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The Proposals

Please note some of the Futures Fund figures quoted in the March edition of the One Darlington magazine have been updated since the magazine went to print. The figures quoted in each individual proposal are up-to-date.

Proposal Type Portfolio More Detail
Public Health 0-19 Years (HP2) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: HP2 - Public Health 0-19 Years      Keywords: voluntary sector VCS Health and Partnerships Portfolio See details
Public Health Prescribing & Pharmacology (HP7) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: HP7 - Public Health Prescribing & Pharmacology Health and Partnerships Portfolio See details
Public Health Stop Smoking Service (HP4) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: HP4 - Public Health Stop Smoking Service Health and Partnerships Portfolio See details
Public Health Substance Misuse (HP3) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: HP3 - People PH Substance Misuse Health and Partnerships Portfolio See details
A Remodelled Dolphin Centre including the Central Library (£779,000) Future FundsRetain a centrally located multi-purpose leisure centre. The Dolphin Centre will be remodelled with the Registrar’s Service relocating to the Town Hall freeing up space for the Central Library to be relocated within the Centre.   The relocation will deliver efficiencies reducing the cost of the Central Library and the Centre by approximately £300,000. The relocation of the Library will deliver a modern accessible library for the Town which will also address many of the short comings of the Crown Street site, namely :- Poor toilet provision Baby changing facilities Increased space for children’s library and activities Social/breakout space Café facilities Modern environment Improved ICT The relocation will enable the Crown Street building to be sold and discussions will take place with interested parties such as the Pease Family.  Disposal values will not be as high as maybe imagined by many due to the cost of conversion and it is proposed, subject to agreement by interested parties, that any receipts be used to assist in achieving the Civic Theatre sponsorship target of £1.6m. [Reference: Cabinet papers, Item 6, paragraph 52(b)] Let us have your views by filling in the Darlington Library Service Survey - Closed The online library survey has been available for a six-week period and has now closed so we can collate the responses and feed them into the consultation process.  Further comments are still welcome until 31 May 2016. You can send your comments via email to feedback@darlington.gov.uk  or you can complete the budget proposals online form. Links: Library Service Proposals [PDF document] Proposed new layout for the Dolphin Centre (Ground Floor) [PDF Document] Proposed new layout for the Dolphin Centre (First Floor) [PDF Document] Official Copy Of Statutory Declaration [PDF Document] Leisure and Local Environment Portfolio See details
Adult Commissioning and Contracts Staff Costs (AH6) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: AH6 - People Adult Commissioning & Contracts Staff Costs Adult Social Care and Housing Portfolio See details
Adult Direct Payments to Personal Budget Costs (AH5) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included.  Link: AH5 - People Adult Direct Payments to Personal Budget Costs Adult Social Care and Housing Portfolio See details
Adult Financial Assessment Protection - Staff (AH4) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included.  Link: AH4 - People Adult Finance Assessment Protection - Staff   Adult Social Care and Housing Portfolio See details
Adult Packages (AH3) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included.  Link: AH3 - People Adult Packages     Keywords: voluntary sector VCS Adult Social Care and Housing Portfolio See details
Adult Social Care Other Commitments (AH2) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included.  Link: AH2 - People Adult Social Care Other Commitments This proposal will be discussed at the Adults and housing scrutiny committee [PDF document] on 22 March 2016.   Keywords: voluntary sector VCS Adult Social Care and Housing Portfolio See details
Adult social care staffing (AH1) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: AH1 - People Adult Social Care Staffing This proposal will be discussed at the Adults and housing scrutiny committee [PDF document] on 22 March 2016.   Keywords: voluntary sector VCS Adult Social Care and Housing Portfolio See details
Adult Workforce Development Statutory Training (AH7) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: AH7 - People Adult Workforce Development Statutory Training This proposal will be discussed at the Adults and housing scrutiny committee [PDF document] on 22 March 2016. Adult Social Care and Housing Portfolio See details
Allotments (LLE8) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE8 - Allotments Leisure and Local Environment Portfolio See details
Arboriculture (LLE9) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE9 - Arboriculture Leisure and Local Environment Portfolio See details
Blue Badge Parking (W20) CutsDescription To introduce charging in off-street car parks for blue-badge holders The charge to be the same as for other users. Link W20 Blue Badge Parking Leisure and Local Environment Portfolio See details
Building control (ER4) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: ER4 - building control Economy and Regeneration Portfolio See details
Building control officer resource (Mc5) CutsDescription To delete a 0.5 FTE Principal Building Control Officer post. To assist in managing the reduced number of staff to put out to the private sector some work when peaks cannot be managed.  This is reflected in the savings identified. Link Mc5 - building control officer resource Economy and Regeneration Portfolio See details
CCTV (ER10) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: ER10 - CCTV Economy and Regeneration Portfolio See details
Cease Domestic Abuse Floating Support (03) CutsDescription To decommission the contract for the provision of Floating Support to Victims of Domestic Abuse and their children ( this is not the Women’s Refuge which contains 8 units of provision) This service provides Outreach support for victims of Domestic Abuse and specific support for children affected by Domestic Abuse.  The service enables individuals/families to improve the quality of their lives by addressing safety, legal and housing matters, then to develop coping mechanisms and resilience. By helping individuals to resolve the present crisis by reducing risk and increasing feelings of safety, the service  creates space for the individual to start taking control and planning for the future. There is insufficient provision in the Refuge for the overall numbers presenting. The contractor offers confidence building programmes to avoid repeat incidents of Domestic Abuse, the programmes have an integral role in supporting recovery from domestic abuse and improving mental wellbeing. This service is part of a pathway of services for victims of Domestic Abuse. It is the identified route of support for women leaving the refuge and can also, in many cases, prevent the need for families to enter the refuge. It is the only service available to support male victims. £22,000 of the contract has been deemed statutory to cover the MASH worker and Children’s worker and would continue to be funded.  Link 03 Cease Domestic Abuse Floating Support Adult Social Care and Housing Portfolio See details
Cease funding to Aspire Service (08) CutsDescription Stop the Aspire Service. This is a service that provides support to school leavers with learning difficulties to move from education into paid employed and acts as a preventative service aiming to support people to live independently. The young people would still have access to support services at Darlington College and from Careers England.  There may be some mitigation of the reduction if the council reviews its other discretionary services supporting people into employment and maintains some level of provision. The support given to the individuals identified by the Aspire Service does lead to reduced demand for services in the long-term (through the promotion of independent living).  Link 08 Cease funding to Aspire Service Adult Social Care and Housing Portfolio See details
Cease funding to Gay Advice Darlington and for the DAD Information Post (09) CutsDescription Cease contribution to room hire costs for the Deaf Club Cease funding for Gay Advice Darlington. Cease funding for Information Co-ordinator provided through Darlington Association on Disability (DAD). The contract with Gay Advice Darlington offers confidential information and advice and a confidential counselling service to people from Darlington diagnosed with HIV/AIDS. The service also offers support to families and dependants. The contract with DAD is to provide information and advice to disabled people in relation to a range of care issues.  Link 09 Cease funding to Gay Advice Darlington and for the DAD Information Post Survey This is a questionnaire in relation to the proposal to reduce funding to Gay Advice Darlington and Durham. The questionnaire is an attempt to understand some of the possible impacts on people who use the service and their carers. If you have used the service or care for someone who has please complete the survey. This will help the Council understand what the impacts of reducing will be before it makes its final decision. Link to survey [external link]   Keywords: voluntary sector VCS Adult Social Care and Housing Portfolio See details
Cease Key Points of Access (04) CutsDescription The proposal is to terminate the Key Point of Access (KPA) and to streamline processes for the assessment and referral into Housing Related Support Services. The KPA is operated by both Housing Options and First Stop Darlington, who carry out interviews, complete needs & risks assessments and make onward referrals to commissioned service providers for vulnerable people in need of support.  Link 04 Cease Key Points of Access    Keywords: voluntary sector VCS Adult Social Care and Housing Portfolio See details
Ceasing Vulnerable Adults Floating Support (05) CutsDescription To remove the contract for the provision of Housing Related Support for Vulnerable People aged 25+. (This is not Hostel provision – 29 units will remain). This contract also encompasses the management of Darlington Borough Council’s statutory provision of Temporary Accommodation (11 units of accommodation) and this statutory provision would need to remain. Service Detail The service provides support to individuals who are homeless or at risk of becoming homeless and has capacity to support over 300 Individuals per annum. Support is delivered through triage, group work, crisis interventions and floating support (floating support is support delivered on a regular basis to individuals whose identified needs cannot be met through triage, for a maximum of 6 months). In addition to ensuring the individual is adequately housed, the service aims to reduce dependency, increase & sustain independence, increase clients taking part in education, training and employment and meaningful daytime activities. These include, but, are not limited to; reducing overall debt, better management of physical health, mental health and substance misuse issues, and support to avoid harm from others and to others which are all important in  supporting an individual to move towards independent living and becoming a contributor to society. Link 05 Ceasing Vulnerable Adults Floating Support     Keywords: voluntary sector VCS Adult Social Care and Housing Portfolio See details
Cemetery and Allotment Charges (W10) CutsDescription To increase charges for both the Allotment Service and Cemeteries to cover operating costs, making both services break even.  Allotments Currently there are 18 Council owned sites of which 11 are DBC managed and 7 self-managed.  On the Council managed sites there are 241 plots, of which on 88 plots the tenants pay full price and on 153 plots the tenants pay concession rate, which is half price.  15/16 prices are £54 for full plot and £27 for concession.  The proposal in this year’s MTFP for 16/17 is to raise the charge for a full price plot to £80.  Thereafter the proposal for allotments will be: in 17/18 to remove the concession altogether so all tenants pay the full price and over the following three years, further raise the charges by £40 in 17/18 to £120, £25 in 18/19 TO £145 and finally by another £25 in 19/20 taking the charge for an allotment plot to £170. The 11 DBC managed sites are Arnold Road 51 plots Brankin Road Horse Site 10 plots Dury Street 6 plots Field Street 37 plots Honeypot Lane 12 plots Lascelles 35 plots Park Lane 6 plots Parkside 2 plots Salters Lane North 55 plots Salters Lane South 19 plots Springwell Terrace 8 plots Total 241 plots Cemetery It is estimated that the cost of operating the cemeteries by 2019/20 will be approximately £51,000 per annum, therefore to break even, charges for the services within the cemeteries would need to increase.  The burial charge for 2016/17 is £710 (subject to Cabinet approval), which will need to increase over the next two years by approximately 12.5% rising to £742 in 2017/18 and in 2018/19 to £799.   Link W10 Cemetery and Allotment Charges     Keywords: voluntary sector VCS Leisure and Local Environment Portfolio See details
Child Pedestrian Training (W17) CutsDescription Child Pedestrian training offers the development of life skills to 3,000 children at Y1,2 and 3 building up skills to enable children to be Safer, Greener and have healthier lifestyles. The service was previously funded from Local Sustainable Transport Fund (LSTF) Grant The service contributes to strategies to reduce the numbers of cars on the road network and at the school gate in the morning and afternoon traffic peaks, as part of the Council’s traffic management duty. There are wider benefits for road safety, physical activity, mental wellbeing and air quality. The Pedestrian training service operates on a pool of 15 instructors with a supervisor who organises the scheme. The instructors are invited to deliver training courses.  The cost to provide the training is £32,000. Link W17 Child Pedestrian Training Leisure and Local Environment Portfolio See details
