
2. Commissioning
3. Customers & Communities 

Service Review
Service Implementation
New Ways of working
Organisational Change
The nature of the Change Programme means that it is most appropriate to assess the impacts of change as they are developed - for example, when considering changing a service as part of undertaking a service review - a full Impact Assessment will form part of the information and analysis on which Cabinet will make their decisions. This strategic Impact Assessment is for the whole programme and sets out the approach and key considerations; and builds upon the Impact Assessment work undertaken in the Design phase of the programme. In addition, each workstream / function will produce Impact Assessments for the whole workstream and/or deliverable as appropriate and these will be revisited in preparation for key decisions being made.

As part of the governance of the Programme a Design Authority has been set up. This Group consists of a number of key specialists whose role is for example to provide challenge, support and undertake a quality assurance role. Additionally, the Design Authority will be responsible for considering and assessing the overall and cumulative Corporate Change Impact to ensure that this is appropriately reviewed and communicated and that proactive steps are taken to identify where there may be multiple impacts affecting the same area.

Through the involvement of Scrutiny Committee, Audit Committee, Internal Audit and the Member Overview Group sessions which are part of the Governance arrangement for the Programme, Impact assessments for the Change Programme will evolve and shape.  In addition the arrangements with JNF and the Change Management Readiness Assessment which has been commissioned will strengthen and support our approach.

Impact Assessment for RESC 12.04 Desktop Refresh

Annual refresh of desktop and laptop computer equipment for staff.


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