Agenda item

General Fund - Draft Revenue and Capital Budget

Meeting of Budget Meeting, Council, Thursday, 10th February, 2011 2.00 pm (Item 2.)

Replacement version of the report

Following significant work to examine two new options for Social Care and Wellbeing, which will deliver significant benefits to the Council if accepted, the General Fund Budget Report has been re-issued and now includes these options in Appendix 3 of the report.

Minutes:

The Council had before it (1) a report by the Director of Corporate Governance which presented a draft General Fund Revenue Budget for 2011/12; and (2) a further report by the Director of Corporate Governance which proposed a General Fund Capital Programme for 2011/12 and an indicative programme for 2012/13 to 2014/15.

The Council also had before it (1) by way of remit, the decisions of the Finance and Resources Committee of 1^st February 2011 (Articles 11 and 32 of the minute of that meeting refer) in respect of (a) an emergency motion by Councillor Kevin Stewart regarding voluntary redundancies; and (b) the roll out of the Accord Card, as well as a supplementary paper which the Finance and Resources Committee had requested; and (2) a further report by the Director of Corporate Governance which presented the business cases, or additional information requested, on the service options that had been presented to the Finance and Resources Committee on 2^nd December 2010, for those options that had been designated amber.

The report on the General Fund Revenue Budget had attached as appendices (1) an illustration of the Council’s five year position based on the data that had been derived from the Priority Based Budgeting (PBB) exercise; (2) the budget movement for each Directorate; (3) a full breakdown of the service options from Directorates, with the options categorised as either green (approved), amber (further detail required) and red (not taken any further); and (4) the position on working balances as at 1^st April 2010 after taking account of the known commitments, as per the period 8 monitoring position for 2010/11.

The report advised of the updated current position, as per Appendix 1 to the report, highlighting that total projected expenditure less total funding was £6.137million. Further savings proposals, as contained within Appendix 3 to the report, totalled £8.209million. Appendix 2 to the report showed how the previously reported 2011/12 position had moved since reported to Council in December 2010.

The report touched upon additional growth items and highlighted that there was no pay award built into the base budget for staff in 2011/12, in line with national policy, however the budget did include an allowance for staff increments which was now related to performance.

In regard to funding, the report stated that the total funding available to the Council would be £450.311million, assuming Council Tax levels were frozen. The Council’s settlement figure from the Scottish Government was £336.715million, however £15.272million of that figure was dependent on a number of conditions being met which were summarised within the report. The report emphasised that Aberdeen City Council continued to be one of the lowest funded Councils in Scotland on a per head of population basis. The Scottish average was currently £1,907.70 per head compared to Aberdeen City Council receiving £1,579.31 per head. The report stated that if the Council were to receive the same level of funding as the local authority placed immediately above it in the league table, it would receive in excess of £22million in additional funding, and if it were to receive the national average this would increase to an additional £70million.

The report highlighted that the settlement from the Scottish Government was only for the financial year 2011/12 with no indicative budget for future years, therefore in projecting for future years, it had been assumed that a similar reduction to that for 2011/12 would be incurred.

The General Fund Revenue report recommended:-

that the Council -

(a) make recommendations in regard to a final package of savings and efficiency options from those outlined to achieve a balanced budget taking account of growth pressures and feedback obtained as part of the PBB exercise;

(b) agree the level of Council Tax for the financial year 2011/12; and

The General Fund Capital Programme report explained that in order to maintain its capital programme at affordable levels, it was essential that the Council adopted a clear asset management strategy. The aims of such a strategy should be to utilise the Council’s asset base in the most efficient and effective way thus ensuring that capital investment was focused on making the best use of that asset base. In conjunction with this, it was important that the use of assets was critically assessed in order to identify where assets could be rationalised and disposed of as appropriate, in order to provide funding which could then be invested in the remaining assets.

The report proposed that the assessed level of capital spend supported by the Council should be £40million, which took account of supported borrowing levels approved by the Scottish Government. A level of unsupported borrowing in 2011/12 had been included to take account of the significant step change that was being recommended to allow for a transition towards eliminating annual increases in borrowing.

The report summarised the work of the Corporate Asset Group, which had been tasked with developing an affordable and sustainable capital programme, and the process which had led to the proposed programme being developed.

The report appended (1) a summary of the programme under consideration and the funding available should it be approved; (2) details of all projects considered for inclusion in the programme, including the scoring factors determined by the Corporate Asset Group; and (3) the Prudential Indicators the Council needed to approve in order to allow delivery of the proposed programme, and explained that based on the programme appended to the report, the estimated total increase in capital financing costs from 2010/11 to 2014/15 was £4.182million, which effectively represented the cost the Council would have to meet.

In conclusion, the report stated that the Council was facing reduced revenue funding in the future, therefore it was important that the General Fund Capital Programme was set at a level which placed little or no reliance on borrowing such that future capital financing costs could be maintained as far as possible. The report added that once the programme was approved, regular monitoring would be undertaken and reported in detail to each service committee and in summary to the Finance and Resources Committee.

The General Fund Capital Programme report recommended:-

that the Council -

(a) consider and approve the General Fund Capital Programme for 2011/12 and indicative programme for 2012/13 to 2014/15 as per Appendix 1 to the report;

(b) note that the Corporate Asset Group would continue to work to develop a ten year capital programme in the first instance, with a view to developing a twenty year plan - this would include further consideration of those projects currently outwith the proposed programme; and

With reference to Article 11 of the minute of meeting of the Finance and Resources Committee of 1^st February 2011, the Council had before it the resolution of the Committee in relation to the emergency motion by Councillor Kevin Stewart on voluntary redundancies. The Finance and Resources Committee had resolved:-

to approve the successful motion as follows:

(i) to recommend to Council that in light of the Scottish Government’s announcement that Councils will receive flat cash settlements at the same level as proposed in the draft budget for 2011/12 up to 2014/15, officers be instructed to pursue six hundred voluntary redundancies;

(ii) to recommend to Council that the threat of wholesale compulsory redundancies is withdrawn;

(iii) to instruct that urgent meetings be set up with representatives of the Council’s workforce in order to negotiate an acceptable compromise centred on the principle of voluntary redundancy; and

(iv) to instruct officers to provide Council with the appropriate costed background papers, based on the outcome of these meetings, and that these papers be presented to elected members as part of the budget process.

With reference to Article 32 of the minute of meeting of the Finance and Resources Committee of 1^st February 2011, the Council had before it a report by the Director of Corporate Governance which provided an update on how the Accord Card could be rolled out to all residents of Aberdeen. The Finance and Resources Committee had resolved to instruct officers to investigate a tiered charging policy, and for options on an appropriate revised charging policy for Aberdeen City Council facilities to be reported to the Budget meeting of the Council this day in order for a decision to be taken in that regard. The Council also had before it the additional paper the Finance and Resources Committee had requested, which recommended that the Council:-

(a) consider the content of the report and agree that a tiered pricing policy should be introduced as outlined in section 3 of the paper;

(b) subject to agreeing (a), instruct the appropriate officer(s) in each service to asses the implications of this policy and implement where appropriate; and

(c) subject to agreeing (a), instruct the appropriate officer(s) in each service to work with partner organisations to encourage, through establishment of the potential benefits for citizens and partners, to implement, where practicable and financially viable, the Council’s tiered pricing policy managed via the residents pass.

The report by the Director of Corporate Governance presenting the business cases on the amber service options recommended that the Council:-

(a) consider the business cases and additional information as presented in relation to the revenue budget proposed for 2011/12; and

(b) note that work was in hand to develop the business cases for (1) Review of Corporate Administration (ACC_SO13); and (2) Review and Rationalise Cross Council ICT (ACC_SO7).