Childrens Centres, Early Help and Specialist Family Support (Hu1) CutsDescription Childrens Centers The proposal is to change the operating model to a Hub and Spoke model with a centralised children centre and provide outreach services to five locations in the borough with reduced delivery to a maximum of 1 full day per week using community buildings to support delivery.  Children’s Centres provide early support in a universal and targeted manner specially to pregnant woman and children and their families 0-5 years.  The Childcare Act 2006 defines the role of the local authority as ensuring there is sufficient children centres as practicably possible.  There is a requirement  to ensure consultation is undertaken in respect of any major change in children centre provision.  The Local Authority works with health and job centre plus partners to ensure early childhood and employment services can be sufficiently signposted or offered from such centres. A children centre must also provide a number of activities for children 0-5 years to improve their life chances including health inequalities, school readiness and parental employment. Children Centres are currently based in Haughton (stand-alone building) McNay Street (stand-alone building) Dodmire (spaced leased from Longfield Academy Trust) Mount Pleasant (part of Mount Pleasant School a maintained school by the council) and Skerne Park (spaced leased from Hummersknott Academy Trust). Children Centres provide the opportunity for early identification of families and children who may, if not offered support at the earliest opportunity, require input from specialist services at an increased cost to the local authority. Opportunities for direct work with children and families would be limited given the reduction in bespoke children’s centres buildings. Early Help Working Together 2015 requires local authorities to work together with partner agencies and offer early help support to those families who are identified as having additional needs and support requirements.  Following identification an assessment is required to ensure services can be identified to support the child and family to prevent escalation to Children Social Care provision.  The local authority has a responsibility to promote interagency co-operation, establish the local process for Early Help and identification and establish the process as part of a continuum of need which should be agreed and promoted by the Local Safeguarding Board.  It is the role of the Local Safeguarding Board to monitor and evaluate the offer of services. The current proposal is to merge existing family support services into one centralised team offering Early Help to those families where breakdown is imminent, who have multiple risk factors which impacts on family life.  Support those young people who are risk of becoming looked after, have poor school attendance or are likely to become NEET.  This will include a services that operate 7 days a week to the children and young people who are at risk of becoming looked after. Currently there is significant co-ordination with the DWP secondee to focus on adults in the families getting back into employment. Fewer resources would inhibit the ability to work intensively to achieve this objective. With reduced FIT resources there is likely to be an impact on the area based social work teams, the YOS and the FIT in terms of caseloads. There would be an increased expectation that social workers in the teams would complete the necessary interventions currently undertaken by the FIT. Link Hu1 Childrens Centres, Early Help and Specialist Family Support     Keywords: voluntary sector VCS Children and Young People Portfolio See details
Christmas lights (Mc10) CutsDescription Cease decorating Town Centre at Christmas time with electric lighting.  The £35,000 cost covers essentially the erection/maintenance/removing of lights each year.   Link Mc10 - Christmas lights Economy and Regeneration Portfolio See details
Civic Theatre (LLE4) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE4 - Civic Theatre Leisure and Local Environment Portfolio See details
Civic Theatre Break Even (W01) CutsDescription Subject to a successful HLF Stage 2 funding application, the Civic Theatre will be fully restored to its former glory.  As part of this process, the theatre has been expanded and enhanced to provide the opportunity to increase the number of shows, attendance to each show and the yield from each seat, alongside increased secondary spend from bar catering and merchandising.  The theatre, working alongside Hullaballoon, will also provide the opportunity to expand the range of events and activities taking place throughout the day and not just at performance time. Following the restoration of the Civic Theatre it is intended to open in autumn 2017, initially with a small deficit of approximately £100,000 per year thereafter, following the re-launch and rebuilding of the customer base alongside increased sales, the theatre will move to breakeven by 2020/21. Link W01 Civic Theatre - Break Even Leisure and Local Environment Portfolio See details
Civil contingencies (ER7) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: ER7 - civil contingencies Economy and Regeneration Portfolio See details
Civil enforcement officers (Mc6) CutsDescription The proposal is to delete two Civil Enforcement Officer posts, one of which is currently vacant.  The CEO’s bring in more income than their salaries through parking penalties.  However the new MSCP will reduce workload and number of penalties issued.   Link Mc6 - civic enforcement officers Economy and Regeneration Portfolio See details
Cockerton Library (W05) CutsDescription Cockerton Library is the only branch library within Darlington and in recent years has had a reduction in opening hours and during 2014/15 into 2015/16 discussions have been carried out with the voluntary sector to try to develop a volunteer-led library within Cockerton.  To date this has not proved successful and the Council continues to manage the library.  There were approximately 86,888 books loaned from Cockerton during 2014/15 and alongside book lending there are 10 computer terminals for use by library members providing 280 hours of access per week.  The total number of visits to Cockerton Library in 2014 was 42,050.   Proposal Cockerton Library would be closed.  Impact The closure of the library would impact significantly on residents who regularly use the service.  A full needs assessment would need to be carried out prior to any final decision being made. There will be a requirement to complete a Library Needs Assessment  and full Equalities Impact Assessment prior to Members making any final decisions. Let us have your views by filling in the Darlington Library Service Survey - Closed The online library survey has been available for a six-week period and has now closed so we can collate the responses and feed them into the consultation process.  Further comments are still welcome until 31 May 2016. You can send your comments via email to feedback@darlington.gov.uk or you can complete the budget proposals online form. Links Library Service Proposals [PDF document] W05 Cockerton Library [PDF document] Leisure and Local Environment Portfolio See details
Communications Team (H8) CutsAlthough this is an unknown quantity at this point in time, it is estimated that there is £46k for variable overheads in these areas which would need to be removed when the reduction in operational services is known.  The costs of the services have been analysed between fixed, specific and variable costs to assist in this exercise and it is only the variable overhead cost which can be removed. The impact of the reduced budget will vary depending upon how the savings are made. The types of services that could be affected include; Responsive and proactive media activities (such as dealing with press enquiries, press releases, and articles for the One Darlington magazine). Working with partner organisations to provide communications services relating to campaigns and during civil emergencies. Co-ordination of marketing activities and managing design and print activities. Development and maintenance of Council websites and social media profiles. Co-ordination of internal communications and maintenance of the Intranet. Link: H8 Communications Team This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
Community Development and Engagement (£50,000) Future FundsIn order to mitigate the impact of many of the budget reductions it is important that there is a robust voluntary and community sector in place.  Some staff capacity and a one-off fund (see below) would be available to stimulate the development of the voluntary sector in Darlington.  Support would continue for Good Friends (via Better Care Fund) and Darlington Cares (via PRG) as a part of this strategy. [Reference: Cabinet papers, Item 6, paragraph 52(m)]     Keywords: voluntary sector VCS Health and Partnerships Portfolio See details
Complaints and Information Governance - (EffR17) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR17 - Complaints and Information Governance This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Concessionary Fares (LLE18) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE18 - Concessionary Fares Leisure and Local Environment Portfolio See details
Concessionary Fares (W15) CutsDescription The Council must continue to implement the scheme as prescribed by the Government providing free off-peak local bus travel to eligible older and disabled people anywhere in England. The off peak period covers any time on a Saturday, Sunday or bank holiday, and from 9.30am to 11pm on any other day.  The current scheme includes a companion pass which is a discretion agreed by the Council. This proposal includes a number of options to try and manage down the anticipated growth in costs associated with this statutory scheme. These include: Returning to the statutory scheme levels by removing the discretionary elements; This means removal of the Disabled person Companion pass, where certain disabled users are issued a pass that allows a companion to travel with them. The companion would not travel free. The introduction of new ICT systems to reduce fraudulent use. reduced assumptions on inflation built in future years budgets There are currently 635 disabled companion passes (July 2015) in Darlington. i.e. ENCTS Disability Companion pass holders No Blind or partially sighted 51 Has a learning disability 176 Long term disability/injury preventing ability to walk 326 No arms or lack of use of arms 1 Not further specified 17 Profoundly or severely deaf 11 Unfit to drive 49 Without speech 4 Total 635 These proposals do not guarantee savings but assist in managing demand in the annual negotiations regarding the cost of the service. These will reduce the numbers using the scheme to the statutory minimum and reducing any fraudulent use. The anticipated savings is expected to be £208,000 by 2019/20. Link W15 Concessionary Fares     Keywords: voluntary sector VCS Leisure and Local Environment Portfolio See details
Contingencies - (EffR21) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR21 - Contingencies This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Core Planning Team (Mc1) CutsDescription Deletion of all discretionary services within Economic Growth other than statutory required minimum.  Services to be retained are statutory minimum planning services to deliver the statutory Local Plan( including limited strategic Transport function) and Development Management. It is assumed that the current level of financial resources payable to Tees Valley LEP and Combined Authority will be retained in all scenarios. Services to be deleted: A service review is currently underway and will lead to a team restructure.  Savings of £180k are anticipated. No added resources for Neighbourhood Planning or any initiatives emerging from Housing and Planning Bill, e.g. Brown Field registers, self-build.  This may result in new pressures. Link  Mc1 - core planning team Economy and Regeneration Portfolio See details
Coroners (LLE7) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE7 - Coroners Leisure and Local Environment Portfolio See details
Corporate Landlord (EffR2) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR2 - Corporate Landlord This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Corporate Landlord H5 CutsDescription To reduce the Corporate Landlord officer complement by: Delete vacant Corporate Premises Officer immediately Delete vacant Energy Efficiency Officer post immediately Delete a currently unknown number of further posts from 2018/19, the specific posts and number to be determined nearer the date, subject to reduction in office assets (buildings) and number of users. Link H5 Corporate Landlord This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Corporate Running Costs (EffR7) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR7 - Corporate Running Costs This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Creative Darlington (W09) CutsDescription To delete the resources supporting the Council’s cultural vision, and the delivery partnership, Creative Darlington. This is a full time post, the Creative Darlington Manager, and a budget that supports activity directed by the Creative Darlington Partnership. Activity supported includes the Festival of Thrift, match funding for external bids to ACE, Lottery, Charitable Funding, funding to support arts organisations to develop business plans, and support for the DfC Arts Festival. Link W09 Creative Darlington Leisure and Local Environment Portfolio See details
Crisis Support and Community Care Fund (£170,000) Future FundsOver 1,500 Darlington residents have made use of the support from this service in 2015 and it is expected that even more could require support in the future as austerity continues to hit some much harder than others.  The proposal made here is to maintain just under half of the current funding for the function.   Furthermore, it is proposed to identify a voluntary sector organisation to manage the fund which might increase the reach of the fund and which might help to sustain the voluntary organisation.  This, in turn, would ensure that there is some community-based support as the voluntary sector face a range of budget reductions locally. [Reference: Cabinet papers, Item 6, paragraph 52(j)]     Keywords: Voluntary sector VCS Adult Social Care and Housing Portfolio,Health and Partnerships Portfolio See details
Cycle Training Level 3 (W16) CutsDescription Level 1 & 2 cycle training that is provided to circa 650 children yr.5/6 will continue subject to ongoing funding from the Department for Transport (DfT) Bikeability Grant. Level 1 - At Level 1 new riders learn to control and master their bikes in a space away from traffic such as a playground or closed car park. Trainees will usually be trained in a group of 3-12, though individual training may also be available in your area. At Level 1 riders will prepare themselves and the bike for cycling, get on and off the bike without help, start off, pedal and stop with control, pedal along, use gears and avoid objects, look all around and behind, and control the bike, share space with pedestrians and other cyclists Level 2 - takes place on local streets, giving trainees a real cycling experience. Trainees learn how to deal with traffic on short journeys such as cycling to school or the local shops. Trainees are usually trained in small groups. At Level 2 riders will prepare for on-road cycling, start and finish an on-road journey, recognise typical hazards, let others know what you are about to do, know where to ride on the road, pass parked vehicles and side roads. However, the Level 3 training for 200 yr.7 that was previously funded by Grant will cease. Level 3 - equips trainees with skills for more challenging roads and traffic situations – busier streets, queuing traffic, complex junctions and roundabouts. It also includes planning routes for safe cycling. Level 3 training is delivered one-to-one or in groups of up to 3 so can be tailored to a trainee’s individual needs, such as a route to work or school. At Level 3 riders will prepare for a journey, understand advanced road positioning, pass queuing traffic, perceive and deal with hazards, understand driver blind spots, react to hazardous road surfaces The service contributes to strategies to reduce the numbers of cars on the road network and at the school gate in the morning and afternoon traffic peaks, as part of the Council’s traffic management duty. There are wider benefits for road safety, physical activity, mental wellbeing and air quality. The Cycle Training service operates on a pool of 11 instructors with a supervisor who organises the scheme. The instructors are invited to deliver training courses. The proposal will mean reduced number of training courses and work opportunities placing a risk on continued sustainability of the pool of instructors.  Annual cost of the training is £17,000. Link W16 Cycle Training Level 3 Leisure and Local Environment Portfolio See details
Democratic and Members Support (EffR4) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR4 - Democratic and Members Support This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
Development control planning policy (ER1) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: ER1 - Development control planning policy Economy and Regeneration Portfolio See details
Disabled Children (CYP3) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: CYP3 - Disabled Children Children and Young People Portfolio See details
