cannot generate external income to supplement revenue. The closing of services to meet cost savings will result in unplanned outsourcing to the market. Whilst this option allows flexibility in terms of Governance policy initiatives and allows the Council to and Not viable maintain ultimate control, it is inherently flexibility unsustainable and commercially inflexible. BoP would remain the Provider of Last Resort. This option is preferable to most and Acceptability service users as there is a perceived level of to Viable job and service security. It is natural that the stakeholders option involving the least change is the most acceptable. Achieving future savings will require significant Financial implications Not viable reconfiguration of services is likely to require the closure of some existing provision. Overall Not viable Financial and demographic pressures and consequential top down Government policy means that to continue in-house provision is not viable. As the Government follows its ambitions to increase the number of Direct Payment service users through SDS, the Council will ultimately bear the cost of both running a service and paying out Direct Payments which service users may not be prepared to pay for. Eventually, the need to make savings will result in a stripped down service where quality is compromised and service user needs are unmet, and eventually the only option will be outsource the services to the wider market. The benefit of this option would be a continuation of as usual’ and this ‘business enables BoP to remain a direct provider and could continue to facilitate the management of the modernisation agenda. However, this would be likely to lead to an ongoing rationalisation of services and these services would therefore be vulnerable as a target for savings through service cuts. This in turn could lead to a reactive externalisation not necessarily in a planned or productive manner which may not be in the best interests of the Council. Creating an internal business model either through zero based budgeting or creating a Direct Services Organisation will not deal with the inherent structural and cultural issues of providing the services from within the Council. Option 3 Create a new Community Interest Company (CIC), a – form of Social Enterprise: This option increases competition in the marketplace as it is accessible to private Quality Viable funders and DP service Service users Qualitative commission their own provision and therefore assessment will drive the delivery of high quality services. Social enterprise options can improve Cost Not viable efficiency, reduce costs and achieve
cannot generate external income to supplement revenue. The closing of services to meet cost savings will result in unplanned outsourcing to the market. Governance and flexibility Not viable Whilst this option allows flexibility in terms of policy initiatives and allows the Council to maintain ultimate control, it is inherently unsustainable and commercially inflexible. BoP would remain the Provider of Last Resort. Acceptability to stakeholders Viable This option is preferable to most and service users as there is a perceived level of job and service security. It is natural that the option involving the least change is the most acceptable. Financial implications Not viable Achieving future savings will require significant reconfiguration of services is likely to require the closure of some existing provision. Overall Not viable Financial and demographic pressures and consequential top down Government policy means that to continue in-house provision is not viable. As the Government follows its ambitions to increase the number of Direct Payment service users through SDS, the Council will ultimately bear the cost of both running a service and paying out Direct Payments which service users may not be prepared to pay for. Eventually, the need to make savings will result in a stripped down service where quality is compromised and service user needs are unmet, and eventually the only option will be outsource the services to the wider market. The benefit of this option would be a continuation of ‘business as usual’ and this enables BoP to remain a direct provider and could continue to facilitate the management of the modernisation agenda. However, this would be likely to lead to an ongoing rationalisation of services and these services would therefore be vulnerable as a target for savings through service cuts. This in turn could lead to a reactive externalisation not necessarily in a planned or productive manner which may not be in the best interests of the Council. Creating an internal business model either through zero based budgeting or creating a Direct Services Organisation will not deal with the inherent structural and cultural issues of providing the services from within the Council. Option 3 – Create a new Community Interest Company (CIC), a form of Social Enterprise: Qualitative assessment Quality Viable This option increases competition in the marketplace as it is accessible to private funders and DP service Service users commission their own provision and therefore will drive the delivery of high quality services. Cost Not viable Social enterprise options can improve efficiency, reduce costs and achieve
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