Councillor John Stewart moved, seconded by Councillor Noble:-

That the Council agree to:

(a) freeze the level of Council Tax for 2011/12 at 2010/11 levels as attached;

(b) the proposed service options as detailed in the attached spreadsheets;

(c) note the recommendation from the Finance and Resources Committee in relation to Councillor Kevin Stewart’s emergency motion, and offer the staff affected the opportunity to express an interest in voluntary severance/early retirement and should insufficient numbers come forward we will do our utmost to redeploy excess staff to other vacant posts elsewhere across the Council, however without significant improvement in the Council’s funding, compulsory redundancies may be required in the future;

(d) note the report on the Accord Card and support the roll out of the Accord Card as a citizen pass and that the Finance and Resources Committee receive reports on implementation of discounted pricing for Accord Card holders for Council services, and in consultation with partners who deliver services on behalf of the Council to offer a similar benefit, where appropriate;

(e) instruct the Director of Education, Culture and Sport to report to the relevant Committee on:

· Information on the role and support of Pupil Support Assistants;

· New ways of working for the provision of library services within the city; and

· An implementation plan on how the reduction in funding for the Communities Services Team will be delivered in conjunction with how this will also provide continued support to leased Community Centres and the transfer of all centres to the leased model for full implementation by 2012;

(f) instruct the Director of Housing and Environment to report back on a community toilet scheme model for the city;

(g) instruct all Directors to report to the relevant Committee on progress with their transformation options prior to the summer recess which would include all service options relating to external delivery models;

(h) the General Fund Capital Programme as proposed by officers subject to ensuring that the Duthie Park and Winter Gardens Restoration Project and the 50 Metre Pool are funded from external sources including the Common Good Fund, and negotiation with external partners to maximise funding opportunities and that both these items be reported back in due course to the relevant Committee;

(i) instruct the Director of Enterprise, Planning and Infrastructure to enter into negotiations with the Scottish Government with a view to having the Third Don Crossing delivered as part of the Aberdeen Western Peripheral Route scheme and report back to the relevant Committee on progress and the outcome;

(j) instruct the Director of Enterprise, Planning and Infrastructure through the Corporate Management Team and the Corporate Asset Group to provide details on a capital modernisation plan;

(k) instruct the Chief Executive to initiate a review of the Council’s management structure upon her arrival; and

(l) the recommendation by the Head of Finance to retain working balances of 2.5% of net spend or approximately £11million.

Administration General Fund Budget Proposals 2011/12
	Year 1 (2011/12)
	£'000
Current Spend	476,164
Officer Recommendations	(10,276)
Funding	(450,311)
	15,577


Corporate Governance	(1,856)
Social Care and Wellbeing	(1,384)
Education, Culture and Sport	(2,767)
Housing and Environment	(688)
Enterprise, Planning and Infrastructure	(1,498)
Council Wide Options	(7,384)

	(15,577)
	(0)

DETAIL OF SERVICE OPTIONS - CORPORATE GOVERNANCE

		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (Green)		£'000	£'000	£'000	£'000	£'000
CG_ICT01	External delivery of ICT	80	(50)	(251)	(549)	(803)
CG_F_04	External delivery of Finance	390	(390)	(780)	(780)	(780)
CG_HR_24	External delivery of HR & OD	253	(254)	(506)	(506)	(506)
CG_LDS_04	External delivery of Legal Teams	129	(129)	(259)	(259)	(259)
CG_CS_FOS04	External delivery of Customer Service	92	(88)	(184)	(184)	(184)
CG_CS_CPL01	External delivery of Community Planning	109	(109)	(109)	(109)	(109)
CG_CS_PM01	PMO Fully Internal	(25)	(50)	(75)	(80)	(90)
CG_CPU_5	External delivery of Procurement Function	40	(40)	(80)	(80)	(80)
CG_LDS_13	To create a "pool" of WPO/clerical/admin support across Legal & Democratic Services	(42)	(42)	(42)	(42)	(42)
CG_CPU_3	Re-alignment of procurement staff across the 5 authorities	0	0	(200)	0	0
CG_HR_04	Refocus and rationalise existing Health & Safety service.	(70)	(70)	(70)	0	0
CG_CPU_01	Savings from contracts	(250)	(500)	(500)	(500)	(500)
CG_CPU_2a	Re-alignment of identified staff to CPU on a temporary basis - Social Work	(300)	(750)	(1,000)	(1,000)	(1,000)
CG_CPU_2b	Re-alignment of identified staff to CPU on a temporary basis - EP & I ; H &E	0	(350)	(350)	(350)	(350)
CG_CPU_7	Close the SW OT Stores and transfer operations to the Whitemyres Centre	(63)	(105)	(105)	(105)	(105)
CG_LDS _09	To maximise the capabilities of modern.gov to circulate agendas & change minute style	(22)	(79)	(79)	(79)	(79)
CG_LDS_18	Merge Archive, Registrars to form a joint service	(35)	(52)	(52)	(52)	(52)
CG_F_16	Merge Social Work Assessments into Revenues and Benefits	(50)	(50)	(50)	(50)	(50)
CG_LDS_08	Transfer committee services within Legal Services to Democratic Services	(44)	(44)	(44)	(44)	(44)
CG_LDS_25	To hire out Town House facilities to external groups and bodies.	(38)	(38)	(38)	(38)	(38)
CG_LDS_7D	Only one Committee Member of staff at each Committee Meeting	(12)	(29)	(29)	(29)	(29)
CG_LDS_24	Increasing the type of ceremonies provided e.g. baby naming	(24)	(24)	(24)	(24)	(24)
CG_LDS_27	Expand charging in Archives - Family History requests	(5)	(10)	(10)	(10)	(10)
CG_F_08	Trusts & Common Good - Review Support	(10)	(10)	(10)	(10)	(10)
CG_F_10	Cash Review - Area Offices	(125)	(125)	(125)	(125)	(125)
CG_CS_EQ02	Equalities function being delivered by cross-sector partnership	0	0	(200)	(200)	(200)
CG_F_06	Remove Internal Recharges across ACC	40	(182)	(182)	(182)	(182)
CG_HR_17	Move away from centralised workforce planning in longer term	0	0	(41)	(75)	(75)
CG_CS_INT01	Externalise delivery of Interpreting and Translating service	(21)	(21)	(28)	(28)	(28)
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (Green)		£'000	£'000	£'000	£'000	£'000