Discretionary Rate Relief (S12) CutsDescription Discretionary Rate relief (DRR) can be given subject to organisations that are in receipt of mandatory rate relief although it should be noted that each organisation can only receive a maximum of £2000 discretionary rate relief. This change was introduced to ensure that the funding available can be used to help the maximum number of organisations.    Sports clubs generally do not have charitable status for non-domestic rates purposes, but they can apply for this status through the Inland Revenue. If they meet certain criteria they will then receive mandatory rate relief. We do not give top up DRR where sports clubs have this status. Sports clubs without charitable status can apply for DRR and the % relief varies 10% to 50% depending on whether the club runs a licensed bar. Organisations must apply every year.  Organisations are asked to provide governance and financial information as part of the process. On receipt of the application a stop is put on the collection pending a decision to award. The decision is made by the Health and Partnerships Cabinet lead following advice from an advisory panel including DBC officers and County Durham Community Foundation. Minutes of the panel meeting are then circulated to all Members who can call-in any decision. Following the end of the call-in period applicants and Revenues and Benefits are notified of the outcome. The budget is £34,000 and the spend last year was less than this at £18,195. Last year 40 organisations applied for this support and the amounts granted ranged from £55 to £2000. The impact of stopping this support will therefore be minimal for most organisations but the cumulative effect will need to be assessed as it will hit CAB, DAD, Age UK, FirstStop and others who will be affected by other proposals. Where the group is a small group it should be possible to fund raise for the amount required especially as we need to provide a lead in of 12 months as we have to give 12 months’ notice of any changes.  Link S12 Discretionary Rate Relief     Keywords: voluntary sector VCS DRR Health and Partnerships Portfolio See details
Dog Warden Service (LLE11) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE11 - Dog Warden Service Leisure and Local Environment Portfolio See details
Dolphin Centre (WO6) CutsDescription Closure of Dolphin Centre, which is the Council’s major leisure facility, located in the town centre.  In excess of 900,000 people visit the Dolphin Centre per annum.  The main facilities include: 25 metre eight-lane pool Small toddler pool Diving pool with boards 25 metre four-lane training pool Two water slides Main sports hall (eight badminton courts size) Three squash courts Fitness suite Soft play studio Small multi-purpose studio Number of meeting/seminar rooms Two wedding suites Major catering facilities Central Hall multi-purpose space The facility is also a base 36 clubs/societies Impact Closure of the Dolphin Centre would have a significant impact on the Council’s ability to narrow the health gap as a significant proportion of the population use the Dolphin Centre on a regular basis.  The town centre economy would suffer if the Dolphin Centre was closed as there are over 900,000 visits to the Dolphin Centre per annum, of which a significant number of these are dual visits to both the town centre and the Dolphin Centre.  Alongside this, the overall negative economic impact of a major town centre building being boarded up and closed in a prime location until such times as it could be demolished or sold.  There are a range of other providers in the town for a number of activities provided at the Dolphin Centre, such as gym, soft play, sports hall, catering, function/meeting space, however losing the swimming pool complex would have a significant impact as there is not the capacity within other pools in the Borough.  Residents would have to travel to Durham, Stockton, Richmond and further afield.  The Council has recently invested approximately £3million in refurbishing the mechanical and electrical installations within the Dolphin Centre, which the majority of that is associated with the pool complex.  There is further M&E work to be done, capital to the value of approximately £2million will be required.  The proposal includes funding for demotion of the building if an alternative use cannot be identified. Note Closure of the Centre will mean the town centre location for the Healthy Hub is not available; however this service is being stopped via proposals within the Public Health budget. Link W06 Dolphin Centre Leisure and Local Environment Portfolio See details
Early Help Model Revised (CYP4) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: CYP4 - Early Help Model Revised Children and Young People Portfolio See details
Eastbourne Sports Complex (LLE5) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE5 - Eastbourne Sports Complex     Keywords: voluntary sector VCS Leisure and Local Environment Portfolio See details
Eastbourne Sports Complex Break Even (WO2) CutsDescription Following the replacement of the artificial grass pitch and remodelling of staffing and facilities over a period of time, it is proposed that Eastbourne can move to break even by 2021. The main facilities include: Outdoor grassed football pitches Synthetic turf pitch, which is about to be replaced with funding from the Football Foundation National standard athletics track Bowls green / club house Climbing boulder Outdoor play facilities Indoor facilities; education room, fitness suite and team changing facilities Link W02 Eastbourne Sports Complex - Break Even Leisure and Local Environment Portfolio See details
Economic initiative and regeneration (Mc2) CutsDescription of Proposal: Scenario 2: No Economic Initiative and Regeneration Activity, no External Funding Team, no Business Engagement/Inward Investment and no Programme Regeneration Officers Economy Team comprising business engagement, place promotion, inward investment and skills development.  Would result in no business support, engagement with Darlington companies, inward investment management or place promotion activities that have in the past seen inward investments such as CPI, Torrington site, and Argos.  No capacity for town centre business support, Christmas lights and Ingenious Darlington place branding. External Funding team to be deleted. It has currently secured over £50m of external funding over the last 5 years into the Borough generating projects of value over £500m. Examples are Feethams leisure development, Central Park, Bank Top, Civic Theatre, highways and infrastructure, Business Central, Broad band, Affordable Housing Programme, Heritage Lottery Fund, Arts Council, and Sports England. The loss of the team would remove capacity for the Council to compete in bidding processes for external funding / resources through the Tees Valley LEP and Combined Authority, European Funding and other National Programmes such as HLF, Lottery RGF, GPF etc. Development of Regeneration projects.  The core planning function would secure a policy development function and an operational Development Management function. In this scenario there would be no capacity to develop the next round of strategic projects that fuel economic delivery in the next three to five years. This would include Master Planning, Development Briefs, and Commissioning of Regeneration and Transport projects through the Council’s Capital Project processes. This would risk a slowdown in both housing and commercial schemes across the borough affecting development of a  wider Council tax base and reduced income for other departments through reduced fees and charges. The new housing target is to deliver @500 dwellings per year each equivalent to £760,000 additional Band D Council tax each year.  E.g. S278 for highway schemes, S106 contributions for community goods etc.  Risks: Economic momentum slowed, relying purely on reactive planning service, with ability to compete with neighbours for funding and mobile investment severely constrained.  Major impact on our ability to grow tax base, ie Business Rates and Council Tax. Link to Mc2 - economic initiative and regeneration    Keywords: voluntary sector VCS Economy and Regeneration Portfolio See details
Economic Regeneration Team (£350,000) Future FundsA team which is smaller than the existing team but will be sufficient to deliver existing plans such as Central Park and bring forward new initiatives that will generate more private sector investment in the Borough to create jobs and increase business rates income. [Reference: Cabinet papers, Item 6, paragraph 52(a)] Economy and Regeneration Portfolio See details
Education full statutory obligations (CYP6) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: CYP6 - Education  full statutory obligations Children and Young People Portfolio See details
Education School Transport (CYP7) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: CYP7 - Education School Transport Children and Young People Portfolio See details
Elections & Electoral Registration (EffR3) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR3 - Elections and Electoral Registration   This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
End Drug and Alcohol Floating Support (06) CutsDescription To remove the Contract for the provision of Housing related/outreach support service for people with substance misuse problems (alcohol and drugs) Service Detail The service supports(approx. 50 clients per annum) vulnerable adults whose substance misuse needs makes them in specific need of support to find appropriate accommodation and successfully live independently or maintain their present accommodation and avoid becoming homeless. As well as addressing an individual’s accommodation and independent living needs, the service aims to reduce dependency, increase & sustain independence, increase clients taking part in education, training and employment and meaningful daytime activities which are all critical to supporting an individual to move towards independent living and becoming a contributor to society. Link 06 End Drug and Alcohol Floating Support Adult Social Care and Housing Portfolio See details
Engagement Team (S11) CutsDescription The Community Engagement Team comprises of  2.5 officers.  Various officers in the Council liaise with the Voluntary sector and there are a range of specific contacts in place which the Council has commissioned that are being delivered by the voluntary sector. However the Community Engagement Team provide the strategic overview and support to encourage and enable the voluntary sector to deliver services the Council sees as a priority but is not able to provide due to increasingly  limited resources being available. The Team encourage the sector to self -help as much as possible with recent examples being web based products such as the Darlington Advice Network and Members/Voluntary Sector Toolkit. The team are currently tasked with developing the Volunteer Bureau and Strategic Development Group following the recent closure of Evolution as well as establishing a TECKAL (Community Enterprise) all of which should increase opportunities for more volunteering and help attract additional funding into Darlington by taking a more proactive, strategic and consistent approach across the sector. The team are playing a key role in the financial inclusion agenda, providing reports and statistics on the impact of the Welfare Reforms to enable the Council Financial Inclusion Partnership to prioritise scarce resources where they are needed most, co-ordinating the preparations for the introduction of Universal Credit, and commissioning/monitoring contracts from the Social Fund. They also represent the Council at various regional and sub-regional groups particularly in relation to Veterans and the Voluntary Sector. This work includes a monitoring and co-ordinating role, support to elected members etc. Link S11 Engagement Team     Keywords: voluntary sector VCS Leisure and Local Environment Portfolio See details
Environmental health (ER6) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: ER6 - environmental health Economy and Regeneration Portfolio See details
Environmental health officer (Mc7) CutsDescription Delete 1 FTE EHO (currently vacant). At peak times some programmed inspections may need to be outsourced. Unable to spend as much time working with businesses to develop their proposals.  Some external resource may need to be bought in to ensure that statutory minimum number of inspections are carried out.  This is reflected in the saving identified. Link Mc7 - Environmental health officer   Economy and Regeneration Portfolio See details
Estates (H6) CutsDescription Estates – Deletion of one Estates Officer post. The impact will be reduced capacity to manage the Council’s estates portfolio including land deals, rents and leases. The proposal is that this reduction does not take effect until 2017 at the earliest to retain capacity to deal with ongoing major regeneration projects. Link  H6 Estates This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Estates and Property Management (EffR1) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. link: EffR1- Estates and Property Management This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Events (W07) CutsDescription To stop any Events across the Borough including the town centre and the Festival of Thrift, as well as withdrawing any support to community organised events. Impact The Council currently organise and run a range of events across the Borough with a strong focus in the town centre as well as contributions to the funding of the Festival of Thrift (£30,000).  The Events programme has a positive impact on the town centre, increasing footfall and making the town centre a vibrant, attractive place to visit.  The Festival of Thrift is starting to become a nationally recognised event with approximately 40,000 visitors last year.  With the removal of funding and staff for Events across the Borough, the town would be less vibrant as well as reduced feel good factor.  The withdrawal of Events would also impact on aspirations for 2025 Capital of Culture.  The Events team support a number of organisations and the community to deliver a range of events that are not Council funded, such as the Carnival, Fairgrounds, Darlington by the Sea, Food Festival, R+B festival, Denes Teddy Bear Picnic and many more.  This support would be withdrawn as part of this proposal.  However, the community may still deliver these events.   Link W07 Events Leisure and Local Environment Portfolio See details
Festivals and Events (£90,000) Future FundsTo fund events such as the Festival of Thrift and to match fund and staff other events in partnership with others including a Christmas offer in place of traditional lights. [Reference: Cabinet papers, Item 6, paragraph 52(h)]   Leisure and Local Environment Portfolio See details
Financial and debt advice and welfare rights services (£50,000) Future FundsWe have previously funded advice and financial advice in children’s centres, at Age UK for over 50s and in the CAB.  The proposal is to reduce the funding but to maintain one universal and accessible provider.  The funding given will be linked to a number of performance indicators that support residents to maintain their home, avoid legal actions.  This amount may be added to the crisis support funding to form a single contract specification. [Reference: Cabinet papers, Item 6, paragraph 52(k)]     Keywords: voluntary sector VCS Adult Social Care and Housing Portfolio,Health and Partnerships Portfolio See details
Financial Services (EffR15) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR15- Financial Services This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Financing Costs - (EffR20) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR20 - Financing Costs This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Flood and water management (ER2) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: ER2 - Flood and water management Economy and Regeneration Portfolio See details
Flood and water management (Mc9) CutsDescription The proposal is to reduce the Flood and Water Management Act budget by £20,000.  The rationale is that the budget has been underspending on the Stockton contract (which delivers many of the Flood and Water Management Act functions for Darlington). There is a risk that if the new SuDs work includes numerous complex cases it may not be possible to meet all of the saving as additional work will be required by Stockton on our behalf. Link Mc9 - flood and water management Economy and Regeneration Portfolio See details
