104 Decommissioning as a partnership activity first appeared in supporting people guidance (Ref. 39). Decommissioning is the decision to stop or cut back on services. LSPs' role in influencing decommissioning is important in ensuring that:
• partners take account of LAA targets and SCS objectives before decommissioning services (Table 6);
• one partner's decisions do not undermine, or place extra burdens on, other partners; and
• there is enough lead-in time to enable partners and service users to prepare.
Table 6 Six decommissioning questions | |
Do we need to do this? | The activity can be a frontline service or an internal administrative or support activity. The evidence of need must be clear. |
Does the activity support our objectives? | Any activity that does not support current LAA or organisational objectives should be a candidate for decommissioning. |
Do we need to do the activity this way? | There might be a more efficient, cash-releasing, way to do it. |
Do we need to do this amount of activity? | Review the volume of activity to identify waste or unsuitable use of public funds. |
What is the likely impact on partners? | Will other local public bodies have to increase spending as a result? How can the LSP mitigate risks to other partners and to service users? |
Is there an alternative? | The same, or equivalent, service could be available from other providers. If decommissioning is a response to poor performance there should be enough time to commission alternatives. |
Source: Audit Commission, 2008
105 Decommissioning can also be approached from the broad perspective of improved use of ABG (Case study 14) or from a focused perspective on LAA or SCS targets (Case study 15).
Case study 14 Using ABG to support SCS outcomes in Bolton Bolton's LSP reviewed the ABG allocation. The review examined: • the nature of the spending for each of the former grants; • the use of ABG resources; • whether the funding helps to deliver statutory requirements; • how the funding streams contribute to SCS delivery; • the potential for efficiency; and • scope to use funding more flexibly in the future. There is now a challenge and appraisal for ABG. This prioritises the projects that clearly contribute to the LAA and decommissions those that do not. Break clauses in contracts enable decommissioning if outsourced services fail to contribute to outcomes. Source: Audit Commission, 2008 |
Case study 15 Decommissioning in Portsmouth Portsmouth City Council and its partners reviewed services for excluded groups. This covered homeless people, ex-offenders, people with substance misuse problems, young people (16-25), teenage parents, survivors of domestic violence, refugees, travellers, and people with mental health problems or learning disabilities not eligible for statutory services. The review looked at decommissioning and service remodelling. The result was that: • thirty-three services remained unchanged; • five services were made more responsive and effective; • sixteen services were decommissioned because of low prioritisation, low demand, or service rationalisation; and • four new services were commissioned to fill gaps in provision. The review produced a saving of £0.9 million. Source: Audit Commission, 2008 |