CG_F_20	Treasury – share function with other local authorities	(20)	(37)	(37)	(37)	(37)
CG_LDS_15	Closing of Area Offices at Bucksburn and Peterculter	50	50	50	50	50
CG_F_26	Bed tax	0	(1,710)	(1,710)	(1,710)	(1,710)
CG_CPU_2c	Reduce rates on targeted contracts across ACC	(250)	(450)	(500)	(750)	(1,000)
CG_HR_07	Payroll incorporated in HR Service Centre	(20)	(5)	0	0	0
CG_HR_10	Develop Business Partner Model; basic queries to HR Service Centre	(60)	(15)	0	0	0
CG_HR_13	Transactional HR Services incorporated into HR Service Centre	(26)	(15)	0	0	0
CG_LDS_14	Increased use of Paralegals	(18)	(5)	0	0	0
CG_HR_19	Corporate HR team to focus on core corporate employer issues; client incorporated in HR Service Centre	(46)	(20)	0	0	0
CG_HR_22	Recruitment and Selection processed through the HR Service Centre	(105)	(26)	0	0	0
CG_LDS_01	Transform in-house delivery of legal services	(30)	(8)	0	0	0
CG_F_13	Revenues and Benefits Establishment Review	(91)	(31)	0	0	0
CG_F_01	Financial Services Accounting – Process improvement	(20)	(35)	0	0	0
CG_CPU_6	Rationalise Central Store Function	(43)	(43)	(43)	(43)	(43)
CG_LDS_20	Charge fully for provision of archive service to Aberdeenshire	(36)	(36)	(36)	(36)	(36)
CG_LDS_21a	Reduce Members support unit	(20)	(37)	(37)	(37)	(37)
CG_LDS_22	Cease delivering mail to Councillor’s homes	(11)	(11)	(11)	(11)	(11)
CG_LDS_26	External delivery of conveyancing resource to demand	(30)	(279)	0	0	0
CG_CS_CM01	Subsume change management function into PMO	(151)	(271)	(271)	(271)	(271)
CG_CS_FS03	Reduce Fairer Scotland Fund	(750)	(750)	(750)	(750)	(1,000)
CG_LDS_02	Cease all external legal support	(110)	(110)	0	0	0
CG_CS_PMQ07	Align Corporate Information & Research resource to work demand	(66)	(95)	(95)	(142)	(142)
		(1,856)	(7,529)	(8,863)	(9,227)	(9,991)

		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Rejected (Red)		£'000	£'000	£'000	£'000	£'000

CG_LDS_07B	Council Committees - align to statutory minimum	(50)	(450)	(450)	(450)	(450)
CG_LDS_7E	Saving of convenor and vice convenor payments if less Committees	0	(108)	(108)	(108)	(108)
CG_CS_FS01	Cease Fairer Scotland Fund	(1,375)	(1,375)	(1,375)	(1,375)	(1,375)
		(1,425)	(1,933)	(1,933)	(1,933)	(1,933)

		(3,281)	(9,462)	(10,796)	(11,160)	(11,924)

DETAIL OF SERVICE OPTIONS - EDUCATION, CULTURE & SPORT
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (Green)		£'000	£'000	£'000	£'000	£'000
ECS1_C26	Reduce the number of specialist care placements by redesign and small addition to existing local services	(470)	(710)	(950)	(1,130)	(1,310)
ECS1-C3	Move to Cultural Trust	250	0	(144)	(144)	(144)
ECS_E11	Redesign of senior secondary school towards a Virtual City Campus	0	550	(94)	(94)	(94)
ECS1-C17	Educational Psychology: Develop joint/alternative service delivery	0	0	(35)	(35)	(35)
ECS1_C25	*RISK* Potential shared services with other local authorities (EC&S)	0	0	(450)	(450)	(450)
ECS1-C10	Root and branch review of commissioned arts and sports services	(64)	(283)	(656)	(1,171)	(1,800)
ECS_E19	Rationalise School Administration	(111)	(578)	(578)	(578)	(578)
ECS_E4	Provide one nursery teacher for each school	AMENDED BELOW
ECS_E30	Changes to terms of engagement of casual teachers	(166)	(250)	(250)	(250)	(250)
ECS_E35	Contracting supply teachers for pupil attendance time only - 25hrs in Primary & 27.5hrs in Secondary and special schools	(112)	(168)	(168)	(168)	(168)
ECS1-C20	Educational Psychology: Not filling current vacant posts	(168)	(168)	(168)	(168)	(168)
ECS1_C22	Contract Out Catering at Beach Ballroom/Art Gallery	100	(85)	(85)	(85)	(85)
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (Green)		£'000	£'000	£'000	£'000	£'000

ECS_E5	Nursery nurses to provide non class contact cover for nursery teachers	(53)	(80)	(80)	(80)	(80)
ECS_E32	Pensions Reduction: No Contribution for temporary promoted posts	(26)	(26)	(26)	(26)	(26)
ECS_E40	Maximising class sizes in upper stages of secondary school	0	0	(838)	(2,773)	(1,457)
ECS_E22	Reduce Pupil Support Assistants Provision by 50% in Primary Schools	AMENDED BELOW
ECS_E17a	Additional Support Needs: Increase teacher/pupil ratios to 1:10 - Secondary	(167)	(600)	(600)	(600)	(600)
ECS_E18a	Additional Support Needs: Increase teacher/pupil ratios to 1:10 - Primary	(333)	(500)	(500)	(500)	(500)
ECS_E24	Reduce Pupil Support Assistants Provision by 50% in Secondary Schools	AMENDED BELOW
		(1,320)	(2,898)	(5,622)	(8,252)	(7,745)

Items Deferred (Amber)
ECS1-C1	Integrated Communities Service	AMENDED BELOW
ECS_E37	Change the delivery model of music tuition	AMENDED BELOW
ECS_E26	*RISK* Increase teaching time to match pupil time in secondary schools	0	0	(1,564)	(4,840)	(4,840)
ECS_E6	*RISK* Increase teaching time to match pupil time in primary schools	0	0	(590)	(2,480)	(2,480)
ECS_E9a	Secondary school estate - close 2 schools	(531)	(2,046)	(2,346)	(2,346)	(2,346)
ECS_E29a	Primary school estate - close 5 schools	0	(112)	(663)	(1,015)	(1,015)
ECS1-C9	Close up to 8 community libraries over 5 years.	(47)	(386)	(452)	(452)	(452)
ECS_E12	Withdraw Music Tuition	(763)	(450)	(450)	(450)	(450)
ECS1_C13	Cease Community Team Service	AMENDED BELOW
		(1,341)	(2,994)	(6,065)	(11,583)	(11,583)

Items Rejected (Red)
ECS_E9b	*RISK* Redesign of secondary school estate	0	0	0	0	1,034
ECS_E20b	*RISK* Redesign the profile of professional staffing in secondary schools	0	0	2,664	(6,083)	(6,083)
ECS_E7c	*RISK* Redesign the profile of professional staffing in primary schools	0	0	1,649	(5,181)	(5,181)
ECS_E3	*RISK* Start nursery at 4 years	0	(1,008)	(3,388)	(3,388)	(3,388)
ECS1-C6	Create Community Collections Centre & redeveloped Art Gallery	0	50	50	50	50
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Rejected (Red)		£'000	£'000	£'000	£'000	£'000

ECS1-C7	Create Libraries & Information Heritage Centre	0	50	50	50	50
ECS_E8d	Formula Adjustment to reduce teaching fte required in schools	(104)	(440)	(440)	(440)	(440)
ECS_E36	Remove devolved educational management savings targets for schools	2,500	2,500	2,500	2,500	2,500
ECS_E31a	*RISK* Extend non-subject specific/generic teaching until end of S2 (P8 and 9)	0	0	(1,334)	(4,418)	(4,418)
ECS_E8c	*RISK* Raise P1 to 3 class sizes to 33 and composite classes in P1 to 3 to 30	0	(463)	(1,800)	(1,800)	(1,800)
ECS_E10	*RISK A*ll Secondary S1 & S2 Classes at 30	0	203	(700)	(700)	(700)
ECS_C27	Establishment of revenue budget for Old Torry CC and Ruthrieston CC	18	18	18	18	18
ECS1-C11a	Leased community centres - review council financial support	(58)	(58)	(58)	(58)	(58)
ECS_E28	Close Music School	213	53	0	0	0
ECS1-C11e	Provision of development programme grant and building revenue costs to leased centres in regeneration areas only.	(353)	(353)	(353)	(353)	(353)
		2,216	552	(1,142)	(19,803)	(18,769)

