Date: 10 February 2012 My ref: Your ref: Contact: Matthew Berry Tel no: 0116 272 7638 Fax no: 0116 272 7596 Email: [email protected]
To Members of the Cabinet Executive
Councillor E. F. White (Leader) − Leader's Portfolio
Councillor J. O. Hudson (Deputy Leader) − Finance & Efficiency Portfolio
Councillor D. R. Clements − Corporate Services Portfolio Councillor F. G. H Jackson − Regulatory & Neighbourhood Services Portfolio Councillor D. Jennings − Health & Community Services Portfolio Councillor E. A. Webster-Williams − Policy & Partnerships Portfolio
Dear Councillor,
A meeting of the CABINET EXECUTIVE will be held in the Brooks Room at these offices on MONDAY, 20 FEBRUARY 2012 at 4.30 p.m. for the transaction of the following business and your attendance is requested.
Yours faithfully
Judith Warner Legal Services Manager
AGENDA
1. Apologies for Absence
2. Disclosure of Interests from Members To receive disclosures of interests from Members (i.e. the existence and the nature of those interests in respect of items on this agenda).
3. Minutes (Pages 1 - 6) To approve and sign the minutes of the meeting held on 23 January 2012 (enclosed).
Blaby District Council Council Offices Desford Road Narborough Leicestershire LE19 2EP Telephone: 0116 275 0555 Fax: 0116 275 0368 Minicom: 0116 284 9786 Web: www.blaby.gov.uk
This document is printed on recycled paper
4. Public Speaking Protocol Requests received by the Protocol deadline to be reported by the Legal Services Manager with details of the Agenda Item to which they relate. (Such persons entitled to use the Protocol attend for the purpose of making representations, answering questions or giving evidence relating to the business of the meeting and the time allocated to each person is a maximum of three minutes unless extended at the discretion of the Chairman).
5. Senior Management Arrangements (Pages 7 - 14) To consider the report of the Chief Executive (enclosed).
6. General Fund Revenue Account - Revised Budget 2011/12 (Pages 15 - 20) To consider the report of the Deputy Chief Executive (enclosed).
7. Revised Capital Programme 2011/12 (Pages 21 - 28) To consider the report of the Financial Services Group Manager (enclosed).
8. Report of the Scrutiny Commission in relation to the 2012/13 Budget Proposals (Pages 29 - 32) To consider the report of the Scrutiny Commission (enclosed).
9. General Fund Revenue Account - Budget Proposals 2012/13 (Pages 33 - 58) To consider the report of the Deputy Chief Executive (enclosed).
10. Proposed Capital Resources & Programme 2012/13 (Pages 59 - 70) To consider the report of the Deputy Chief Executive and Financial Services Group Manager (enclosed).
11. Prudential Indicator and Treasury Management Strategy 2012/13 (Pages 71 - 104) To consider the report of the Deputy Chief Executive (enclosed).
12. Schedule of Charges 2012/13 (Pages 105 - 124) To consider the report of the Deputy Chief Executive (enclosed).
13. Council Tax 2012/13 (Pages 125 - 128) To consider the report of the Deputy Chief Executive (enclosed).
14. Medium Term Financial Strategy - Financial Forecast (Pages 129 - 142) To consider the report of the Deputy Chief Executive (enclosed).
15. 2011/12 Quarter 3 Portfolio Performance Reports (Pages 143 - 168) To consider the report of the Director (enclosed).
16. Street Naming and Numbering Service (Pages 169 - 174) To consider the report of the Regulatory Services Group Manager (enclosed).
17. Development Management and Pre-Application Advice for Householders (Pages 175 - 180) To consider the report of the Regulatory Services Group Manager (enclosed).
18. Draft Green Space Strategy (Pages 181 - 262) To consider the report of the Health & Recreation Manager (enclosed).
19. Phase 2 Environmental Health and Licensing Restructure (Public) (Pages 263 - 270) To consider the report of the Regulatory Services Group Manager (enclosed).
20. Exempt Information To consider passing the following resolution:
“That under Section 100(A)(4) of the Local Government Act, 1972, the public be excluded from the meeting for the following item on the grounds that the item involves the likely disclosure of exempt information as defined in paragraphs 1 and 3 of Part 1 of Schedule 12A of the said Act.
Exemption Categories: 1 and 3.
Reason for Exemption: The reports contain personal and financial information in relation to individual staff members and the Authority.
Public Interest Test: The public interest test has been considered and, in all the circumstances of the case, the public interest in maintaining the exemption is considered to outweigh the public interest in disclosing the information.”
21. Phase 2 Environmental Health and Licensing Restructure (Exempt) (Pages 271 - 274) To consider the report of the Regulatory Services Group Manager (enclosed).
22. Renewal of Insurance Policies 2012 (Pages 275 - 280) To consider the report of the Financial Services Group Manager (enclosed).