Fund to Promote Public Sector Volunteering (£50,000) Future FundsOne off investment To work with the Voluntary Sector to increase volunteering. [Reference: Cabinet papers, Item 6, paragraph 53(t)]     Keywords: voluntary sector VCS Health and Partnerships Portfolio See details
Funding to Maintain Open Space and Parks to Allow Standards to be Introduced at 50% of Current Levels (£100,000) Future FundsThis will mean open spaces, parks and grass verges will be cut but on a less frequent basis as the current standard.   The current standard during the growing season is a cut every 12/15 days the new standard would be a cut every 30 days. [Reference: Cabinet papers, Item 6, paragraph 52(c)] Leisure and Local Environment Portfolio See details
Ground Maintenance (LLE15) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE15 - Ground Maintenance Leisure and Local Environment Portfolio See details
Grounds Maintenance, Horticulture, Parks and Countryside Management (W12) CutsDescription This proposal covers a number of areas:  grounds maintenance and horticulture, including grass cutting, shrub/hedge maintenance, leaf clearance, floral displays, general grounds maintenance work, repairs and maintenance, parks and open spaces, rural road grass cutting, weed control, Council house work including garden maintenance and sheltered accommodation.  The Council has health and safety responsibilities and also owes a duty of care to ensure that people do not come to harm when visiting  parks and open spaces and needs to maintain sight lines for safe passage on the highway and playing pitches, as this service will continue to be offered .  Apart from those duties the condition that the land is kept in  has been more a matter of civic pride but this is now under considerable financial pressure. The proposals to reduce the service below are a judgement of what is believed to be the minimum level of resource to meet the Council’s duty No grass cutting or horticultural work in any open space including all parks and nature reserves No grass cutting on roadside verges No support to any voluntary groups including Friends, Street Champions and Darlington Cares No floral displays Overall, this will mean that all open spaces and parks will become extremely unsightly, become litter traps and attract anti-social behaviour, graffiti and vandalism due to their run-down appearance.  In contrast to this, Council housing estates will continue to be maintained to existing standards as they are funded through the HRA.  Grass Cutting This includes grass cutting of all roadside verges, open spaces on housing estates, general amenity grass such as village green at Cockerton or grass within all parks across the Borough that are not sports pitches, e.g. Green Park, Stanhope Green, Denes, North Lodge Park, North Park, South Park, Alderman Crooks Park and all other large open spaces.  These areas would only be cut once per year, grass would then be baled and removed.  Impact:   Due the grass being overgrown, it would be difficult for young people to play in these areas as well as residents being able to walk and enjoy the parks and open spaces across the Borough.  Wherever there is grass, it would look untidy throughout the growing season, retain more litter and be difficult for residents to remove dog dirt.  Over time the grass will eventually become full of weed, looking even worse, and start to encroach on footpaths and the highway.  Existing frequency:  Grass is generally cut on a 10-15 working day cycle.  Frequency following cuts:  Grass will be cut once per annum, baled and removed from site.  From a health and safety point of view, sightlines at junctions and roundabouts will be cut more frequently as required to ensure clear visibility for motorists.  Council Housing Land All work carried out for Council Housing would continue as this is paid for through the HRA.  The existing standards and frequencies would be maintained unless the specification is altered by Housing.  South Park South Park currently has 3.2 gardeners working within the park, maintaining all the formal areas of the park to the current high standard.  Impact:  With no resources to maintain South Park it would rapidly become run down with increased vandalism to facilities in the park, which would ultimately have to be removed for safety reasons as well as potential damage and vandalism to buildings and other structures in the park.  There would be a significant potential of negative publicity and potential claw back from the HLF as they were a major funder of the refurbished South Park.  This would impact on the Council’s ability to attract further funding from HLF.  Existing frequency:  The formal areas are maintained to a high standard by the existing gardening team within the park.  Frequency following cuts:  No work would be carried out to the formal areas of the park.  Shrub Bed Pruning (included in Core Offer) Shrub beds that are next to footpaths and the highways would continue to be maintained  as they currently are with one full prune in the winter and other general maintenance throughout the year.  This is to ensure that they do not become a health and safety hazard by encroaching on the highway or footpaths.  Hedge Cutting (included in Core Offer) Maintenance of Council owned hedges would continue to the same standard as currently with one cut per annum.  This is to ensure that they do not become a health and safety hazard by encroaching on the highway or footpaths.  Weed Spraying (included in Core Offer) Weed spraying on hard surfaces would continue at the current service level with two operatives carrying out through the growing season.  This work is essential for health and safety reasons ensuring there isn’t excessive growth of weeds and vegetation on pavements, which would cause trip hazards.  Floral Displays All floral displays other than those in Sheltered Housing Accommodation and the Cemeteries would be stopped.  Sports Pitches (included in Core Offer) Sports pitches would continue to be maintained across the Borough whether in a park or general open space, however grass that is not part of the sports pitch would not be cut as above.  It will be possible to consider extending wildflower meadow approach to a lot of the larger open spaces, however there is an upfront cost to this work of approximately £1500 per acre.  It is not possible to use this approach on a lot of the smaller spaces as large equipment is required to cut and bale at the end of the season.  Parks and Countryside Management This service currently looks after 7 local nature reserves (Maidendale, Drinkfield Marsh, Brinkburn, Rockwell, Geneva Wood,, Brankin Moor, The Whinnies) as well as other local wildlife sites, e.g. Red Hall, Cocker Beck, Baydale, Faverdale, West Park, Lakeside and Snipe Pond, and the overall management of parks and play areas.  This service is also responsible for organising and managing all the volunteer work of Environmental Services including Friends Groups, Street Champions, Countryside volunteers, Darlington Cares and other organisations/groups that wish to become involved in assisting in maintaining these areas.  Alongside this the Parks and Countryside Management provides advice and guidance to Planning colleagues with regard to green infrastructure.  Impact As all staff would be redundant the impact of this proposal will mean there is no overall coordination of management of parks and countryside/nature reserves and there will be no funding to maintain them.  The nature reserve sites, unless they can be handed over to the community, would ultimately need to be closed and fenced off as they would become a health and safety hazard over time, other parks and large open spaces will not be maintained, e.g. Denes, Green Park, Stanhope Green and many more as they don’t have sports pitches.  There would be no support for the Friends, Street Champions or other volunteer groups resulting in either people just getting on and doing it themselves in an ad hoc uncoordinated fashion, which could have serious implications for health and safety and the overall management of the sites.  Cumulative Impact As significant resources will be reduced from this range of services, there will be significant impact on the quality of the local environment with the closure of a range of facilities in South Park and the local nature reserves.  There will be significantly increased risk of accidents within parks and open spaces as a result of reduced maintenance and resources to take corrective action.  There are currently 25 staff including 3 Team Leaders (one of which also covers Street Cleaning) involved in Grounds Maintenance and Horticultural Services, this would reduce to 17, a 32% reduction.  At South Park, there are currently 3.2 FTE posts, which if the service was withdrawn, would reduce to zero.  For the Parks and Countryside service, there are currently 4.6 FTE posts, which again would reduce to zero, if the proposal is implemented.  In addition to this, the overall cumulative impact on the environment of this proposal alongside Street Cleaning and Environmental Crime will make the town a much less attractive place to live and invest.   Link W12 Grounds Maintenance, Horticulture, Parks & Countryside Management Leisure and Local Environment Portfolio See details
Head of Steam (LLE1) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE1 - Head of Steam     Keywords: voluntary sector VCS Leisure and Local Environment Portfolio See details
Head of Steam (W08) CutsDescription Head of Steam is the Council’s only museum and it is closely associated with the Stockton to Darlington Railway, which is a key part of Darlington’s historic past; the birthplace of modern passenger railway.  In recent years, the museum has consistently attracted in excess of 30,000 visitors per annum, achieving over 34,000 in 2014/15.  Impact The closure of the museum would have significant impact on the Council’s aspiration with regard to the Heritage Campus and placing the town on the world stage for 2025, the 200 year celebrations of the Stockton to Darlington Railway.  If the Council were to close the Head of Steam then the potential opportunities for regeneration/remodelling of the overall site would be significantly impacted on as well as the Council’s ambitions for the Tees Valley 2025 Capital of Culture.  Locomotion No 1 would return to the National Railway Museum at either York or Shildon. Note The Council’s Core offer budget includes £50,000 for continued maintenance of the building as the Council has a 160 year lease on this Grade 2 listed building and therefore must maintain the property until the lease ends and an alternative use can be identified for the building  Link W08 Head of Steam Leisure and Local Environment Portfolio See details
Health and Safety Safety (EffR13) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR13 - Health and Safety This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Health Watch Contract and complaints advocacy (HP8) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: HP8 - Health Watch Contract and complaints advocacy      Keywords: voluntary sector VCS Health and Partnerships Portfolio See details
Healthwatch (12) CutsDescription Local Healthwatch The local authority receives funds to establish a local Healthwatch service for signposting and consumer voice as set out in Health and Social Care Act 2012 and also in the Local Government and Public Involvement in Health Act 2007 that preceded it.  Healthwatch has to be an independent social enterprise as set out in the Act so this could not be provided in house.  Healthwatch is required to provide information and advice about access to health and social care services and choices that service users have, they also have a duty to gather share and interpret the views and experiences of residents to inform the work of the Health and Well-Being Boards, Healthwatch England and CQC. Healthwatch is also expected to carry out enter and view observations and investigations of health and social care premises using trained representatives. Local Healthwatch must operate effectively and provide value for money and the LA is responsible for ensuring this is the case. Healthwatch also has to provide an annual report which has to be sent to NHS England, Healthwatch England and the CCG. The service is currently funded to the value of £132,000 per annum.  It is understood that national funding allocations of 60p per head would equate to £63,000 for the Darlington population..  It is proposed to allow the contract to run to its planned end date (31/3/17) at its current value and then to retender the contract within the more limited financial envelope. Some of the activities that Healthwatch undertake are not set out in statute - for example support for the Learning Disability Network, Mental Health Network, Darlington Ageing Well Network, Children and Young Peoples Collective. Healthwatch also support the equality agenda by giving young people a voice and also the BME community.  Link 12 Healthwatch This proposal will be discussed at the Adults and housing scrutiny committee [PDF document] on 22 March 2016.   Keywords: voluntary sector VCS Adult Social Care and Housing Portfolio See details
Heritage and Cultural Development (£100,000) Future Funds(a) Provide some match funding and capacity to ensure Darlington benefits from the Tees Valley Investment Strategy “place and culture” themes working with the residual Economic Growth capacity and focusing on the towns rail heritage. (b) Provide some match funding and capacity to lever in external funding to support community, and Darlington Hippodrome based arts activity. [Reference: Cabinet papers, Item 6, paragraph 52(g)] Leisure and Local Environment Portfolio See details
Highway Authority Role (LLE17) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE17 - Highway Authority Role Leisure and Local Environment Portfolio See details
Highways Design and Works (LLE19) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE19 - Highways Design & Works Leisure and Local Environment Portfolio See details
Housing Benefits Admin (EffR11) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR11 - Housing Benefits Admin This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
HR - (EffR16) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR16 - HR This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Impact Assessment DAAT (S02) CutsDescription  Homelessness and Substance Misuse Service Removal of contribution to a local organisation that provides homelessness support services to ensure all provider staff are trained to, and carry out, screening, brief interventions, 1-2-1 support and appropriate referrals to the Recovery & Wellbeing Service, for those individuals presenting with substance use issues. The service is currently contracted to 31/03/2018, subject to annual extension approval, with a current extension approved by the Procurement Board and in place for 2016-17. The proposal would be not to apply for a further extension for the final year of the contract (2017-18). Drug, Alcohol & Tobacco Commissioning Team No specialist team. Posts to be deleted. Specialist partnership, intelligence, advice and strategic planning functions to be absorbed into Public Health team. Commissioning to be by DBC commissioning function. There would be no capacity to undertake local campaigns and limited capacity to support national or regional campaigns in Darlington. Wider Alcohol Control No contribution to BALANCE the regional office for the reduction of Alcohol Harm. There would be reduced availability of performance information, in particular around local, regional and national benchmarking, and legislation and policy change updates. There would be no capacity to undertake local campaigns and limited capacity to support national or regional campaigns in Darlington Link S2 - Impact Assessment DAAT     Keywords: voluntary sector VCS Health and Partnerships Portfolio See details
Indoor and Outdoor Markets (LLE12) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE12 - Indoor and Outdoor Markets Leisure and Local Environment Portfolio See details
Indoor Bowls Club (LLE6) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE6 - Indoor Bowls Club     Keywords: voluntary sector VCS Leisure and Local Environment Portfolio See details
Land Charges (EffR8) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR8 - Land Charges This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
Libraries – Local Studies (£30,000) Future FundsThis represents half the existing funding, how the service will actually be delivered in a relocated central library is yet to be fully developed but  it will have less open access than current facilities and may well involve appointment system for certain information. [Reference: Cabinet papers, Item 6, paragraph 52(f)] Let us have your views by filling in the Darlington Library Service Survey - Closed The online library survey has been available for a six-week period and has now closed so we can collate the responses and feed them into the consultation process. Further comments are still welcome until 31 May 2016. You can send your comments via email to feedback@darlington.gov.uk or you can complete the budget proposals online form. Official Copy Of Statutory Declaration [PDF Document] Library Service Proposals [PDF Document] Leisure and Local Environment Portfolio See details
Libraries Service (LLE2) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Let us have your views by filling in the Darlington Library Service Survey - Closed The online library survey has been available for a six-week period and has now closed so we can collate the responses and feed them into the consultation process. Further comments are still welcome until 31 May 2016. You can send your comments via email to feedback@darlington.gov.uk or you can complete the budget proposals online form. Link: LLE2 - Libraries Service Official Copy Of Statutory Declaration [PDF Document] Library Service Proposals [PDF Document] Leisure and Local Environment Portfolio See details
Library - Local Studies (W04) CutsDescription Since Darlington Library was established in 1885, local history material has been collected.  The Centre for Local Studies aims to collect, preserve and make its local and family history stock available for reference use to customers in person, over the telephone and by email.  The collection is fully catalogued with parts of the catalogue being available online, as well as some parts of the photographic and art collection.  The Centre for Local Studies aims to collect non-archival material for the benefit of present and future generations regardless of date or format.  The collection centres specifically on the Borough of Darlington but also includes general items on County Durham and the north east.  The collection contains a wide range of material including photographs, maps, newspapers, sales catalogues, posters and ephemera, as well as books and some material on microfilm.  The service is used by individual groups, schools, businesses, researchers, care homes, as well as other Council departments.  Displays on local themes are shown each month in the library and at times in other Council buildings.  The Centre for Local Studies is a unique record of the life and history of Darlington, it celebrates the heritage of the town and Borough, engages users and instils in people a sense of place and community.  The Centre for Local Studies complements the archive service offered by the Durham Record Office, collecting historic material for the Borough of Darlington.  Proposal The Centre for Local Studies, currently part of the library at Crown Street, would be closed.  Impact The closure would impact on both the residents of Darlington and other individuals with an interest in the heritage and history of Darlington as they would not be able to access any of the material as the service would no longer be provided.  Alternative options for the storage and access to the materials would need to be investigated, potentially including within the Durham Record Office however this would no doubt have a cost associated with it.  Let us have your views by filling in the Darlington Library Service Survey - Closed The online library survey has been available for a six-week period and has now closed so we can collate the responses and feed them into the consultation process. Further comments are still welcome until 31 May 2016. You can send your comments via email to feedback@darlington.gov.uk or you can complete the budget proposals online form. Link W04 Library - Local Studies Official Copy Of Statutory Declaration [PDF Document] Library Service Proposals [PDF Document] Leisure and Local Environment Portfolio See details
Library Service Mobile Library (W03) CutsDescription Proposal to withdraw the mobile library service, which visits 90 locations across the Borough in the town and villages, providing opportunities for residents who can’t visit or choose not to either the main library or Cockerton to borrow books or have access to the internet.  On average there are approximately 110 adults using the mobile library per week and on average approximately 154 children per week using the mobile library service when it visits their school or nursery. Any changes to the library service would require a full needs assessment carrying out and the development of a library needs assessment, which needs completing before the Council make any final decision on the future of the Library Service.  Note: The Council operates a housebound service for people who cannot get to a Library due to their health.  The service may see an increase due to the closure of the mobile library.  There will be a requirement to complete a Library Needs Assessment  and full Equalities Impact Assessment prior to Members making any final decisions Let us have your views by filling in the Darlington Library Service Survey - Closed The online library survey has been available for a six-week period and has now closed so we can collate the responses and feed them into the consultation process. Further comments are still welcome until 31 May 2016. You can send your comments via email to feedback@darlington.gov.uk or you can complete the budget proposals online form. Link W03 Library Service - Mobile Library [PDF Document] Library Service Proposals [PDF Document] Leisure and Local Environment Portfolio See details
Licensing (ER8) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: ER8 - licensing Economy and Regeneration Portfolio See details
Local Government Association (LGA) Annual Subscription (£24,300) Future FundsThis subscription gives Darlington a voice within negotiations and lobbying of Government on behalf of local authorities. In addition it entitles the Council to gain access to support and information that assists in improving services and delivering change and efficiency at a cost that could not be bettered by other types of provision. [Reference: Cabinet papers, Item 6, paragraph 52(o)] This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Leader of the Council See details
Local Government Association (LGA) Annual Subscription (D02) CutsDescription To end the Councils subscription to the Local Government Association (LGA). The implications are a potential loss of access to opportunities to lobby Ministers on matters of concern, opportunities to access sector-led and improvement support (Lead Member training, peer challenge, children’s and adults’ improvement support for example), and information on policy developments within local government.  Link 02 - Local Government Association subscription Leader of the Council See details
Local Motion School Initiatives (W19) CutsDescription The “MegaMotion” programme is a travel behaviour programme targeted at schools, specifically teachers and parents to encourage sustainable modes to school i.e walking and cycling. Its aim is to reduce the numbers of cars at the school gate in the morning and afternoon traffic peaks, as part of the Council’s traffic management duty. There are wider benefits for road safety, physical activity, mental wellbeing and air quality. The schools are supported to achieve Modeshift accreditation.   The programme has been delivered for a number of years through grant funding and Darlington is nationally recognised leaders in this type of activity. The lack of future grant funding means the requirement to cease the service The service contributes to strategies to reduce the numbers of cars on the road network and at the school gate in the morning and afternoon traffic peaks, as part of the Council’s traffic management duty. There are wider benefits for road safety, physical activity, mental wellbeing and air quality. The Council will retain a core function of 2 to 3 to provide public transport and sustainable transport statutory requirements.  The Council will continue to look to develop funding bids and business cases to fund staff to deliver requirements of workplace travel planning and travel behaviour resulting from planning obligations and new grant funding opportunities that will be cost neutral to the MTFP (ie staff levels above the core function). Staff Impact 3 posts to be removed Funding that supports permanent staff to end of March 2016. The cost providing this service is £108,000. Link W19 Local Motion School Initiatives Leisure and Local Environment Portfolio See details
Local Motion Sustainable Transport Promotion (W18) CutsDescription The programme aims to reduce the use of private cars for some journeys as part of Highway Authority’s traffic management duty and encourage/motivate people to use sustainable transport. This is delivered through a Personalised Travel Planning programme, provision of travel information/options and marketing campaigns targeted at specific groups, and includes working with businesses and job centres, as well as community groups and individuals. The programme has been delivered for a number of years through grant funding and Darlington is nationally recognised leaders in this type of activity leading to the programmes being delivered in the Tees Valley as part of a joint LSTF funded project and under contract to Durham County Council. The lack of future grant funding means the requirement to cease the service The Council will retain a core function of 2 to 3 to provide public transport and sustainable transport statutory requirements.  The Council will continue to look to develop funding bids and business cases to fund staff to deliver requirements of workplace travel planning and travel behaviour resulting from planning obligations and new grant funding opportunities that will be cost neutral to the MTFP (ie staff levels above the core function). Staff Impact 3 Posts to be removed Other Impacts Sustainable Transport Funding Grant has secured over £20million funding in last 10 years and a reduced service will reduce ability to secure more from DfT and TVU LEP moving forward. (£8m capital available over the SEP term).  Transport & Infrastructure Funding is being made available through competitive bidding processes. DBC needs to consider retaining an ability to develop schemes and win ‘fair share’ of funding. The Local Motion activities help to reduce traffic congestion, hence reducing the need for additional capital investment in the highway network, improve health outcomes through active travel initiatives and assist developers in managing their parking requirements and enabling those members of the workforce who don’t have access to a car to access employment.  Accessibility to employment is a key issue particularly when dealing with the issue of worklessness.  Link W18 Local Motion Sustainable Transport Promotion Leisure and Local Environment Portfolio See details
Local Strategic Partnership Contribution (£13,000) Future FundsThis small contribution to the LSP forms the Council’s contribution to a Partnership funded by  public sector organisations that brings business, public sector, voluntary organisations and the Council together to develop and deliver solutions to problems and opportunities.  [Reference: Cabinet papers, Item 6, paragraph 52(q)]     Keywords: Darlington Partnership Leader of the Council See details
Local Strategic Partnership Contribution (D01) CutsDescription To end the Council’s contribution to the running costs of Darlington Partnership, and Darlington Cares.  This would most likely have the effect of provoking reductions in subscriptions from other hard pressed public service organisations. It is not certain whether the Partnership could continue to maintain operations at the current level. This proposal assumes other partners pull out and therefore the partnership manager still will be at risk of redundancy.  If this is not the case, redundancies will either not occur or could be less than identified. Link D1 Local Strategic Partnership This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016.     Keywords: Darlington Partnership Leader of the Council See details
Local Taxation (EffR10) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR10 - Local Taxation This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Looked After Children (CYP2 ) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: CYP2 - Looked After Children Children and Young People Portfolio See details
Looked After Children (Hu3) Cuts£30,000 Contact Service Contact services: as a result of other potential cuts to specialist support services (FIT: edge of care/therapeutic workers; YOS & ASB) there is a likelihood of increased numbers of children becoming looked after. An increase in issuing Care Proceedings could result in an increase in Court Ordered Contact.  This could only be covered through sourcing contact externally or increasing staff costs.   Link: Hu3 Looked After Children Children and Young People Portfolio See details
Maintain South Park to Existing Standards (£120,000) Future FundsThis will enable the Borough’s main park to be maintained to current standards. [Reference: Cabinet papers, Item 6, paragraph 52(d)] Leisure and Local Environment Portfolio See details
Maintenance of Council Cemeteries (LLE10) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE10 - Maintenance of Council Cemeteries Leisure and Local Environment Portfolio See details
Management restructure - regulatory services (Mc3) CutsDescription of Proposal: Delete three Heads of Service posts in Regulatory Services. Merge the functions under the remaining Heads of Service and some principal officers report directly to AD. One front line officer post would need to be upgraded to a Principal Officer to maintain adequate management capacity. This additional cost is reflected in the net savings identified. Merge CCTV Manager and Parking Enforcement Co-ordinator Posts This proposal will have little direct impact on front line services (other than substantially reduced Public Events Safety Advisory Group) but will reduce capacity of management which entails risks of poorer direction, supervision and quality of decisions. Link to Mc3 - management restructure - regulatory services   Economy and Regeneration Portfolio See details
Match Fund for Bids to the County Durham Charity Foundation (£20,000) Future FundsOne off investment To assist smaller community organisations deliver projects and investments. [Reference: Cabinet papers, Item 6, paragraph 53(s)]     Keywords: voluntary sector VCS CDCF Health and Partnerships Portfolio See details
Mayor and Mayoral Support (D03) CutsDescription The role of the Ceremonial Mayor in Darlington is not a statutory function it is a ceremonial function.  The only element that would require replacing would be the chairing of Council meetings and this could be undertaken by another Councillor (Chairperson of the Council). Some of the functions of the Mayor (e.g. invitation to events/presentations by the Council) could be undertaken/hosted by Senior Members of the Council. The costs currently incurred include :- Mayoral and Deputy Mayoral allowances Mayoral Support Officer and three casual chauffeurs Mayor’s Car (and running costs) Mayor and Deputy Mayor’s Allowances Hospitality budget Link 03 - Mayor and Mayoral Support This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016.   Leader of the Council See details
