Benchmarking – Kultur Dato 20.06.2012 Forslagsstiller: Administrationen
Revideret dato
Udvalg: Økonomiudvalget Center: Tværgående Politikområde: 71 Kultur Udviklingsstrategi: Effektivisering Sammenhæng til andre bidrag: Ændringen vedrører (sæt X) Effektivisering, afbureaukratisering og digitalisering
X
Strukturændring Merindtægter Servicereduktion (herunder bortfald af tilbud) Udvidelsesbidrag Beløb i hele kr.
*
Potentiale ved reduktion til
2013
2014
2015
2016
0
0
0
0
0
0
0
0
0
0
0
0
udgiftsbehov Allerede indarbejdet i prioriteringsforslag Netto reduktion af bevilling frem mod 2016 *Der er endnu ikke udarbejdet potentiale for området 1. Status Innovation, effektivisering og kompetenceudvikling er nøgleordene i de kommende års offentlige styring og udvikling. Det gælder også Høje Taastrup Kommune. Det er nødvendigt at skabe en strukturel balance i økonomien; dvs. en bedre balance mellem HTK’s drifts- og anlægsudgifter og skatteindtægter. For at få et billede af hvilket potentiale der er for at skabe strukturel balance, kan man sammenligne kommunens nuværende udgiftsniveau med det beregnede udgiftsbehov. En kommunes udgiftsbehov er udtryk for kommunens rammebetingelser i form af alderssammensætning og social struktur. Udgiftsbehovet angiver niveauet for HTK’s udgifter med den befolkningssammensætning den har.
Budgetmappe 2013-2016 – Prioriteringsbidrag
Budget 2013-2016, Prioriteringsbidrag
Såfremt HTK’s udgiftsniveau på området svarede til det beregnede udgiftsbehov skulle de årlige udgifter være godt …... 2. Ændringsforslag Direktionen foreslår følgende: Som led i en flerårig innovations- og effektiviseringsstrategi tilpasses udgifterne fra 20014-2016 til kommunens udgiftsbehov, dog således at det beregnede besparelsespotentiale fratrækkes de reduktioner Byrådet vedtager pba. det øvrige prioriteringskatalog. Det samlede innovations- og effektiviseringskrav i perioden 2014-2016 er opgjort jf. tabellen ovenfor. 3. Tidshorisont Til budgetseminaret forelægger direktionen plan for realisering af reduktion samt investering i 2013 og så vidt 2014. Alle tiltag kategoriseres inden for kategorierne; innovation, effektivisering eller kompetenceudvikling. For hvert enkelt tiltag udarbejdes en ’køreplan’ med ½ årlige milepæle, og direktionen afrapporter fremdriften i de enkelte tiltag til Økonomiudvalg og Byråd, hvert kvartal.
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