This page is intentionally left blank Agenda Item 3
CABINET EXECUTIVE
Minutes of a meeting held at the Council Offices, Narborough
MONDAY, 23 JANUARY 2012
Present:
Councillor E. F. White (Leader's Portfolio) (Leader) Councillor J. O. Hudson (Finance & Efficiency Portfolio) (Deputy Leader)
Cllr. D .R. Clements - Corporate Services Portfolio Cllr. F.G.H. Jackson - Regulatory & Neighbourhood Services Portfolio Cllr. D. Jennings - Health & Community Services Portfolio Cllr. E. A. Webster-Williams - Policy & Partnerships Portfolio
Also in attendance as Observers:
Cllr. A. C. Tanner
Officers present:-
Mrs S. Whiles - Chief Executive Mr. J.L. Holden - Deputy Chief Executive Mrs. J. Toman - Director Mrs J. Warner - Legal Services Manager Mrs S. Pennelli - Financial Services Group Manager Mr J. Wells - Regulatory Services Group Manager Mr K. Pegg - Neighbourhood Services Group Manager Mrs. L. McBean - Scrutiny Manager Mr M. Berry - Senior Democratic Services Officer
Apologies:
None
226. DISCLOSURE OF INTERESTS FROM MEMBERS
No disclosures were received.
227. MINUTES
The minutes of the meeting held on 28 November 2011, as circulated, were approved and signed as a correct record.
179
Cabinet Executive - Monday, 23 January 2012Page 1
228. PUBLIC SPEAKING PROTOCOL
No requests were received.
229. TREASURY MANAGEMENT STRATEGY 2012/13 - CHANGE OF DIRECTION
Considered – Report of the Deputy Chief Executive.
Other Options Considered – To not review the Council’s strategy.
DECISION
That the following changes to the Treasury Management Strategy be approved:-
a) That a proportion of the funds currently held in the external investment fund be utilised to reduce the Council’s exposure to current and potential future borrowing costs.
b) That also a proportion of the monies held in the external investment fund be redirected from short dated highly liquid financial instruments into longer dated fixed rate financial instruments to achieve higher rates of return.
Reason:
To enable the Council to proceed with a strategic change of direction which will strengthen its underlying financial security at a time of continuing financial instability.
230. BUDGET MONITORING
Considered – Report of the Financial Services Group Manager.
Other Options Considered – To not monitor the budgets. This would not support the Council’s commitment to performance management.
DECISION
That the report of the Financial Services Group Manager be accepted.
Reason:
To enable the Cabinet Executive to monitor the budget performance in relation to key areas of income and expenditure as the financial year progresses.
180
Cabinet Executive - Monday, 23 January 2012Page 2
231. RENEWAL OF INSURANCE POLICIES 2012
This item was deferred until the February 20 th meeting of Cabinet Executive.
232. LEICESTERSHIRE ENVIRONMENT BOARD
Considered – Report of the Neighbourhood Services Group Manager.
Other Options Considered – To not be a member of the Leicestershire Environment Board. This would not support the Council’s commitment to inter-authority working.
DECISIONS
1. That the termination of the Leicestershire Waste Partnership Board and the creation of the Environment Board be noted.
2. That Cllr Guy Jackson be appointed as Blaby District Council’s representative on the Environment Board.
Reason:
To enable Blaby District Council to participate in and/or influence where appropriate the Leicestershire Environment Board.
181
Cabinet Executive - Monday, 23 January 2012Page 3
233. ENFORCEMENT ACTION, LAND AT NARBOROUGH ROAD SOUTH, BRAUNSTONE TOWN
Considered – Report of the Regulatory Services Group Manager.
Other Options Considered –
Do nothing The Council could continue to tackle the issues posed by long term empty homes which have become magnets for vandalism, squatters and other forms of anti-social behaviour using existing enforcement powers alone. This is disregarded for long term empty properties as the use of these powers is only a short term fix and does not address the underlying issue. Further, failure to act now the Council has an Empty Homes and Private Sector Housing Strategy and Policies could affect the Council’s reputation as the enforcing Local Housing Authority. Further, it is our statutory duty as a Council to monitor and maintain the housing stock within the district (The Housing Act 2004) and addressing non-decent and empty stock in Blaby District will improve the quality and affordability of homes for our residents.
DECISION
That the Regulatory Services Group Manager and Legal Services Manager be delegated to take action in relation to land off Narborough Road South, Braunstone Town, using the Compulsory Purchase Powers under Section 226(1)(a) of the Town and Country Planning Act 1990 and procedure under Section 103 of the Law Of Property Act 1925 .
Reasons:
1. This will enable action to be taken to address problems associated with this long term empty home and return it to use.
2. The previous authority conferred by Cabinet Executive (minute 300, 2010/2011 refers) was deemed unsafe as the land in question was found to be unregistered.
182
Cabinet Executive - Monday, 23 January 2012Page 4
234. CONSTITUTIONAL AMENDMENTS
Considered – Report of the Legal Services Manager.
Other Options Considered – None.
DECISION
That the amendments to the Constitution attached at Appendix 1 to the report of the Legal Services Manager be approved.
Reason:
It is necessary to make changes to the Proper Officer appointments and the Officer Delegation Scheme contained at Part 3 of the Constitution, to reflect functions which are now the responsibility of the Customer Access & Electoral Services Group Manager, rather than the Democratic Services Manager, as they were previously.