Mayoral Allowance and Officer Support (£66,000) Future FundsTo allow the administration of the Ceremonial Mayor, a role that is of historical significance and works with the public of the Borough and charities to enhance Darlington. [Reference: Cabinet papers, Item 6, paragraph 52(p)] This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Leader of the Council See details
Members Allowances (EffR5) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR5 - Members Allowances This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
Other GF Housing Services (EffR12) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR12 - Other GF Housing Services This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Parish Council - Council Tax Support Grant (H4) CutsDescription To cease the payment of Council Tax Support Grant to the Parish Councils.  Estimates of the grant payable for 2016/17 are below; Bishopton - £532 Heighington - £1,560 High Coniscliffe - £370 Hurworth - £3,352 Low Coniscliffe / Merrybent - £274 Middleton St. George - £3,523 Neasham - £439 Piercebridge - £235 Sadberge - £1,125 Whessoe - £1,027 The grant is identified in the Councils financial settlement however it is not ring fenced.  Removal of the grant will mean the parish councils will need to increase their precept or reduce their expenditure. Link H4 Parish Council - Council Tax Support Grant This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Performance and Project Management (AH8) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: AH8 - Performance & Project Management This proposal will be discussed at the Adults and housing scrutiny committee [PDF document] on 22 March 2016. Adult Social Care and Housing Portfolio See details
Performance and Project Management CYP9 Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: CYP9 - Performance and Project Management Children and Young People Portfolio See details
Private sector housing (ER5) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: ER5 - private sector housing Economy and Regeneration Portfolio See details
Private sector housing (Mc8) CutsDescription of Proposal: Delete 0.5fte field officer (currently vacant). Risk: Cease the Landlord Accreditation Scheme and non-statutory inspections. Link to Mc8 - private sector housing Economy and Regeneration Portfolio See details
Procurement (EffR14) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR14- Procurement This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
Public Health – Sports Development Team (£80,000) Future FundsThe team is key to supporting involvement in sport within the Borough in particular working to engage children in sport by running sporting events and supporting volunteer coaches and clubs.  The team also assists clubs with external bidding which delivered £1.2m to the Borough during 2015. [Reference: Cabinet papers, Item 6, paragraph 52(n)]     Keywords: voluntary sector VCS Health and Partnerships Portfolio See details
Public Health Health Advice NHS Core Offer (HP5) CutsThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: HP5 - Public Health Health Advice NHS Core Offer Health and Partnerships Portfolio See details
Public Health NHS Health Checks (HP6) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: HP6 - Public Health NHS Health Checks Health and Partnerships Portfolio See details
Public Health Other (S08) CutsDescription Wider determinants – Home Improvement Agency - £15,000, the contribution would cease, reducing the provision of services. The aim of the service is to provide an integrated housing support service, by providing a single point of contact and seamless co-ordination of services, in order to enable those in need of support to maintain their independence, health and wellbeing in their chosen home for as long as possible. This aim will be achieved by assisting Service Users through the repair, adaptation or improvement process, so that the Service User is able to remain in their own home in a warm, safe, secure and accessible environment. Link  S8 - Public Health Other  Health and Partnerships Portfolio See details
Public Health Sexual Health Services (HP1) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: HP1 - Public Health Sexual Health Services Health and Partnerships Portfolio See details
Reduce Young Person's Pathway (07) CutsDescription To remove the non-statutory elements contained within the Positive Support Pathway for Young People up to age 25 years. The Positive Support Pathway (PSP) works with Young People (16-25) who are Homeless or at risk of becoming Homeless. The PSP fulfils Darlington Borough Council’s statutory responsibility to young people due to our obligation under Housing legislation and The Children Act 1989. Elements that are discretionary include: activities and pathway co-ordination work; personalised outcomes budget and elements of floating support. . Floating support delivers support to those young people whose needs are inappropriate for shared accommodation based provision and to support individuals to move on from the hostel.  The proposal is for a de-commission of the discretionary elements of the pathway not a full de-commission. (The statutory elements of the PSP encompass: mediation, crisis support, YMCA hostel (27 units and 1 x crash pad); 3 units for Young People Leaving Care, 8 dispersed units for those unsuitable for Homeless hostel accommodation, due to high needs or vulnerability and 4 units for those in Further Education, training and employment.) Link 07 Reduce Young Person's Pathway Adult Social Care and Housing Portfolio See details
Reducing Commissioning and Contracts staff (10) CutsDescription There are currently 13.5 fte staff who are responsible for the whole commissioning cycle for adults and children’s services contracts, including housing related support, residential care and domiciliary care.  The team also carry out regular quality assurance inspections of all of the services they commission.  A number of the services commissioned are discretionary and would be expected to end during the implementation of the next MTFP.  In addition, the arrangements for contract monitoring may be streamlined.   Together, these support a review of how this team operates, which may result in fewer posts being required, without impacting on the ability to deliver statutory services.  A revised structure for the new services will be published and consulted upon during the budget process. £695,000 is spent in total on direct staffing costs of which £86,318 is associated with posts that support commissioning of children’s services. Link 10 Reducing Commissioning and Contracts staff Adult Social Care and Housing Portfolio See details
Reduction in Senior Management Capacity (H1) CutsDescription The senior structure will be reviewed post implementation of the MTFP so that the structure reflects the services provided by the Council. Impact The Council’s Senior Management numbers are already comparatively low and therefore further reductions will reduce the ability to manage and develop proposals and bids to enhance the Borough.   Link H1 Reduction in Senior Management Capacity This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
Reductions to Community Safety Contributions (S06) CutsDescription To reduce the Council’s Community Safety contribution to the statutory minimum, which is to contribute to the development of a Community Safety Strategy for Darlington. Community Safety budget (staff x2) £101,751 Link S6 - Reductions to Community Safety Contributions Health and Partnerships Portfolio See details
Reductions to Multi Agency Risk Assessment Conference MARAC (S10) CutsTo remove the Public Health contribution to the MARAC – Multi-Agency Risk Assessment Conference. The role of the MARAC is to : Share information to increase the safety of victims of domestic abuse and their families. Determine the level of risk posed by the perpetrator Reduce repeat victimisation Prepare a multi-agency risk assessment and support plan for the victim Improve support for staff in high risk cases. Link: S10 - Reductions to Multi Agency Risk Assessment Conference MARAC  Health and Partnerships Portfolio See details
Reductions to Obesity funding (S09) CutsPreventing & reducing obesity adults & children No direct intervention or prevention programmes for adults or children in Darlington. This will mean that: there will no longer be:- Healthy Darlington Hub, based in the Dolphin Centre and wider community. Move More Team School Sports Partnership Programme, This will have a direct effect on the provision of opportunities for people to change their lifestyles to improve their health, provision of opportunities to engage in an active and sporting lifestyle, and facilitating access into mainstream sports clubs and leisure activities at Eastbourne Sports Complex and the Dolphin Centre. In addition this will significantly affect partnership work with Sport England in bringing in external funding to Darlington to support sport and physical activity. This has totalled £1.22M between Sept 2012-Sept 2015. A recent award from the Football Foundation of £420,000 would be at risk as there is a Community Football Development Programme to be delivered as part of that agreement, which would be carried out by the Sports Development Team, which is part of Healthy Darlington. Furthermore this grant will underpin the revenue model for Eastbourne Sports Complex moving forward. In addition, a number of the posts are externally funded from Sport England and without the management resource to support the programme, funding would have to be returned. There will be a direct impact of £86,560 on the Dolphin Centre budget as the Healthy Darlington budget covers a number of the operating costs for the Healthy Hub and both direct and indirect staffing costs associated with the Dolphin Centre. Individuals and families will be signposted to resources provided by other agencies including voluntary and private sector organisations, web based information, telephone support or self-help groups. The mandatory National Child Measurement Programme (NCMP) will continue. In line with national guidance the height & weight of all reception and year six pupils in school in Darlington will be measured, recorded and reported to the national surveillance system. Parents/carers will be notified of the outcome of the measurement and as to whether the child is categorised as underweight, healthy weight, overweight or obese however the removal of services means no intervention programmes means children identified as overweight or obese will not have access to any public health commissioned support. There would be no capacity to undertake local campaigns and limited capacity to support national or regional campaigns in Darlington. Obesity specific services will only be available for adults who are morbidly obese and the only option will be direct referral by the GP to NHS Clinical Services. Funding to Healthy Darlington £509,172. Link: S9 - Reductions to Obesity funding Health and Partnerships Portfolio See details
Reductions to Public Mental Health (S05) CutsDescription Removal of the Arts on Prescription service Discontinue community based mental health improvement training (Mindfulness Based Stress Reduction) This will affect around 90 persons per year who are referred to the Arts on Prescription service at the Bridge Visual Arts Centre and around 120 individuals per year who are referred for the structured Mindfulness Based Stress Reduction. Referrals are received for both these interventions from GPs, community nurses, Community Psychiatric Nurses , therapists, professionals in social care and voluntary sector workers and groups. Referrers will signpost individuals and families to resources provided by other agencies including the voluntary and private sector. These resources will comprise of web based information, telephone support or self-help groups, where they exist. There would be no capacity to undertake local campaigns and limited capacity to support national or regional campaigns in Darlington. Public Mental health £67,000 Open Arts (Leisure) & £21,750 Living Mindfully. Link S5 Reductions to Public Mental Health     Keywords: voluntary sector VCS Health and Partnerships Portfolio See details
Reductions to Sexual Health and Contraception (S01) CutsDescription Sexual Health Services – Contracted GUM service offering STI advice, testing and treatment and HIV advice and testing. Via a Consultant led clinic delivered from Darlington Memorial Hospital. Triage system in place to prioritise those in greatest need. Provision of contraceptive advice, treatment and support where indicated to those accessing the GUM service. Sexual Health – GUM Clinic £25,000 5% reduction in CDDFT service & £1,980 5% reduction in non-contract activity budget. Link S1 - Cut Sexual Health Services Health and Partnerships Portfolio See details
Reductions to Stop Smoking and Tobacco Control (S04) CutsDescription Tobacco Control – Contribution to FRESH No contribution to FRESH the regional office for Tobacco Control. There would be no capacity to undertake local campaigns and limited capacity to support national or regional campaigns in Darlington. Ending of Wider Tobacco Control £28,500, FRESH North East Link S4 - Reductions to Stop Smoking and Tobacco Control Health and Partnerships Portfolio See details
Refuse and Recycling Collection and Waste Disposal (LLE13) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE13 - Refuse and Recycling Collection and Waste Disposal     Keywords: voluntary sector VCS Leisure and Local Environment Portfolio See details
Refuse Collection - Removal of subsidy to charities W11 CutsDescription Currently there are approximately 60 organisations across the Borough that receive either free of charge or reduced charges for the collection of waste from their premises.  The proposal would be to charge the appropriate rate in line with legislation and therefore increase the overall income to the Council. Impact There will be a financial impact on the organisations that receive the reduced rates, and depending upon what their current arrangements are, in some cases the increase will be in the  hundreds of pounds others significant increasing by more than £1,000 and in one case over £3000 and for a few organisation a small reduction . Appendix 1 attached provides the detail Link W11 Refuse Collection - Removal of subsidy to charities Leisure and Local Environment Portfolio See details
Registrars (EffR9) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR9 - Registrars This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
Removal of Early Support Service from 0-25 team (Hu5) CutsStop the Early Support function of the Disability Lifestages 0-25 team. The team identifies and assists families with 0-3 year old children who have developmental needs that are linked to a disability. The information, advice and guidance imparted to these families at this early stage is done to delay entry into services at a later date. Some children aged under 3 may still receive some support because of specific needs and others would receive a service because they were classed as a ‘child in need’ with a statutory entitlement to a service. The development of a first point of contact function elsewhere in the council will provide some sign posting and advice will assist in mitigating the impact on families. This will require work with the voluntary sector/community support.  There is a risk that lack of early support will increase demand for social work services.   Link: Hu5 Removal of Early Support Service from 0-25 team Children and Young People Portfolio See details
