1. Money makes my world go round
Gina Hagan SOL
Frances Brown Inclusion Glasgow
Sam smith C-Change

2. Individualised Services
Began in 1996
Supported Living
Partnership
Individualised Services
Control over money

3. Mirror direct payments
£38K X first 20 people
£42K X next 10 people
Start Up £12 K
Non Recurring £10 K
Making it work for same as group costs

4. Flat Management Structures
Recruit staff around the person
Contract staff to the person
Decision making beside people
and families
Annual budgeter to plan spend
Quarterly feedback on budget

5. H – career, education and politics
C- Career, community and moving on

6. Support for Ordinary Living
Individual Budgets
the story so far

7. Citizenship for all

8. The History of SOL foundation discussions 1997
incorporation February 1998
contract awarded May 1998
in business July
providing services January 1999

9. £133,796
£5.2 million
Growth
270 80 2
2010
1998
5.2 million 9

10. Before Individual Budgets
From July 1998 until December 2005 all of SOL’s income was collated together and used to pay all of the direct support costs and overheads as they arose.
Our income consisted of support cost income and an element of core income from the local authority.
This culminated in one total surplus or deficit for the organisation as a whole.
There was no way for us to distinguish whether a particular service was in a surplus or deficit situation.

11. Before Individual Budgets- +

12. Introduction of Individual Budgets
From January 2006 to March 2006 we put into place a pilot for individual budgets.
This was for two teams for each manager in the organisation.
This allowed us to get managers ready and to highlight any problem areas before the implementation date of 1st April 2006.
From 1st April 2006 we implemented our new individual budget system.

13. Introduction of Individual Budgets
In our new system, each service user had a department where all income and direct support costs are posted to. (We have 90 live budgets running).
A percentage of our total income was set aside to cover core costs, management costs, training costs and a contingency fund for any unseen emergencies.
The percentage attributed to core costs was added to our core income from the local authority to cover these overheads.

14. Current Individual Budgets
We entered into lengthy discussions during 2007 with North Lanarkshire Council to try and create a sound financial framework that would enable us to meet our target growth to 80 services.
This has resulted in 5 bands of income which each of our service users will be allocated to and the elimination of core income payments.

15. 1 2 3 4 5 Employment Friendships Personal care Risks Budgeting
Community

16. Current Individual Budgets
Local Authority income
Income allocated to
specific income
Local authority funding
Level 1-5
Costs associated
specific budgets
Unrestricted funds
Restricted Funds
Training Fund
2.2%
Contingency
Fund 1%
Central Fund
12.5%
ISF 76
Departments
All other overheads
and
management
costs
Support costs
Wages
Mobiles
Travel
Training and
Consultancy
costs
Unforeseen/
additional costs
Organisational
Surplus or deficit
Restricted
Surplus

17. Current Individual Budgets
Our managers are charged with the task of ensuring the costs do not go over budget.
Our finance department then allocates sufficient income to ensure each department remains at least in break even or in surplus.
The balance of income is be distributed to cover all central costs, training costs and 1% is kept for contingency purposes.
We will now be starting to provide qualitative as well as quantitative information to managers within their reports.

18. At 31st March 2009 we have been using our individual budget system for three years
A Resource Allocation System (RAS) exercise has been carried out with North Lanarkshire Council. The outcome of this exercise will be used to inform our future funding
With the preparation work and three years of live data, SOL is now well prepared and will be taking on In-Control work from the Council, individuals & families
Our experience to date is now allowing us to look
at more qualitative aspects to the individual budget reporting through the use of variance reports
Conclusions