THE MEETING CONCLUDED AT 4.58 P.M.
183
Cabinet Executive - Monday, 23 January 2012Page 5 This page is intentionally left blank
Page 6 Agenda Item 5 BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20 February 2012
Subject: Senior Management Arrangements
Report of: Chief Executive
Portfolio Holder: The Leader
Status: Public
1. Purpose of Report
To seek support for revised Senior Management arrangements.
2. Recommendations
2.1 That the post of Corporate Head of Policy and Partnerships is deleted from the establishment with effect from 1 st March 2012.
2.2 That a new post of Head of Policy and Performance is appointed on a shared basis with Harborough District Council with Harborough being the employing Authority and the post reporting to a Director at Blaby.
2.3 That delegated authority is given to the Chief Executive to enter into arrangements with Harborough District Council for the period 1 st April 2012 – 31 st March 2013, to put the services of the Council’s Section 151 Officer at their disposal under an agreement under the provisions of Section 113 of the Local Government Act 1972 and Section 151 of the Local Government Act 1972, for the purpose of their fulfilling the requirements to have a Section 151 Officer.
2.4 That delegated authority is given to the Chief Executive, in consultation with the Chief Executive Remuneration Panel, to review the remuneration package of the Deputy Chief Executive in light of the arrangements in 2.3
2.5 That interim management support is put in place to increase the Council’s capacity around Planning and Economic Development pending a subsequent report setting out future management arrangements for these services. 3. Reason s for Decision s Recommended
3.1 The resignation of the current Corporate Head of Policy and Partnerships and has given an opportunity to review how best the Council manages its 3.2 approach to partnerships, performance and policy.
3.3 In order to provide services to a neighbouring Council and establish the
Page 7 feasibility of sharing the post of S151 Officer as a permanent arrangement.
3.4 It is appropriate that some financial remuneration is made to recognise the increased level of responsibility of the proposed arrangements.
3.5 To increase the Councils capacity to deliver high profile planning projects and provide external challenge to inform any future changes in management arrangements.
4. Forward Plan
4.1 Forward Plan No 02/12 (061).
5. Key Decision
5.1 Yes.
6. Matters for Consideration
Background
6.1 A review of Council’s Senior Management arrangements was last carried out in 2011 and the current Senior Management structure agreed at Council in April 2011.
6.2 This review made recommendations for changes to Senior Management arrangements in two phases. Phase one was implemented in 2011 and reduced the number of Senior Managers from 8 to 6 posts.
6.3 Phase two will see a reduction in the number of Directors from three to two posts and is to be implemented by April 2013, with a consequential financial saving of around £100,000.
6.4 The recent approach by Harborough District Council to Leicestershire Authorities to explore the possibility of establishing shared senior posts in the areas of Strategic Financial Support and Policy and Performance, together with the resignation of the Corporate Head of Policy and Partnerships, gives us an opportunity to reflect on our current Senior Management arrangements and options for the future.
Drivers for Change
6.5 There are several factors to consider in our approach to Senior Management leadership:-
1. The continuing need to support the Council’s Improvement and Efficiency journey, particularly with the opportunities to move to locality commissioning as championed by Leicestershire Together.
2. The recent resignation of the Corporate Head of Policy & Partnerships gives an opportunity to review how the Council deals with Strategic Partnerships and Planning Policy.
Page 8 3. The need to increase our capacity to deal strategically with Planning and Economic Development given the forthcoming changes to Business Rates, the National Planning Policy Framework and the management of Major Projects such as the Local Plan, the Lubbesthorpe Application and the Fosse Village Development Plan.
4. The requirement for succession planning and capacity building as the organisation moves to two Directors by April 2013.
5. The need to reshape spending and reduce costs in line with the Medium Term Financial Strategy.
6. Opportunities to build on the forthcoming proposals set out in the Directorate Review, incorporating Phase 2 of the Corporate Transformation Review.
7. The desire to support and work collaboratively with a neighbouring authority
Objectives of Review
6.6 A review of current Senior Management arrangements has been carried out to:-
• Review the post of Corporate Head of Policy & Partnerships.
• Establish interim arrangement for strategic management of Planning Issues.
• Establish a revised Performance Management approach and infrastructure to fit the needs of the Council post Comprehensive Area Assessment and in preparation for Locality Commissioning arrangements.
• To seek opportunities for efficiency savings or income generation wherever possible whilst avoiding a detrimental impact on the Organisation.
• Test out the feasibility of sharing Senior Management posts with a neighbouring District Council.
Proposals
6.7 Partnership and Performance
It is proposed to delete the post of Corporate Head of Policy & Partnerships and establish a new post of Head of Performance and Policy with responsibility for the following functions:-
• Performance Management (Systems Thinking, Customer Insight, Reporting, Systems Support Services).
• Commissioning Support (Children's Centre Programme, Locality Commissioning, Voluntary Sector Commissioning):-
- Risk Management - Equality
Page 9 - Strategic Partnership Development and Administration (Blaby Together, Community Safety Partnership, Locality Commission Partnership) - Community Planning - Parish Council Liaison - