Report - London Borough of Hillingdon

38.11 These include staff rationalisation and management reorganisation. Given current
Council Policy, it is assumed that these options will be achieved through voluntary
redundancies and natural wastage. It must be noted, however, that the options relating to
staff savings are based on a theoretical implementation date of 1st April 1997, to illustrate
the full year effect. Actual savings will need to be reduced pro-rata. It should also be noted
that at this stage, it is too early to assess the impact of any voluntary redundancies on
services and that it will be extremely difficult to implement any reorganisation through
voluntary redundancy alone. Progress on implementing voluntary redundancies will be
reported to the next cycle.
38.12 Even if the full £1.998m were to be achieved in 1997/98, there would remain an
overall shortfall of £2.67m of the £4.4m.
Further work in progress
38.13 Further work to reduce the shortfall is underway including examining the further
potential for maximising Community Care Grant monies and further potential savings in
Children’s Provider Services
38.14 Members are advised that the further £2.67m budget reductions cannot be
achieved without sizeable service reductions. A £2m cut in service would equate to a 40%
reduction in the capacity of the Home Care Service with a loss of 156 Home Care jobs
and a loss of service to 560 service users or the closure of 11 day service units with a loss
of 83 jobs and 447 places for service users.
38.15 In accordance with the recommendations of the Finance and Property Sub
Committee on 16th December 1996, Members are invited to consider the options for
budget reductions and if not supported, to identify alternative options in order to achieve a
balanced budget.
BACKGROUND DOCUMENTS
SSC 21/6/96 & 17/9/96 Revenue Monitoring Reports
Finance & Property Sub-Committee 16/12/96, Item 1
PART I - MEMBERS & PUBLIC (INCLUDING THE PRESS)
Social Services Committee - 30 January 1997 Page 4