Review of Statutory Minimum Service Costs (02) CutsDescription The implementation of a revised operating model will result in an alternative offer of support which will see a shift from a reliance on the traditional methods of care and support provision. For those individuals who have been supported in this way for a long time we will need to manage this transition in a sensitive manner with a focus on promoting independence. The model will assist with preventing and delaying needs for adults in accordance with its duties under the Care Act 2014. Work completed as part of the assessment and review process will focus on the replacement of face to face support with alternatives including information, advice and sign posting, universal services and community support, increased use of adaptations, equipment and technology to promote independence and assist in the management of significant risk to an individual’s well-being. Development of stronger partnerships with all organisations including the voluntary and community sector to ensure targeted support is delivered to assist in the delay and prevention of eligible needs. Successful implementation of this would include a reduction in the number of individuals requiring face to face support including the provision of domiciliary care, day opportunities provision and residential/nursing care placements. Greater use of the Lifeline Service, existing housing stock including sheltered accommodation, extra care facilities and purpose built units will support individuals to remain within the community for a longer period of time without the need to access additional paid services. Services will be available for individuals at risk of deterioration, to maximise their independence and to reduce their dependency on formal care services. Where an individual is at risk of developing longer term care needs, the default offer prior to the need being fully determined will be a period of reablement assessment and provision, this intervention will be time limited and progress monitored against agreed outcomes. This will assist in reducing admissions to hospital, minimising the risk of a deterioration in the individual’s abilities, skills and reducing the likelihood of them developing longer term needs. Increased use of health and social care personal budgets, should direct individuals away from traditional models of support, offering more choice and control enabling individuals to meet their need in a cost effective manner.  Link 02 Review of Statutory Minimum Service Costs This proposal will be discussed at the Adults and housing scrutiny committee [PDF document] on 22 March 2016. Adult Social Care and Housing Portfolio See details
Safeguarding (CYP8) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: CYP8 - Safeguarding Children and Young People Portfolio See details
Sanctuary Scheme (S07) CutsDescription To delete the Sanctuary Target Hardening Service. This is a non statutory function which aims to enable victims of domestic abuse and their families to remain in their homes. Link S7 - Sanctuary Scheme Health and Partnerships Portfolio See details
School Crossing Patrols (W14) CutsDescription 28 Locations across the Borough; all locations meet national criteria to provide a crossing service. Estimated circa 780,000 crossing movements per year safely facilitated by the patrollers. Roads crossed range from roads carrying 5000-6000 vehicle movements a day to roads which carries 23,000 vehicle movements a day. The service contributes to strategies to reduce the numbers of cars on the road network and at the school gate in the morning and afternoon traffic peaks, as part of the Council’s traffic management duty. There are wider benefits for road safety, physical activity, mental wellbeing and air quality. Impacts The SCP service delivers against the Sustainable Community Strategy SCS; One Darlington; Perfectly Placed, in particular SAFER, GREENER and HEALTHIER enabling both Children and vulnerable people to cross the road.  Perception of safety and actual risk for more vulnerable children without life skills would increase risk. Increased congestion on distributor roads and around schools with more parents choosing to drive children to school. Health: “Making the Case for Public Health Interventions” by the Kings Fund and LGA identifies that getting Children to Walk or Cycle to school offers the highest return in investment. Other Decommissioning strategy required to manage risks of removing service ensuring parents know their responsibility for ensuring their Child’s safety travelling to school. Given the previous reductions there is no further movement on the minimum level of service that is presently operated. Therefore, the decision to be considered is whether to cease the service completely. Other models of delivery have been previously explored and not legally feasible. Link W14 School Crossing Patrols Leisure and Local Environment Portfolio See details
School Crossing Patrols Provided to Existing Standards (£125,000) Future FundsTo ensure a safe environment for children walking to school. [Reference: Cabinet papers, Item 6, paragraph 52(e)] Children and Young People Portfolio See details
Scrutiny (EffR6) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR6 - Scrutiny This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
Senior Management costs (EffR19) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR19 - Senior Management costs  This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
Social Fund Budget (S13) CutsDescription Proposal to withdraw Social Fund would lead to the withdrawal of two elements of support. Crisis Support and Community Support. Crisis Support aims to prevent immediate deterioration to an applicant’s health by providing access to food, heating and limited supplies of clothing and baby consumables. If the full social fund budget was withdrawn in total this would leave no safety net  for individuals or families and is likely to lead to an increase in rough sleepers, increase cases for child protection because of neglect, potential increase in acquisitive crime, increased risk to health including mental health. In rare cases travel costs are permitted but only where individuals are fleeing domestic violence or other issues. The Social Fund has been tightly managed by the Housing Revenues and Benefit team and discretion is used as necessary to operate the scheme in a cost effective manner.  The Social Fund Policy has recently been reviewed to tighten criteria and to link to  prevention measures . The devolved Social Fund has been operating since April 2013 and in 2014/15 1,401 applications were received for the Crisis Fund element of which 20% were granted. The  majority of these claims are for single people and in particular those aged between 20-30 years of age.  Community Support Community support aims to help applicants remain in the community or move back into the community after a period in supported or unsettled accommodation including hospital or prison. It provides a basic package of furniture and household goods including bed, bedding, white goods and furniture. This funding provides the mechanisms to reduce demand on other services. Not providing this support would lead to, increased demand for children and young people to be taken into care and increased demand on supported accommodation as people will be unable to afford to move on, increased issues with resettlement of offenders and individuals who have been in long term care settings.   The Community Care element is largely focussed on those receiving treatment, care or support because they are disabled, seriously ill, homeless, pregnant or have some other support need. Packages are focussed on individual cases and the discretion used by housing benefit  staff has been crucial in ensuring that the resource is focussed on those most in need but also focussed to reduce the demand on other services including DBC and those of health. Link S13 Social Fund Budget     Keywords: voluntary sector VCS Health and Partnerships Portfolio See details
Social Work and Independent Review (CYP1) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: CYP1 - Social Work and Independent Review Children and Young People Portfolio See details
Specific Overheads - Business Support (H9) CutsThe Business Support Section predominantly supports Children’s and Adult services and the costs have been analysed as specific overheads to the various services.  This is an unknown quantity at this point in time, but it is estimated that there is £135k for specific overheads in these areas which would need to be removed when the reduction in operational services is known although this support is subject to review in light of the recent OFSTED inspection. Link: H9 Specific Overheads - Business Support This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
Staffing Restructure Adult Social Care (01) CutsDescription Review of Assessment Service that will encompass Occupational Therapy Team. Part of a wider review to look at more efficient ways of working.  A full review of structure in line with the development of the Future Models of Care (The Five Year Forward plan detailed as part of the Better Care Fund) as well as the development of a First Contact Function across both Adult and Children’s Social Care, one of the main deliverables of this project being to help manage the demand for services and ensure that accessing a commissioned service to meet an eligible need happens only when necessary and all other options have been exhausted. Review service delivery to ensure processes are as efficient and streamlined as possible. Alongside both of these pieces of work  decommissioning of the Care First Case Management System and it’s replacement with Liquid Logic (known locally as the Click on Care Project) It is anticipated that these changes will help develop a new structure (yet to be proposed) that will not impact on service delivery. Link 01 Staffing Restructure Adult Social Care This proposal will be discussed at the Adults and housing scrutiny committee [PDF document] on 22 March 2016. Adult Social Care and Housing Portfolio See details
Strategic Grants (S14) CutsDescription Strategic grants are paid out annually and the current split between organisations is shown below: Organisation     Age UK - £18,966                CAB - £104,825                                        DAD - £10,000                                        First Stop - £28,045                                         Groundwork - £10,500 Volunteer Bureau - £20,000 CDCD - £3,000 A separate report in the future will show the impact on all voluntary sector organisations of all of the MTFP proposals. Link S14 Strategic Grants     Keywords: voluntary sector VCS Health and Partnerships Portfolio See details
Street Cleaning and Environmental Crime (W13) CutsDescription To reduce the amount of street cleaning carried out across the Borough to what is the statutory minimum and to stop carrying out any environmental crime enforcement.  The Council has a duty under the Environmental Protection Act 1990 to ensure so far as reasonably practicable “footpaths and the highway are free from litter”. The proposals to reduce the service below are a judgement of what is believed to be the minimum level of resource to meet the Council’s duty. The reduction in street cleaning is Borough-wide however the town centre and arterial roads into town will continue to be prioritised. The main reason for this being there is a risk of lost revenue from rents and business rates if the standard of the town centre affects the occupancy of the buildings.  The details of the reductions are set out below, which will have the overall impact of increasing the amount of litter, dog fouling, fly tipping and other environmental crime across the Borough.  Services for street cleaning will be reduced as follows: Reduce Large Mechanical Sweepers to one from twoImpact: Frequency of mechanical sweeping would half, which would have an impact on litter and detritus within the road channels.  Also potentially impacting on blocked gullies.  Existing frequency: Main roads into town and the town centre are all swept at least weekly. The rest of the road network is swept on a five-weekly programme.Frequency following cuts:  Main roads into town and the town centre are swept fortnightly. The rest of the road network is swept on a ten-weekly programme. Town Centre Cleansing – reduce from two staff to oneImpact: Reducing the resource in the town centre from two members of staff to one will have significant impact on litter throughout the town centre and town centre fringe.  Existing frequency: Town centre and fringes maintained by two members of staff throughout the day.Frequency following cuts: Town centre will be maintained by one member of staff only throughout the day.  Stop the operation of the Town Centre Water Feature, which currently operates May to OctoberImpact: During summer the water feature enhances the town centre. Mechanical Path Sweepers – reduce from the current four to two Impact: Small mechanical path sweepers focus on the town centre, back lanes and general pavement sweeping across the Borough.  They have recently been reduced from six to four; a further reduction to two machines would see a significant reduction of standards across the town.Existing frequency: Currently one sweeper is dedicated to back lanes cleansing on a weekly basis, a second to the town centre and response work, the third sweeping front streets on a fortnightly basis in more heavily littered areas of town such as some of the terraced property areas, some of the social housing areas and generally others that are more heavily littered, and the fourth sweeper on a two-monthly programme visits the less littered areas across the Borough.Frequency following cuts: With only two path sweepers, back lane sweep and cleanse would be carried out on a fortnightly basis and the more littered front street areas on a monthly basis.  The town centre would continue to be swept daily with response work being carried out when resources available and no mechanical path sweeping in less littered areas of town.   Litter Response/Litter and Dog Bin Emptying/Back Lane Cleanse – reduce from 11 staff to 6 Impact: Currently there are three litter response crews carrying out a number of planned and responsive work, three dedicated staff to litter bin empty across the Borough and one back lane cleansing crew, which follows refuse collection.  This service would be significantly reduced to a team of six, two staff focusing on litter bin emptying therefore the number of litter bins across the Borough would need to be reduced and/or the frequency of emptying also reduced.  There would then be two crews to deal with all response work as well as back lane cleansing. These changes, alongside other proposals, will have a major impact on the cleanliness of the Borough.  Existing frequency: Litter/dog bins are currently emptied anywhere from daily (bins around the town centre) to weekly, with the majority being emptied twice per week.  Back lanes are currently cleansed weekly and fly tips removed within two days.  Response crews also have a significant number of weekly jobs supplementing other services.  Frequency following cuts: With only two members of staff for litter bin emptying, frequency will be reduced to weekly for all bins other than town centre alongside, where possible, reducing the number of bins.  Back lane cleanse will reduce from weekly to fortnightly, fly tipping response work will only be able to be carried out when resources are available.  Manual Street Cleansing – reduce from six Street Scene Orderlies to three, reducing cleansing across the BoroughImpact:  There are currently six street orderly litter rounds across the Borough where areas are attended to between weekly and fortnightly, this would change to between fortnightly and monthly, depending on the area and resources available.  Existing frequency:  There are currently six dedicated litter rounds with the majority of areas being visited once per week and the more heavily littered twice per week.  The six rounds in the following areas: Eastbourne including Firthmoor, Lascelles and some of Bank Top Skerne Park, Park East and some of Bank Top Cockerton, some of Brinkburn & Faverdale and some of Pierremont Northgate, College and some of Pierremont Red Hall, Lingfield and some of Haughton & Springfield North Road, Harrowgate Hill, some of Stephenson and some of Park EastIn addition to the above, on an ad-hoc basis as resources are available, Park West, some of Haughton & Springfield, some of Brinkburn & Faverdale, Mowden and Hummersknott as required. Frequency following cuts:  Each litter round will be cleansed on a fortnightly basis with the ad-hoc round getting minimal attention, only when resources are available.   