Personal Services Directorate - 2006/7 Budget Presentation

1. Personal Services Directorate - 2006/7 Budget Presentation 8th December 2005 53

2. Budget Characteristics • Big Budget - low flexibility • Little capacity for service development • Labour intensive - high staff costs • Policy driven agenda • National service frameworks • Rising demand - limited supply • Increasing public expectation 54

3. Budget Characteristics (cont.) • High public profile and exposure • Significant levels of audit and inspection • Desire for hypothecation • Pressures from external partners • Operationally accountable • Strategic capacity essential • Virement risky 55

4. Commitment to Modernise • Many examples of commitment to modernise and reshape services, e.g. • Housing Stock Transfer • Danygraig externalisation • Deregistration of Learning Disability establishments • Closure of 5 homes • Reviews of Fees and Charges • Learning Disability Day Services • Joint Disability Services/Joint Mental Health Day Services • BUT limited strategic capacity = limited pace of change 56

5. Social Services Scrutiny • Joint Review every 5 years • Review of Adult Services every 5 years • Review of Children’s Services every 5 years • Annual Performance Evaluation • Twice yearly inspections of individual services by the Care Standards Inspectorate • Direct Intervention • Plus generic scrutiny e.g. internal audit 57

6. SSIW Performance Evaluation 2005 • “The task with children’s services is to improve performance, focussing on targets set by the Chief Inspector”. • “…resources have had to be diverted from adult services to children’s services which has obviously had an impact on developments and the adult division’s ability to sustain and maintain improvements is threatened”. 58

7. Personal Services Budget Strategy • Meet existing and known demand (statutory requirement). • Stabilise existing services e.g by recruitment and retention. • Improve performance and support Corporate priorities e.g. children’s service agenda, protecting vulnerable people. • Create new and additional services e.g. reablement • Modernise and reshape services. 59

8. 2005/06 Revenue Budget – The Figures (1) 60

9. 2005/06 Revenue Budget – The Figures (2) £’M % Staff Costs 29.1 48.6 Other Costs 5.8 9.7 Payments to other Providers 25.0 41.7 Total Budgeted Expenditure 59.9 Income from Grants 9.6 Income from charges/other bodies 9.1 Net Budget 41.2 60

10. Services provided/commissioned include:- 61

11. Factors to consider • RSG Settlement - £45m for Adult Services in Wales • 2005/6 projected overspend reported at £1.3m • Children’s Services recovery plan • Joint Review Action Plan • Adult Services Action Plan • Joint Agenda with Health 62

12. ‘Specific’ Grants being transferred into RSG £000’s • Capacity grant 796 • Children first 636 • Mental handicap strategy 715 • Carers strategy 246 2,393 • This is not new money – already committed to existing services. • Vital that it is earmarked in full to Personal Services • The figures are provisional pending final settlement information. 63

13. What does this mean for us? 64

14. Growth Submission – Adult Services/Cross Directorate • Total = £2.069m • BUT only £0.355m is real service growth • The remainder is for: • Meeting existing/known demand • Stabilising existing services • Improving performance 65

15. Growth Submission – Children’s Services • Total = £1.419m • BUT none is for real service growth • It is for: • Meeting existing/known demand • Stabilising existing services • Improving performance 66

16. Case Study – Budget Strategy No.1 Stabilise existing services NO INCREASE IN CARE HOME FEES • Local Providers lose faith with BCBC • Some providers will refuse to contract with BCBC • Some providers may decide they are no longer viable • Some providers will require top up payments from families • Overall fewer places available for people needing residential care in BCBC area • Waiting lists for people wanting placements in BCBC area • Additional supports at home while people wait • Worsening performance on delayed transfers of care • More placements out of county • No alternative but to pay the going rate for out of county placements, hence increased fees paid anyway 67

17. Case Study – Budget Strategy No.2 Improve performance IMPACT OF INCREASE IN FOSTERING PAYMENTS • Increased satisfaction of BCBC carers • Carers will stay with BCBC,more may be attracted • More carers available overall • Less pressure on carers • More appropriate placements/less breakdowns • Fewer alternative placements needed • Less reliance on Out of County residential/independent Fostering Agencies • Less expensive placements overall/less overspend • Better outcomes for children 68

18. Case Study – Budget Strategy No.3 Create new or additional services IMPACT OF INVESTMENT IN HOME CARE SERVICES • Equitable re-ablement service across BCBC • Modernisation of home care services • Service user satisfaction with service • Less reliance on family/friends • Enables more input into prevention/rehabilitation • Positive impact on service user independence • Less crisis support needed later and less expensive • Wider benefits for community health and wellbeing 69

19. Reductions/Efficiency Savings • 2.5% target for 2006/7 equates to £1.03m • Options put forward generate a max of £0.74m in 2006/7 • But can generate at least £1.03m in 2007/08 and after 70

20. 2006/07 Budget – ‘Savings’ Proposals 71

21. SUMMARY • Significant pressures on budget driven by local,national and other agency needs • Must tackle children’s services agenda • Scope for efficiencies/economies is limited • Big budget/Little flexibility • Must find other ways of reshaping services 72