Amended Green
ECS_E24	Reduce Pupil Support Assistants Provision by 50% in Secondary Schools	18	(655)	(655)	(655)	(655)
ECS_E22	Reduce Pupil Support Assistants Provision by 50% in Primary Schools	273	(1,867)	(1,867)	(1,867)	(1,867)
ECS_E4	Provide one nursery teacher for each school	0	0	0	0	0
	Teacher Protection Grant	(177)	(265)	(265)	(265)	(265)
ECS1-C1	Integrated Communities Service	0	0	0	0	0
ECS1_C13	Cease Community Team Service	0	0	0	0	0
	Communities Revised Option	(1,400)	(2,400)	(2,400)	(2,400)	(2,400)
ECS_E37	Change the delivery model of music tuition	0	0	0	0	0
	Revised Music Service Option	(161)	(521)	(521)	(521)	(521)
	Total Amended Green Option	(1,447)	(5,708)	(5,708)	(5,708)	(5,708)

DETAIL OF SERVICE OPTIONS - ENTERPRISE, PLANNING & INFRASTRUCTURE

		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (Green)		£'000	£'000	£'000	£'000	£'000
EPI_AMO01	Partnering Arrangement for all AMO services	500	500	(4,481)	(4,481)	(4,481)
EPI_DIR01	Full EP&I Service Review	(388)	(559)	(559)	(559)	(559)
EPI_PSD05	PTU Shared Service combined with transfer to CPU	(51)	(51)	(51)	(51)	(51)
EPI_DIR03	ASSIMILATE Environmental & Waste Services	62	(31)	(31)	(31)	(31)
EPI_DIR04	Integration of Econ. Dev, Planning and Regeneration	62	(31)	(31)	(31)	(31)
EPI_AMO19	Shared Facilities Management Services	0	(22)	(22)	(22)	(22)
EPI_AMO18	Increased mobile and/or remote working for staff	0	(666)	(780)	(780)	(780)
EPI_EBD03a	Increase Revenue - Advertising on Fixed Assets	(150)	(300)	(450)	(600)	(750)
EPI_DIR06	Enable Renewable Energy Network	100	0	0	(200)	(400)
EPI_PSD11a	Charge for Planning Pre-application advice etc.	0	0	(150)	(160)	(160)
EPI_AMO09	Use of Wi-Fi for Roads UTC Communications	0	(92)	(92)	(92)	(92)
EPI_AMO06	Increase Revenue - Charge for Roadspace	(68)	(68)	(68)	(68)	(68)
EPI_AMO07	Increase Revenue - Charge for Driveway Apps.	(30)	(30)	(30)	(30)	(30)
EPI_EBD03c	Increase Revenue - Sponsorship of Bus Shelters	0	(30)	(30)	(30)	(30)
EPI_EBD03b	Increase Revenue - Roundabout Sponsorship	(20)	(20)	(20)	(20)	(20)
EPI_EBD03d	Only stage City Events that can be fully funded	(242)	(242)	(442)	(442)	(442)
EPI_AMO08	Reduce Street Lighting Whole Life Costs	(4)	(8)	(11)	(15)	(19)
EPI_AMO20	Improved Energy Efficiency in Council Buildings	(3)	(50)	(100)	(100)	(100)
EPI_PSD11b	Charge for Environmental Strategy Advice	(10)	(10)	(10)	(10)	(10)
EPI_DS01	Restructure EP&I Directorate Support Unit	0	(8)	(42)	(42)	(42)
EPI_AMO14	Stop/Franchise Catering (Town House & Kitty.)	80	(18)	(18)	(18)	(18)
EPI_EBD02e	Reduce Council Marketing materials to a minimum	(29)	(29)	(29)	(29)	(29)
EPI_AMO16	Reduce Property Maintenance Inspections	(65)	(99)	(99)	(99)	(99)
EPI_EBD02c	Fully Fund Events, Twinning, Marketing & Graphics	0	0	73	(263)	(526)
EPI_PSD05a	Reduce PTU expenditure	(141)	(158)	(158)	(158)	(158)
EPI_PSD02	Rationalise Application Management functions	0	(44)	(44)	(44)	(44)
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (Green)		£'000	£'000	£'000	£'000	£'000

NEW	ACSEF	(90)	(90)	(90)	(90)	(90)
NEW	Regional Identity Budget	(20)	(20)	(20)	(20)	(20)
EPI_AMO13	Reduce Traffic Management and Road Safety	(111)	(111)	(111)	(111)	(111)
		(618)	(2,287)	(7,896)	(8,596)	(9,213)
Trading Services
EPI_AMO05	Car Parking - Increase Charges every 2 years	(577)	(577)	(1,212)	(1,212)	(1,911)
EPI_AMO24	Consider reverting to specialised Parking Wardens	(217)	(222)	(222)	(222)	(222)
EPI_AMO25	High Risk: Proposed Change of the PCN rate to £80 or £100	(86)	(86)	(86)	(86)	(86)
		(880)	(885)	(1,520)	(1,520)	(2,219)

Items Accepted (Green) - Combined Total		(1,498)	(3,172)	(9,416)	(10,116)	(11,432)


Items Deferred (Amber)
EPI_AMO17	High Risk: Additional Capital Funding for Roads	(1,547)	(3,094)	(4,641)	(6,188)	(7,735)
EPI_EBD02g	Reduce EBD Team to Minimum Required for Core Business	0	0	(317)	(454)	(1,409)
		(1,547)	(3,094)	(4,958)	(6,642)	(9,144)
Trading Services
EPI_AMO11b	Tactically Dispose of Selected Property	0	798	798	798	798
		0	798	798	798	798

Items Deferred (Amber) - Combined Total		(1,547)	(2,296)	(4,160)	(5,844)	(8,346)

		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Rejected (Red)		£'000	£'000	£'000	£'000	£'000

EPI_AMO26	High Risk: Charge a Congestion fee for Aberdeen's CBD	500	1,000	3,500	(2,738)	(2,738)
EPI_AMO15	REDUCE then STOP School Patrols	0	(80)	(216)	(325)	(325)
		500	920	3,284	(3,063)	(3,063)
Trading Services
EPI_AMO11a	Dispose of full Property Investment Portfolio	0	0	0	0	0
		0	0	0	0	0

Items Rejected (Red) - Combined Total		500	920	3,284	(3,063)	(3,063)

DETAIL OF SERVICE OPTIONS - HOUSING & ENVIRONMENT

		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (Green)		£'000	£'000	£'000	£'000	£'000
HE_ES_WS2	Review Existing Waste Strategy	100	0	0	(2,484)	(4,822)
HE_ES_GM05	External delivery/attain equivalent efficiency savings on Grounds Maintenance Service	150	(659)	(659)	(659)	(659)
HE_ES_ST5	External delivery/attain equivalent efficiency savings of street cleaning service	150	(300)	(300)	(300)	(300)
HE_HCS_H01(viii)	Establish Private Sector Leasing Scheme	(100)	(100)	(100)	(100)	(100)
HE_EP_EP02	Merge with SCG support group and potential outsource of some activities	0	(30)	(30)	(30)	(30)
HE_ES_WS3	External delivery/attain equivalent efficiency savings in domestic waste collection	75	(275)	(650)	(650)	(650)
HE_ES_WS9	Increase Commercial waste collection charges	(52)	(105)	(159)	(214)	(270)
HE_ES_HT04	Implement mobile working for field staff in Trading Standards/Environmental Health	100	20	(140)	(180)	(180)
HE_ES_HT01	Restructure Environmental Health and Trading Standards	(70)	(70)	(70)	(70)	(70)
HE_HCS_S01(iii)	Restructure of Housing Strategy (non HRA) team.	(40)	(40)	(40)	(40)	(40)
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (Green)		£'000	£'000	£'000	£'000	£'000