Environmental Crime Enforcement The Council would not carry out investigations into environmental crime, issue no fixed penalty notices or prosecutions through the court for fly tipping, abandoned vehicles, dog fouling, littering, refuse, graffiti and other associated environmental crime, therefore fly tipping would not be investigated, there would be no resource to deal with residents putting out bins in the wrong place or time, or leaving them on the pavement, or dealing with hot spot littering, dog fouling, etc.  Impact:  This will potentially have a major impact on the appearance of the environment and environmental crime will increase as there is no deterrent. The cumulative impact of reducing street cleaning resources and stopping environmental crime enforcement will have a significant impact on the overall appearance of the environment across the Borough.  This significant reduction in resources for street cleaning from currently 31 staff to 19, a reduction of 12 employees, 39% of the resource, would take out any resilience for sickness or holidays therefore for a significant proportion of the year standards would be worse and the absolute minimum.  In addition, currently the emptying of litter bins and street cleansing takes place on a weekend across the Borough as street cleansing is a seven-day service, this significant reduction in resource would impact on the ability to carry out this work with only limited resource being available to litter pick in the town centre on a weekend.  One management post to be reduced as part of this proposal (Street Scene and Building Cleaning Manager) as well as all 3 employees within the Environmental Crime Enforcement Team leaving no resource in this area.  The Code of Practice for Litter and Refuse within the EPA 1990 Section 89 places a duty on local authorities to ensure that “so far as reasonably practical, footpaths and highways are free from litter and clean”.  Individuals or legal persons have the right to take action via the Magistrate’s Court against those not complying with the duty to keep land clear of litter or refuse or highway clean.  If the Magistrate’s Court finds against the Council, it can then order that the land is cleaned.  Failure to comply is a criminal offence punishable by a maximum fine of £2,500. Link W13 Street Cleaning and Environmental Crime Leisure and Local Environment Portfolio See details
Street Cleansing (LLE14) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE14 - Street Cleansing Leisure and Local Environment Portfolio See details
Street Lighting (LLE20) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE20 - Street Lighting Leisure and Local Environment Portfolio See details
Subscriptions - NEREO (H2) CutsDescription To remove the Council’s subscription towards the North East Regional Employers Organisation.  NEREO provide advice and support on Employee issues as well as hosting the North East Provincial Council, a forum where the employers meet with the recognised trade unions to debate and resolve current issues.  The network meetings for members and officers are noted below.   Attending the officer meetings enables emerging issues to be discussed and ideas on how to tackle problems to be shared with colleagues across the North East, it is particularly effective when new legislation or policy emerges and also when services are transferred e.g. Public Health.  HR officers also use NEREO to officially gain information for benchmarking purposes before setting policy.  The Provincial Council meetings allow Members to hear the views of the unions and also put views forward in the aim of maintaining good working relationships.  North East Strategic HR Forum North East Development Forum Equalities and Diversity Scrutiny Officers Joint Scrutiny Members/Officers Health and Safety Lead Officers Member Development Officers Education / Children’s Services HR Group Public Health Link H2 Subscriptions - NEREO This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Support services (H7) CutsWith the reduction in operational services across the council there will need to be a proportionate reduction in the services that support the operations.  This form covers:   Finance HRM Legal Customer Services PA & Business Support Occupational Health Health and Safety Procurement Xentrall transactional services Xentrall ICT. Although this is an unknown quantity at this point in time, it is estimated that there is £360k for variable and specific overheads in these areas which would need to be removed.  Whilst there are indicative figures on the amounts per service area it is more prudent to look at these services as a collective and decide how it is best to remove the costs when the reduction in operational services is known.  The majority savings from these areas will follow the stage two decision and will be subject to review following the council decision in the summer as these services will be needed to support operations through their reduction.  If however there are efficiencies identified in the interim they will be taken prior to this. The costs of the services have been analysed between fixed, specific and variable costs to assist in this exercise and it is only the specific and variable overhead cost which can be removed.  Notwithstanding this there is still a considerable challenge to removing these costs particularly as all the support services already benchmark well and due to the size of the authority the teams are small.  Any loss in numbers creates a pressure in terms of capacity and the ability to cover holidays/ sickness absence/training etc.  Another risk is the loss of skills and the knowledge that has been built up in current employees. Link: H7 Support services This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Tees Valley Shared Service (S03) CutsDescription Cut to Public Health Specialist advice and capacity. Notice served on contract with Redcar and Cleveland Council for Tees Valley Public Health Shared Service. The Tees Valley Public Health Shared Service is a shared arrangement with the other four Tees Valley authorities and secures access to highly specialised Public Health advice such as Public Health Medicine, epidemiology and Pharmaceutical advice and support. This supports the Director of Public Health and the local specialist Public Health team to enable the council in discharging its Public Health duties and responsibilities. Following an analysis of what support which could not be provided through the local specialist Public Health team that would be required by Director of Public Health to discharge the statutory Public Health duties a budget of £31,700 will be retained to ensure access to highly specialist Public Health advice is able to be procured from any qualified provider as required. Link S3 - Tees Valley Shared Service Health and Partnerships Portfolio See details
Tees Valley Unlimited (ER9) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: ER9 - Tees Valley Unlimited Economy and Regeneration Portfolio See details
The Hullaballoon LLE3 Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE3 - The Hullaballoon Leisure and Local Environment Portfolio See details
To maintain the Head of Steam Museum (£228,000) Future FundsTo ensure funding to maintain key assets relating to the Borough’s Railway Heritage. [Reference: Cabinet papers, Item 6, paragraph 52(i)]     Keywords: voluntary sector VCS Leisure and Local Environment Portfolio See details
Town Twinning (W21) CutsDescription To remove the small subsidy to support international links from the Council to its twin and cousin towns. Link W21 Town Twinning Leisure and Local Environment Portfolio See details
Trading standards (Mc4) CutsDescription of Proposal: Delete one Trading Standards Officer post. Reduction in subscriptions. This will necessitate reducing reactive investigation work and ceasing participation in projects and campaigns such as seizure of illicit tobacco and alcohol and rogue traders. Medium risk inspections will also cease. Link to Mc4 - trading standards Economy and Regeneration Portfolio See details
Trading standards and animal health (ER3) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: ER3 - trading standards and animal health Economy and Regeneration Portfolio See details
Union Contribution (H3) CutsDescription Stop paying the wage of Unison's Full Time (FT) Branch official.  The official would then either; Move back to their substantive role or Remain a full time representative for Unison but with Unison funding, the post and the Official’s substantive post remains open to return to for a set period of time Official remains a full time representative for Unison, Unison fund the post and the substantive post of the Official is no longer a secondment, a resignation would be expected  Consideration needs to be taken for the full time contract cover of the Branch Official should he return to his substantive post. There are 715 employees who pay Unison subscriptions via the Council’s payroll (approximately 33%), it is unknown whether this is reflective of Unison membership across the Council as members can also opt to pay via direct debt. There are 13 Unison Stewards representing employees, some are more active than others in dealing with employee relations issues (case work, formal consultation processes, policy development, sitting on trade union meetings) The Officials substantive post is current being filled by a fixed term contract, renewable on an annual basis.  Trade Unions stewards recorded time off for union duties was 2013/14 – 21 days, 2014/15 – 22 days, 2015/16 to July 1.75 days.  This excludes full time Officials time.  It would be expected that this time would increase if the proposal is approved and a FT official is not available. The Council wants to maintain good industrial relations and good working relationships with the Unions help to accomplish this.  If this funding was not added back and Unison decided not to fund the post there would be a reduced capacity within Unison for helping members and employer negotiations.  Link H3 Union Contribution This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 31 March 2016. Efficiency and Resources Portfolio See details
Voluntary Sector Development Fund (£100,000) Future FundsOne off investment The fund will help develop new initiatives with the Voluntary Sector in particular in respect of support to vulnerable children. [Reference: Cabinet papers, Item 6, paragraph 53(r)]     Keywords: voluntary sector VCS Health and Partnerships Portfolio See details
Wildflower Meadows Invest to Save Fund (£50,000) Future FundsOne off investment To further expand the use of wildflower meadows within the Borough. [Reference: Cabinet papers, Item 6, paragraph 53(u)] Leisure and Local Environment Portfolio See details
Winter Maintenance (LLE16) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: LLE16 - Winter Maintenance Leisure and Local Environment Portfolio See details
Xentrall ICT - (EffR18) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: EffR18 - Xentrall ICT This proposal will be discussed at the Efficiency and Resources scrutiny committee [PDF document] on 18 March 2016. Efficiency and Resources Portfolio See details
Youth Offending (CYP5) Core OfferThis core offer includes services that the council is legally obliged to provide. The link below provides detailed information about what is included. Link: CYP5 - Youth Offending Children and Young People Portfolio See details
Youth Offending ASB (Hu2) CutsDescription YOS The Youth Offending Team’s budget is made up of a mixture of grant funding, Council budget and contributions from a number of income streams as well as in kind contributions from partner agencies: police/PCC/probation. The ability to deliver a range of services that are non-statutory is very likely to have an impact on the levels of criminality that lead to statutory involvement by the criminal justice system including the YOS. There is also likely impact on other council and partner services as criminal behaviour and anti-social behaviour may increase throughout the Borough. DBC funding via public health (£20k), DBC education (£27k), ETE (£16) will cease. Partner agencies have yet to indicate what their future contributions to the YOS will be. The continuation of the current level of the YJB grant and likely cuts to the probation service contribution are a significant risk. The current model that has been developed  in Darlington has: focused on preventative interventions that lessen the requirement for statutory orders and has been very successful the focus will be on three national priorities of reducing  first time entrants, reducing the use of custody and reduction in re-offending in the new model Non-statutory work that will no longer be covered: restorative disposals such as mediation between victim and offender would be reduced. The success of such schemes in terms of re-directing young people from criminal behaviour and providing the victim with closure is well documented. early intervention work in children’s homes and with the area social work teams will be reduced as the focus will be on statutory orders. The delivery and subsequent support on Restorative Approaches will be reduce caseloads of YOS officers may increase lessening the ability to work intensively with young people subject to statutory or non-statutory interventions. Any dips in performance could trigger HMIP inspection. A recent YJB report has highlighted concerns in the reduction of staff and management capacity to maintain levels of performance. Activity will be prioritised on meeting targets set in the annual YOS plan that are a condition of receipt of the YJB grant. Risks a reduction in pre-court activity would lead to young people entering the criminal justice system at a higher threshold and receiving criminal convictions that might otherwise have been avoided the cost to the Local Authority of increased use of custody could be significant ASB Given uncertainty over the future funding from the YJB and partner agencies to the YOS sourcing additional resources for ASB is unlikely.  It is proposed that delivering the LA statutory duty to provide a response to ASB is delivered in future with partners through the YOS  An ASB officer is currently assigned to work closely on the preventative agenda with each of the Area Teams.  Reduced ASB capacity will reduce the capacity to have this level of dedicated alignment with the locality teams. Under the Crime and Disorder Act there has to be a response to reports of ASB. There is no prescribed way to deliver this but police resources are unlikely to bridge the gap. The ASB team is closely aligned with the YOS. Each locality team is aligned with an ASB officer currently working closely on the preventative agenda. Reduced ASB capacity will reduce the capacity to have this level of dedicated alignment with the locality teams. Under the ASB & Crime & Policing Act 2014 there must be a response to Community Triggers (made by members of the public). There has to be a co-ordinated multi agency response. Without a dedicated ASB team the investigation of these issues would have an impact on the YOS depending on the ability of partner agencies to respond. Community remedies – police refer low level crime/ASB for low level/preventative type interventions. Impact of reduced service: an increase in ASB activity with reduced means of addressing statutory responsibilities. An increase in statutory cases for YOS and  in cases going through to CAP/MASH in crisis as issues that may have been addressed deteriorate and are escalated. Caseloads of YOS/ASB The caseloads of YOS officers are currently around 22.  They may increase should a rise in ASB/offending result from removal of early intervention services. Link  Hu2 Youth Offending ASB Children and Young People Portfolio See details