Appendix F Housing Services 2012/13 2014/15 OUTTURN OUTTURN ORIGINAL ORIGINAL BUDGET BUDGET Housing Services £'000 £'000 £'000 £'000 Employees 430 425 529 535 Premises 2 0 2 2 Transport 7 8 11 11 Supplies and Services 3089 3580 3798 3796 Contribution to/from Funds 28 362 -56 -57 Third Party Payments 566 170 670 616 Income -3258 -3737 -3967 -3991 Controllable Budget 864 808 987 912 Uncontrollable Budget 156 174 155 154 Total Budget 1,020 982 1,142 1,066 Staff Numbers 2013/14 2014/15 ORIGINAL ORIGINAL BUDGET BUDGET FTE 17.00 17.00 Headcount 19.00 19.00 Existing Savings Targets Description 2015/16 2016/17 2017/18 £000 £000 £000 150 0 0 0 100 0 Procurement 30 30 0 30 30 0 Total Existing Savings Targets 210 160 0 Potential Quick Wins Identified by Service Potential Efficiency Measures Identified by Service Potential Income Generation Measures Identified by Service Potential Suitable Alternative Delivery Models Identified by Service Visible Services & Housing Reshaping Service Summary 2014/15 Service Description Directorate - Visible Services & Housing Reduction in Homelessness Bed & Breakfast Budget To identify and provide excellent housing support services meeting the needs of our residents, increase the supply of affordable housing and significantly reduce and prevent homelessness in the Vale Savings could be made to the Supporting People Service if the Vale and neighbouring authorities undertook joint service reviews and could reduce duplication and the number of staff required to undertake them. Not filling staff vacancies. Would result in reductions in performance and additional workload pressures. Would also result in backlog and increased temporary accommodation cost and failure to fulfil grant conditions. Stopping S180 payment to third sector organisations providing homelessness services would lead to increased demand on existing statutory service and in the case of one grant it may lead to potential increases in young person homelessness. Increase Landlord contributions for the HOMES4U scheme. Introduce a charging structure for the landlord’s use of the Accessible Homes Service. Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies, Co- production 2013/14 Reduce Temporary Accommodation budget Reduction in budget (better use of temporary accommodation) 1
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Appendix F
Housing Services
2012/13 2014/15
OUTTURN OUTTURN ORIGINAL ORIGINAL
BUDGET BUDGET
Housing Services £'000 £'000 £'000 £'000
Employees 430 425 529 535
Premises 2 0 2 2
Transport 7 8 11 11
Supplies and Services 3089 3580 3798 3796
Contribution to/from Funds 28 362 -56 -57
Third Party Payments 566 170 670 616
Income -3258 -3737 -3967 -3991
Controllable Budget 864 808 987 912
Uncontrollable Budget 156 174 155 154
Total Budget 1,020 982 1,142 1,066
Staff Numbers 2013/14 2014/15
ORIGINAL ORIGINAL
BUDGET BUDGET
FTE 17.00 17.00
Headcount 19.00 19.00
Existing Savings Targets
Description 2015/16 2016/17 2017/18
£000 £000 £000
150 0 0
0 100 0
Procurement 30 30 0
30 30 0
Total Existing Savings Targets 210 160 0
Potential Quick Wins Identified by Service
Potential Efficiency Measures Identified by Service
Potential Income Generation Measures Identified by Service
Potential Suitable Alternative Delivery Models Identified by Service
Visible Services & Housing Reshaping Service Summary 2014/15
Service Description
Directorate - Visible Services &
Housing
Reduction in Homelessness Bed & Breakfast Budget
To identify and provide excellent housing support services meeting the needs of our residents, increase the
supply of affordable housing and significantly reduce and prevent homelessness in the Vale
Savings could be made to the Supporting People Service if the Vale and neighbouring authorities undertook
joint service reviews and could reduce duplication and the number of staff required to undertake them.
Not filling staff vacancies. Would result in reductions in performance and additional workload pressures.
Would also result in backlog and increased temporary accommodation cost and failure to fulfil grant
conditions.
Stopping S180 payment to third sector organisations providing homelessness services would lead to
increased demand on existing statutory service and in the case of one grant it may lead to potential increases
in young person homelessness.
Increase Landlord contributions for the HOMES4U scheme. Introduce a charging structure for the landlord’s
use of the Accessible Homes Service.
Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies, Co-
production
2013/14
Reduce Temporary Accommodation budget
Reduction in budget (better use of temporary
accommodation)
1
Appendix F
Responsive Maintenance
Directorate - Visible Services &
Housing 2012/13 2014/15
OUTTURN OUTTURN ORIGINAL ORIGINAL
BUDGET BUDGET
Responsive Maintenance £'000 £'000 £'000 £'000
Employees 1,009 1,127 1,271 1,267
Premises 130 56 55 73
Transport 247 239 130 125
Supplies and Services 1696 1752 1616 1684
Contribution to/from Funds 0 0 0 0
Third Party Payments 0 0 0 0
Income -3505 -3484 -3440 -3506
Controllable Budget -423 -310 -368 -357
Uncontrollable Budget 486 437 356 344
Total Budget 63 127 -12 -13
Staff Numbers 2013/14 2014/15
ORIGINAL ORIGINAL
BUDGET BUDGET
FTE 38.09 40.79
Headcount 39 43
Existing Savings Targets
Description 2015/16 2016/17 2017/18
£000 £000 £000
None 0 0 0
Potential Quick Wins Identified by Service
Potential Efficiency Measures Identified by Service
Potential Income Generation Measures Identified by Service
Potential Suitable Alternative Delivery Models Identified by Service
Visible Services & Housing Reshaping Service Summary 2014/15
Service Description
2013/14
All identified quick wins have been implemented.
Restructure to remove duplication and inefficiencies across directorates, improving communication with
schools and public buildings to ensure head teachers know who to contact in the first instance.
To investigate mechanisms and opportunities to provide this service to other local agencies and neighbouring
organisations.
Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies, Co-
production.
Forms part of the building services trading account, offering a responsive maintenance repairs service to
housing and public buildings / schools.
2
Appendix F
Planned Maintenance
Directorate - Visible Services &
Housing 2012/13 2014/15
OUTTURN OUTTURN ORIGINAL ORIGINAL
BUDGET BUDGET
Planned Maintenance £'000 £'000 £'000 £'000
Employees 632 484 776 441
Premises 43 49 62 84
Transport 43 34 230 178
Supplies and Services 1188 1565 1468 1312
Contribution to/from Funds 4 0 0 0
Income -9 9 0 0
Internal Recharges -2182 -2229 -3031 -2369
Controllable Budget -281 -88 -495 -354
Uncontrollable Budget 313 188 491 358
Total Budget 32 100 -4 4
Staff Numbers 2013/14 2014/15
ORIGINAL ORIGINAL
BUDGET BUDGET
FTE 17.21 12.63
Headcount 18 13
Existing Savings Targets
Description 2015/16 2016/17 2017/18
£000 £000 £000
None
Potential Quick Wins Identified by Service
Potential Efficiency Measures Identified by Service
Potential Income Generation Measures Identified by Service
Potential Suitable Alternative Delivery Models Identified by Service
Service Summary
Visible Services & Housing Reshaping Service Summary 2014/15
2013/14
Forms part of the building services trading account, offering bespoke improvements, maintenance repairs
and building remodelling, cyclical maintenance.
Building compliance for client managers delivering asbestos, electrical legionella, fire, lift maintenance and
gas servicing.
No short term gains for quick win identified.
Increase in sales will have a positive impact on overhead distribution and see service costs improve in value
for money. Additionally, increase a confidence in the future order book will enable a robust business plan to
be developed which will improve team rationale, opportunity and reduce reliance on subcontractors.
Re-structuring of the department will assist in managing peak and troughs of workload thereby facilitating
sustainable supervision, training, service quality and value for money.
Restructure to remove inefficiencies and duplication currently existing with client teams across the authority.
Potentially seeking to market the service to neighbouring organisations.
Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies, Co-
production
3
Appendix F
WHQS Team
Directorate - Visible Services &
Housing 2012/13 2014/15
OUTTURN OUTTURN ORIGINAL ORIGINAL
BUDGET BUDGET
WHQS Team £'000 £'000 £'000 £'000
Employees 858 1,260 1,105 1,274
Premises 58 113 11 46
Transport 78 119 105 178
Supplies and Services 1632 2376 715 2048
Contribution to/from Funds -16 0 0 0
DSO Surplus 10 37 0 0
Internal Recharges -3032 -4566 -2179 -3923
Controllable Budget -412 -661 -243 -377
Uncontrollable Budget 329 523 253 386
Total Budget -83 -138 10 9
Staff Numbers 2013/14 2014/15
ORIGINAL ORIGINAL
BUDGET BUDGET
FTE 14.61 16.50
Headcount 15 17
Existing Savings Targets
Description 2015/16 2016/17 2017/18
£000 £000 £000
None
Potential Quick Wins Identified by Service
Potential Efficiency Measures Identified by Service
Potential Income Generation Measures Identified by Service
Potential Suitable Alternative Delivery Models Identified by Service
Service Description
Increase in turnover will have a positive impact on overhead distribution and see service costs improve in
value for money. Additionally, increase confidence in the future order book will enable a robust business plan
to be developed which will improve team rationale, opportunity and reduce reliance on subcontractors.
Forms part of the building services trading account, offering improvements and modernisation of internal and
external Council housing stock. Providing disabled adaptations to public and private sector housing teams.
Major adaptations. Ad hoc improvement projects works for grant delivery and community sustainability. Void
maintenance.
No short term gains for quick win identified.
Visible Services & Housing Reshaping Service Summary 2014/15
2013/14
The only additional income stream currently available is through WHQS framework arrangements and a
movement away from external contractors towards the WHQS team.
Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies, Co-
production
4
Appendix F
Compliance Team
Directorate - Visible & Housing
Services 2012/13 2014/15
OUTTURN OUTTURN ORIGINAL ORIGINAL
BUDGET BUDGET
Compliance Team £'000 £'000 £'000 £'000
Employees 91 161 79 243
Premises 0 2 0 0
Transport 4 10 6 8
Supplies and Services 3 5 5 7
Contribution to/from Funds 0 0 0 0
Third Party Payments 0 0 0 0
Income 0 0 0 0
Internal Recharges -138 -305 -134 -370
Controllable Budget -40 -127 -44 -112
Uncontrollable Budget 51 116 43 112
Total Budget 11 -11 -1 0
Staff Numbers 2013/14 2014/15
ORIGINAL ORIGINAL
BUDGET BUDGET
FTE 3.00 7.00
Headcount 3 7
Existing Savings Targets
Description 2015/16 2016/17 2017/18
£000 £000 £000
None
Potential Quick Wins Identified by Service
Potential Efficiency Measures Identified by Service
Potential Income Generation Measures Identified by Service
Potential Suitable Alternative Delivery Models Identified by Service
Service Description
Considered as part of other Building Maintenance Baseline Assessments.
Considered as part of other Building Maintenance Baseline Assessments.
Considered as part of other Building Maintenance Baseline Assessments.
Visible Services & Housing Reshaping Service Summary 2014/15
2013/14
Considered as part of other Building Maintenance Baseline Assessments.
Considered as part of other Building Maintenance Baseline Assessments.
5
Appendix F
Building Cleaning
Directorate Visible Services &
Housing 2012/13 2014/15
OUTTURN OUTTURN ORIGINAL ORIGINAL
BUDGET BUDGET
Building Cleaning £'000 £'000 £'000 £'000
Employees 1,894 1,783 2,006 1,988
Premises 55 34 10 52
Transport 48 36 73 49
Supplies and Services 144 90 111 112
Contribution to/from Funds 0 0 0 0
Third Party Payments 0 0 0 0
Income 0 0 0 0
DSO Surplus -19 5
Internal Recharges -2210 -2023 -2207 -2235
Controllable Budget -88 -75 -17 -40
Uncontrollable Budget 88 75 81 77
Total Budget 0 0 64 37
Staff Numbers 2013/14 2014/15
ORIGINAL ORIGINAL
BUDGET BUDGET
FTE 132.13 134.06
Headcount 308 289
Description 2015/16 2016/17 2017/18
£000 £000 £000
None 0 0 0
Potential Quick Wins Identified by Service
Potential Efficiency Measures Identified by Service
Potential Income Generation Measures Identified by Service
Potential Suitable Alternative Delivery Models Identified by Service
Service Description
Visible Services & Housing Reshaping Service Summary 2014/15
2013/14
Considered as part of other Building Maintenance Baseline Assessments.
None, all changes must be considered to determine the impact on the trading account and the services
viability. The service has recently responded to budget reductions in the office accommodation budget of
£250k in 2015/16 & £250k in 2016/17.
No efficiency measures have been identified. This is a service requiring a high level of manual input and
whilst some new machinery is available it would not have a significant influence on the ability to reduce
staffing levels or hours provided.
There is potential to increase the service internally, although this is limited to corporate clients. As stated
above there is some opportunity to review any added value the service may offer to the client base as a
result of its presence on site, although this is limited to a non-technical input.
Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies
Existing Savings Targets
6
Appendix F
Building Security & Courier
Directorate - Visible Services &
Housing 2012/13 2014/15
OUTTURN OUTTURN ORIGINAL ORIGINAL
BUDGET BUDGET
Building Security & Courier £'000 £'000 £'000 £'000
Employees 941 962 952 960
Premises 75 51 62 67
Transport 39 32 26 31
Supplies and Services 18 23 24 23
Third Party Payments 0 0 0 0
Income 0 0 0 0
DSO Surplus 6 39 0 0
Internal Recharges -1125 -1147 -1174 -1161
Controllable Budget -46 -40 -110 -80
Uncontrollable Budget 47 40 46 43
Total Budget 1 0 -64 -37
Staff Numbers 2013/14 2014/15
ORIGINAL ORIGINAL
BUDGET BUDGET
FTE 34.5 31.90
Headcount 36 32
Savings Targets
Description 2015/16 2016/17 2017/18
£000 £000 £000
None
Potential Quick Wins Identified by Service
Potential Efficiency Measures Identified by Service
Potential Income Generation Measures Identified by Service
Potential Suitable Alternative Delivery Models Identified by Service
None identified as all other service areas question their budgets.
Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies
Visible Services & Housing Reshaping Service Summary 2014/15
Building security and support services
All changes must be considered to determine the impact on the trading account and the services viability.
The service has recently responded to budget reductions in the office accommodation budget of £250k in
2015/16 & £250k in 2016/17.
The use of a central control for CCTV, access communications and concierge services would reduce staffing
levels but would require initial capital investment.