HE_ES_WS8	Short term improvements to recycling performance at Recycling Centres	0	(12)	(25)	(38)	(38)
HE_ES_ASSL2 *	Scientific Labs to seek and increase the level of work from the private sector *	(13)	(10)	17	(13)	(33)
HE_ES_HT03	Cease non-statutory food surveillance sampling (reduces Lab income)	(25)	(25)	(25)	(25)	(25)
HE_ES_ASSL1	Sub-contract high cost / low volume testing where work cheaper than the labs	(4)	(15)	(20)	(38)	(50)
HE_HCS_CS05(vii)	Private Sector/Commercial Mediation	(25)	(25)	(25)	(25)	(25)
HE_HCS_CS05(viii)	Remove budget for community based reparation service.	(22)	(22)	(22)	(22)	(22)
HE_HCS_CS05(v)	Remove funding of Inspector working to address antisocial behaviour (in line with national agreements)	(68)	(68)	(68)	(68)	(68)
HE_HCS_CS05(vi)	Agreement to remove funding for dispersal of groups and closure of premises.	(6)	(6)	(6)	(6)	(6)
HE_HCS_CS05(ix)	Agreement to remove funding for the Safer Aberdeen programme	(12)	(12)	(12)	(12)	(12)
HE_HCS_S02(ii)	Stop scheme of Assistance	(117)	(117)	(117)	(117)	(117)
HE_ES_BSAD1	Increase Bereavement Services charges (Cremation and burial fees) by 10%	(34)	(68)	(102)	(134)	(170)
HE_HCS_CS05b	Community Grant Budgets	(5)	(5)	(5)	(5)	(5)
HE_HCS_CS05c	Remove funding of Sergeant working to address antisocial behaviour (in line with national agreements)	(27)	(27)	(27)	(27)	(27)
HE_HCS_CS05d	Remove funding of Constable working to address antisocial behaviour (in line with national agreements)	(22)	(22)	(22)	(22)	(22)
HE_HCS_CS05e	Projects, Meeting Rooms	(7)	(7)	(7)	(7)	(7)
HE_HCS_CS05g	Contingency	(25)	(25)	(25)	(25)	(25)
HE_HCS_CS05j	Training budget	(3)	(3)	(3)	(3)	(3)
HE_HCS_CS05k	Communication budgets	(3)	(3)	(3)	(3)	(3)
HE_HCS_CS05l	Memberships subscriptions	(1)	(1)	(1)	(1)	(1)
	Reduce Street Cleansing	(100)	(100)	(100)	(100)	(100)
	Reduce Grounds Maintenance	(259)	(259)	(259)	(259)	(259)
HE_HCS_CS05m	Remove funding for community safety partnership analysts	AMENDED BELOW
		(465)	(2,391)	(3,005)	(5,677)	(8,139)

		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Deferred (Amber)		£'000	£'000	£'000	£'000	£'000

HE_RHI_01	Set up Arms Length Property Company	AMENDED BELOW
HE_ES_WS11	Lobby for removal of landfill tax	AMENDED BELOW
HE_ES_WS10	Invest in 1 FTE to work with communities to divert waste from landfill	AMENDED BELOW
HE_HCS_CS05(xii)	Remove budgets for transport marshals.	(70)	(70)	(70)	(70)	(70)
HE_ES_ST1	Reduce Street Cleaning (specific service reduction options)	0	(155)	(155)	(155)	(155)
HE_HCS_S02(i)	Reduce provision on housing support	AMENDED BELOW
		(70)	(225)	(225)	(225)	(225)
Items Rejected (Red)
HE-ES-PT5	Close all toilets except two and run a community toilet scheme	0	(83)	(151)	(151)	(151)
HE_HCS_CS05(xi)	Remove funding for deploying street urinals	(8)	(8)	(8)	(8)	(8)
HE_ES_PT01	Closure of all public toilets with no community toilet scheme	(221)	(138)	(70)	(70)	(70)
HE_ES_WS5	Remove Recycling Points Service in Areas Covered by Kerbside Collections	(72)	(71)	(70)	(69)	(69)
HE_HCS_CS05(x)	Street Football - Remove Funding	(5)	(5)	(5)	(5)	(5)
HE_ES_WS7	Remove Paper Recycling in Multi-occupancy areas	0	(20)	(20)	(20)	0
HE_ES_PC01	Close all parks and gardens and cease maintenance	0	(1,111)	(1,141)	(1,141)	(1,141)
HE_ES_PT06	Close all Public Toilets and replace with Community Toilet scheme	(128)	(128)	(128)	(128)	(128)
HE_HCS_CS05a	Neighbourhood Budgets	(15)	(15)	(15)	(15)	(15)
HE_HCS_CS05h	Wilful Fires	(7)	(7)	(7)	(7)	(7)
HE_HCS_CS05i	Legal costs of ASB case preparation	(70)	(70)	(70)	(70)	(70)
HE_HCS_CS05n	ASBIT Contribution	(25)	(25)	(25)	(25)	(25)
HE_ES_GM01	Reduce Grounds Maintenance Service (specific service reduction options)	0	(416)	(416)	(416)	(416)
HE_HCS_CS05o	Aberdeen Families Project	(30)	(30)	(30)	(30)	(30)
		(581)	(2,127)	(2,156)	(2,155)	(2,135)
	New Options
	Restructure of the Community Safety Service	AMENDED BELOW
	Closure of Public Toilet at Kirkgate once Marischal College Opens	AMENDED BELOW
		0	0	0	0	0
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items now Green		£'000	£'000	£'000	£'000	£'000

HE_ES_WS11	Lobby for removal of landfill tax	0	0	0	0	(580)
	Restructure of the Community Safety Service	(56)	(56)	(56)	(56)	(56)
	Closure of Public Toilet at Kirkgate once Marischal College Opens	(30)	(30)	(30)	(30)	(30)
HE_ES_WS10	Invest in 1 FTE to work with communities to divert waste from landfill	0	0	(25)	(50)	(75)
HE_RHI_01	Set up Arms Length Property Company	(11)	(1,023)	(2,128)	(2,792)	(2,792)
HE_HCS_S02(i)	Reduce provision on housing support	(100)	(100)	(100)	(100)	(100)
HE_HCS_CS05m	Remove funding for community safety partnership analysts	(26)	(26)	(26)	(26)	(26)
	Total Amended Green	(223)	(1,235)	(2,365)	(3,054)	(3,659)

DETAIL OF SERVICE OPTIONS - SOCIAL CARE & WELLBEING

		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (GREEN)		£'000	£'000	£'000	£'000	£'000
SCW_TC2+8	Reprovision in house Adult residential/supported living	110	375	(1,422)	(1,478)	(1,478)
SCW_TC3+5+7+26	Reduce use/length of stay of residential care for adults with mental health issues and spot purchase placements. Do not reinvest all monies from previous service closure	(789)	(789)	(789)	(789)	(789)
SCW_TC9+TC1+FMB15	Develop the workforce to improve approaches to personal outcome planning, risk enablement and reflective practice and recomission learning disability services with the use of a resource allocation system and personalised budgets.	0	(2,763)	(2,763)	(2,763)	(2,763)
SCW_TC10+11+12	Stop inhouse Adult LD building based day care services and spot purchase as required	81	(43)	(504)	(525)	(525)
SCW_TC14+LT19	Develop and implement strategy for increased use and take up of telecare within LD services	500	(1,348)	(1,648)	(1,648)	(1,648)
SCW_TC21+LT1+2+13	Review workforce skillmix to reduce the number of professional staff and replace with para-professional staff	0	(18)	(45)	(45)	(45)
SCW_SD2+4+8+10	Reduce the number of specialist care placements for children and young people by redesign and small addition to existing local services	(299)	(378)	(459)	(759)	(999)
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (GREEN)		£'000	£'000	£'000	£'000	£'000

SCW_SD3	End to end review of service provision in children's services	0	0	0	0	0
SCW_SD5	Improve Early planning for young people moving from Children's to Adult's Services	(82)	(82)	(82)	(82)	(82)
SCW_SD7+13	Redesign of Family and Community Support Services	(119)	(288)	(379)	(255)	(435)
SCW_SD11	Investment in local Fostering and Adoption capacity	(112)	(223)	(335)	(335)	(335)
SCW_LT3 + 21	move to personalised budgets for people in receipt of home care services	170	(200)	(475)	(475)	(475)
SCW_LT09+LT16+LT20+FMB14	Invest in reablement to constrain growth	821	(1,767)	(1,767)	(1,767)	(1,767)
SCW_LT24	Review Social Work Duty team	(33)	(50)	(50)	(50)	(50)
SCW_FMB19	Review out of hours service as part of the Corporate Review of staff who work a non standard working week	(53)	(67)	(67)	(67)	(67)
SCW_FMB21	Jointly commission service with other organisations	0	0	(500)	(500)	(500)
SCW_T23	Stop subsidising criminal justice social work-provide only within CJA grant	(70)	(140)	(210)	(280)	(350)
SCW_FMB1+16	Review all Directorate Support Services, Planning and Strategic Functions	(419)	(435)	(435)	(435)	(435)
SCW_LT15	Review of all Supporting People packages	0	(500)	(500)	(500)	(500)
SCW_TC15+16+17	Rationalise the work of the welfare rights/debt advice and financial inclusion services	(53)	(70)	(70)	(70)	(70)
SCW_TC18	Recommission ICDRS	(48)	(48)	(48)	(48)	(48)
SCW_FMB3	Revise the charging policy with a 5% increase in all non residential charges	(50)	(50)	(50)	(50)	(50)
SCW-TC19	Re-evaluate social work contribution to Integrated Addiction Services	(28)	(79)	(79)	(79)	(79)
SCW_TC24	Re-evaluate provision of Mental Health day services/stop growth	(6)	(5)	(6)	(6)	(6)
SCW_SD14+SD9	Renegotiate commissioned services from the third sector in community and youth justice and children with disabilities	(85)	(128)	(128)	(129)	(129)
SCW_FMB8	reduce budget for learning and development team by 2%	(16)	(16)	(16)	(16)	(16)
SCW_TC25	Stop funding community carers and room to care	(47)	(68)	(68)	(68)	(68)
SCW_TC22	Stop provision of Employability Services in Social Care and Wellbeing	(60)	(60)	(60)	(60)	(60)

		(687)	(9,240)	(12,955)	(13,279)	(13,769)

		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Deferred (AMBER)		£’000	£’000	£’000	£’000	£’000

SCW_LT25	Review charges for respite services according to financial circumstances of carer i.e. if carers can afford to pay for respite charge the full cost	(35)	(35)	(35)	(35)	(35)
SCW _SD15	Outsource 4 residential children’s units	86	(24)	(24)	(24)	(24)
SCW _FMB5	Stop Directorate policy and strategic development	AMENDED BELOW
		51	(59)	(59)	(59)	(59)

Items Rejected (RED)
SCW _SD6	Introduction of charging for Children’s Services	0	(7)	(7)	(7)	(7)
SCW _FMB2	Review/Cap Kinship Payments	(50)	(50)	(50)	(50)	(50)
SCW -new2	opt out of national care home rate and just uplift by 2% year on year	(489)	(475)	(460)	(445)	(430)
SCW -new3	opt out of national care home rate by not paying quality award element of fee	(1,456)	(1,456)	(1,456)	(1,456)	(1,456)
SCW _FMB23	RISK remove entitlement to FPC	0	0	(5,000)	(5,000)	(5,000)
SCW _FMB6	RISK Stop kinship care payments	(787)	(787)	(787)	(787)	(787)
		(2,782)	(2,775)	(7,760)	(7,745)	(7,730)

Items Now Recommended for Rejection
SCW _LT18	Outsource care at Home Services	110	2,769	(1,465)	(1,465)	(1,465)
SCW _LT14	Closure of 2 ACC care homes for older people	1,787	(88)	(173)	(173)	(173)
SCW _LT6+7	Reprovision in house day care centres (Craigton Road and Kingswood)	(85)	(310)	(310)	(310)	(310)
SCW _LT8+LT27+28	Re-tender for care at home services to reduce costs	110	(624)	(624)	(624)	(624)
		1,922	1,747	(2,572)	(2,572)	(2,572)
New Items Recommended for Approval
SCW -new7	Establishment of a LA trading arm for services for Older People	AMENDED BELOW
SCW _NEW8	Introduction of Electronic Monitoring for Care at Home Services	AMENDED BELOW
		0	0	0	0	0

		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items now Green		£’000	£’000	£’000	£’000	£’000

SCW_FMB5	Stop Directorate policy and strategic development	(235)	(527)	(527)	(527)	(527)
SCW-new7	Establishment of a LA trading arm for services for Older People	0	0	(210)	(410)	(585)
SCW_NEW8	Introduction of Electronic Monitoring for Care at Home Services	(462)	(509)	(509)	(509)	(509)

	Total Amended Green	(697)	(1,036)	(1,246)	(1,446)	(1,621)

DETAIL OF SERVICE OPTIONS - COUNCILWIDE OPTIONS
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (Green)		£'000	£'000	£'000	£'000	£'000
ACC_SO13	Review Corporate Administration	(180)	(300)	(600)	(900)	(900)
ACC_SO19	Reduce number of car loans	(8)	(25)	(25)	(25)	(25)
ACC_SO7	Review and Rationalise cross Council IT	(166)	(200)	(250)	(250)	(250)
ACC_SO2	Reduce funding to Grampian Fire	(598)	(979)	(1,225)	(1,346)	(2,132)
ACC_SO11	Review Terms and Conditions of staff	0	0	0	0	0
ACC_SO9	Review Corporate Training/Conferences	(185)	(370)	(555)	(555)	(555)
ACC_SO3	Reduce funding to Joint Valuation Board	(41)	(88)	(118)	(133)	(254)
ACC_SO5	Reduce Staff Advertising	(20)	(40)	(60)	(80)	(100)
ACC_SO4	Reduce General Advertising	(20)	(40)	(60)	(60)	(60)
ACC_SO22	Externalise mail - print & send (Aberdeenshire)	0	(400)	(400)	(400)	(400)
ACC_SO17	SELF SERVICE - paperless admin across the Council	(20)	(20)	(20)	(63)	(63)
ACC_SO21	Move to Cash Free Council	(49)	(49)	(49)	(49)	(49)
ACC_SO10	Reduce Level of Contingency	(3,000)	(3,000)	(3,000)	(3,000)	(3,000)

		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted (Green)		£'000	£'000	£'000	£'000	£'000
ACC_SO16	Commercial Opportunities	0	0	0	0	0
	Redundancy Adjustment	1,400	0	0	0	0
	Ward Budgets	(43)	(43)	(43)	(43)	(43)
	Continued Utilisation of Provisions	(4,162)	0	0	0	0
ACC_SO20	Explore expanding use of Common Good for General Fund	0	0	0	0	0
		(7,092)	(5,554)	(6,405)	(6,904)	(7,831)

Items Deferred (Amber)
ACC_SO18	Reduce Management Teams	AMENDED BELOW
ACC_SO1	Reduce funding to Grampian Police	(394)	(1,224)	(1,632)	(1,819)	(3,555)
ACC_SO6	Reduce Miscellaneous Grants	AMENDED BELOW
ACC_SO8	Corporate Bond Issue	(4,750)	400	400	400	400
ACC_SO23	Remove discretionary enhancements to Pensioners	0	(3,000)	(3,000)	(3,000)	(3,000)
		(5,144)	(3,824)	(4,232)	(4,419)	(6,155)

Items Rejected (Red)
ACC_SO24	Charge levy on car parking for private businesses	0	0	0	0	0
		0	0	0	0	0


Items now Green
ACC_SO18	Reduce Management Teams	0	(538)	(1,075)	(1,075)	(1,075)
ACC_SO6	Reduce Miscellaneous Grants	(292)	(435)	(535)	(570)	(605)
	Total Amended Green	(292)	(973)	(1,610)	(1,645)	(1,680)

ADMINISTRATION PROPOSALS
ABERDEEN CITY COUNCIL
BREAKDOWN OF PROPOSED COUNCIL TAX CHARGES - 2011/12
	Council Tax	Water (Combined Water & Waste)	Total
Band	£	£	£
A	820.26	262.38	1,082.64
B	956.97	306.11	1,263.08
C	1,093.68	349.84	1,443.52
D	1,230.39	393.57	1,623.96
E	1,503.81	481.03	1,984.84
F	1,777.23	568.49	2,345.72
G	2,050.65	655.95	2,706.60
H	2,460.78	787.14	3,247.92

Notes
No increase in Council Tax
No overall increase in Water Charges

Councillor Farquharson moved as an amendment, seconded by Councillor Boulton:-

That the Council:

(a) freeze the level of Council Tax for 2011/12 at 2010/11 levels as attached;

(b) agree the proposed service options as detailed in the following spreadsheets;

(c) agree to the General Fund Capital Programme as proposed by officers subject to deferring the Aberdeen Western Peripheral Route by one year and investing in capital projects for homelessness and a new residential unit for up to £3.1million - the balance being met from corporate borrowing;

(d) agree to the recommendation by the Head of Finance to retain working balances of 2.5% of net spend or approximately £11million; and

(e) in respect of Councillor Kevin Stewart’s emergency motion on voluntary redundancies, agree that in light of the Scottish Government’s announcement relating to enhanced cash settlements for the budget years from 2011/12 up to 2014/15, Council officers be instructed to negotiate with the relevant trade unions with a view to agreeing a mechanism for meeting the Council’s target of 600 to 900 redundancies through a combination of voluntary and compulsory redundancy; and further that the redundancy payments be similar for both categories of redundancy, and that the level of settlement is in excess of the statutory minimum amount, but is affordable in terms of the Council achieving a balanced budget.

General Fund Revenue Budget 5 Year Position

	2010/11	2011/12
Service	£'000	£'000
Corporate Governance	27,760	28,580
Social Care and Wellbeing	125,448	127,049
Education, Culture and Sport	185,714	185,542
Housing and Environment	43,122	45,230
Enterprise, Planning and Infrastructure	28,592	32,484
Miscellaneous Services	43,759	54,206
Office of Chief Executive	832	873
Council Expenses	2,149	2,200
Net Cost of Service	457,376	476,164

Funding
General Revenue Grant	(344,042)	(336,715)
Council Tax	(106,467)	(106,635)
Trading Services Surplus	(6,867)	(6,961)
Funding	(457,376)	(450,311)

	2010/11	2011/12
	£'000	£'000
Budget (Surplus)/Deficit	0	25,853
Asset Purchase by HRA		(3,400)
Asset Utilisation		(4,008)
Use of Provisions		(2,868)
Total Adjustments		(10,276)

Projected Deficit/(Surplus)		15,577

Options Accepted		(18,640)
Capital Investment in projects		3,063

Projected Deficit/(Surplus)		0


DETAIL OF SERVICE OPTIONS - CORPORATE GOVERNANCE
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted		£'000	£'000	£'000	£'000	£'000
CG_ICT01	External delivery of ICT	80	(50)	(251)	(549)	(803)
CG_F_04	External delivery of Finance	390	(390)	(780)	(780)	(780)
CG_HR_24	External delivery of HR & OD	253	(254)	(506)	(506)	(506)
CG_LDS_04	External delivery of Legal Teams	129	(129)	(259)	(259)	(259)
CG_CS_FOS04	External delivery of Customer Service	92	(88)	(184)	(184)	(184)
CG_CS_CPL01	External delivery of Community Planning	109	(109)	(109)	(109)	(109)
CG_CS_PM01	PMO Fully Internal	(25)	(50)	(75)	(80)	(90)
CG_CPU_5	External delivery of Procurement Function	40	(40)	(80)	(80)	(80)
CG_LDS_13	To create a "pool" of WPO/clerical/admin support across Legal & Democratic Services	(42)	(42)	(42)	(42)	(42)
CG_CPU_3	Re-alignment of procurement staff across the 5 authorities	0	0	(200)	0	0
CG_HR_04	Refocus and rationalise existing Health & Safety service.	(70)	(70)	(70)	0	0
CG_CPU_01	Savings from contracts	(250)	(500)	(500)	(500)	(500)
CG_CPU_2a	Re-alignment of identified staff to CPU on a temporary basis - Social Work	(300)	(750)	(1,000)	(1,000)	(1,000)
CG_CPU_2b	Re-alignment of identified staff to CPU on a temporary basis - EP & I ; H &E	0	(350)	(350)	(350)	(350)
CG_CPU_7	Close the SW OT Stores and transfer operations to the Whitemyres Centre	(63)	(105)	(105)	(105)	(105)
CG_LDS _09	To maximise the capabilities of modern.gov to circulate agendas & change minute style	(22)	(79)	(79)	(79)	(79)
CG_LDS_18	Merge Archive, Registrars to form a joint service	(35)	(52)	(52)	(52)	(52)
CG_F_16	Merge Social Work Assessments into Revenues and Benefits	(50)	(50)	(50)	(50)	(50)
CG_LDS_08	Transfer committee services within Legal Services to Democratic Services	(44)	(44)	(44)	(44)	(44)
CG_LDS_25	To hire out Town House facilities to external groups and bodies.	(38)	(38)	(38)	(38)	(38)
CG_LDS_7D	Only one Committee Member of staff at each Committee Meeting	(12)	(29)	(29)	(29)	(29)
CG_LDS_24	Increasing the type of ceremonies provided e.g. baby naming	(24)	(24)	(24)	(24)	(24)
CG_LDS_27	Expand charging in Archives - Family History requests	(5)	(10)	(10)	(10)	(10)
CG_F_08	Trusts & Common Good - Review Support	(10)	(10)	(10)	(10)	(10)
CG_F_10	Cash Review - Area Offices	(125)	(125)	(125)	(125)	(125)
CG_CS_EQ02	Equalities function being delivered by cross-sector partnership	0	0	(200)	(200)	(200)
CG_F_06	Remove Internal Recharges across ACC	40	(182)	(182)	(182)	(182)
CG_HR_17	Move away from centralised workforce planning in longer term	0	0	(41)	(75)	(75)
CG_CS_INT01	Externalise delivery of Interpreting and Translating service	(21)	(21)	(28)	(28)	(28)
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted		£'000	£'000	£'000	£'000	£'000
CG_F_20	Treasury - share function with other local authorities	(20)	(37)	(37)	(37)	(37)
CG_LDS_15	Closing of Area Offices at Bucksburn and Peterculter	50	50	50	50	50
CG_F_26	Bed tax	0	(1,710)	(1,710)	(1,710)	(1,710)
CG_CPU_2c	Reduce rates on targeted contracts across ACC	(250)	(450)	(500)	(750)	(1,000)
CG_HR_07	Payroll incorporated in HR Service Centre	(20)	(5)	0	0	0
CG_HR_10	Develop Business Partner Model; basic queries to HR Service Centre	(60)	(15)	0	0	0
CG_HR_13	Transactional HR Services incorporated into HR Service Centre	(26)	(15)	0	0	0
CG_LDS_14	Increased use of Paralegals	(18)	(5)	0	0	0
CG_HR_19	Corporate HR team to focus on core corporate employer issues; client incorporated in HR Service Centre	(46)	(20)	0	0	0
CG_HR_22	Recruitment and Selection processed through the HR Service Centre	(105)	(26)	0	0	0
CG_LDS_01	Transform in-house delivery of legal services	(30)	(8)	0	0	0
CG_F_13	Revenues and Benefits Establishment Review	(91)	(31)	0	0	0
CG_F_01	Financial Services Accounting - Process improvement	(20)	(35)	0	0	0
CG_CPU_6	Rationalise Central Store Function	(43)	(43)	(43)	(43)	(43)
CG_LDS_20	Charge fully for provision of archive service to Aberdeenshire	(36)	(36)	(36)	(36)	(36)
CG_LDS_21a	Reduce Members support unit	(20)	(37)	(37)	(37)	(37)
CG_LDS_22	Cease delivering mail to Councillor's homes	(11)	(11)	(11)	(11)	(11)
CG_LDS_26	External delivery of conveyancing resource to demand	(30)	(279)	0	0	0
CG_CS_CM01	Subsume change management function into PMO	(151)	(271)	(271)	(271)	(271)
CG_CS_FS03	Reduce Fairer Scotland Fund	(500)	(500)	(500)	(500)	(1,000)
CG_LDS_02	Cease all external legal support	(110)	(110)	0	0	0
CG_CS_PMQ07	Align Corporate Information & Research resource to work demand	(66)	(95)	(95)	(142)	(142)
		(1,606)	(7,279)	(8,613)	(8,977)	(9,991)
Items Not Accepted
CG_LDS_07B	Council Committees - align to statutory minimum	(50)	(450)	(450)	(450)	(450)
CG_LDS_7E	Saving of convenor and vice convenor payments if less Committees	0	(108)	(108)	(108)	(108)
CG_CS_FOS07	Added Customer Service - stop face to face provision					(783)
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Not Accepted		£'000	£'000	£'000	£'000	£'000
CG_CS_FOS08	Added Customer Service - stop developments					(427)
CG_CS_FS01	Cease Fairer Scotland Fund	(1,375)	(1,375)	(1,375)	(1,375)	(1,375)
		(1,425)	(1,933)	(1,933)	(1,933)	(3,143)


DETAIL OF SERVICE OPTIONS - EDUCATION, CULTURE & SPORT
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted		£'000	£'000	£'000	£'000	£'000
ECS1_C26	Reduce the number of specialist care placements by redesign and small addition to existing local services	(470)	(710)	(950)	(1,130)	(1,310)
ECS1-C3	Move to Cultural Trust	250	0	(144)	(144)	(144)
ECS_E11	Redesign of senior secondary school towards a Virtual City Campus	0	550	(94)	(94)	(94)
ECS1-C17	Educational Psychology: Develop joint/alternative service delivery	0	0	(35)	(35)	(35)
ECS1_C25	*RISK* Potential shared services with other local authorities (EC&S)	0	0	(450)	(450)	(450)
ECS1-C10	Root and branch review of commissioned arts and sports services	(64)	(283)	(656)	(1,171)	(1,800)
ECS_E19	Rationalise School Administration	(111)	(578)	(578)	(578)	(578)
ECS_E4	Provide one nursery teacher for each school	(177)	(265)	(265)	(265)	(265)
ECS_E30	Changes to terms of engagement of casual teachers	(166)	(250)	(250)	(250)	(250)
ECS_E35	Contracting supply teachers for pupil attendance time only - 25hrs in Primary & 27.5hrs in Secondary and special schools	(112)	(168)	(168)	(168)	(168)
ECS1-C20	Educational Psychology: Not filling current vacant posts	(168)	(168)	(168)	(168)	(168)
ECS1_C22	Contract Out Catering at Beach Ballroom/Art Gallery	100	(85)	(85)	(85)	(85)
ECS_E5	Nursery nurses to provide non class contact cover for nursery teachers	(53)	(80)	(80)	(80)	(80)
ECS_E32	Pensions Reduction: No Contribution for temporary promoted posts	(26)	(26)	(26)	(26)	(26)
ECS_E40	Maximising class sizes in upper stages of secondary school	0	0	(838)	(2,773)	(1,457)
		Year 1 (2011/12)	Year 2 (2012/13)	Year 3 (2013/14)	Year 4 (2014/15)	Year 5 (2015/16)
Items Accepted		£'000	£'000	£'000	£'000	£'000
ECS_E17a	Additional Support Needs: Increase teacher/pupil ratios to 1:10 - Secondary	(167)	(600)	(600)	(600)	(600)
ECS_E18a	Additional Support Needs: Increase teacher/pupil ratios to 1:10 - Primary	(333)	(500)	(500)	(500)	(500)
ECS_E37	Change the delivery of music tuition	97	(796)	(796)	(796)	(796)
ECS1-C1	Integrated Communities Service	(592)	(1,106)	(1,106)	(1,106)	(1,106)
ECS_E6	*RISK* Increase teaching time to match pupil time in primary schools	0	0	(590)	(2,480)	(2,480)
ECS_E9a	Secondary school estate - close 2 schools	(531)	(2,046)	(2,346)	(2,346)	(2,346)
ECS_E29a	Primary school estate - close 5 schools	0	(112)	(663)	(1,015)	(1,015)
ECS1-C11f	Cease all Council financial support including development programme grant
	Added and building revenue costs to leased Community centres					(127)
		(2,523)	(7,223)	(11,388)	(16,260)	(15,880)

Items Not Accepted
ECS1-C11a	Leased community centres - review council financial support	(58)	(58)	(58)	(58)	(58)
ECS_E12	Withdraw Music Tuition	(763)	(450)	(450)	(450)	(450)
ECS_E22	Reduce Pupil Support Assistants Provision by 50% in Primary Schools	397	(2,850)	(2,850)	(2,850)	(2,850)
ECS_E24	Reduce Pupil Support Assistants Provision by 50% in Secondary Schools	36	(1,000)	(1,000)	(1,000)	(1,000)
ECS_E9b	*RISK* Redesign of secondary school estate	0	0	0	0	1,034
ECS_E20b	*RISK* Redesign the profile of professional staffing in secondary schools<

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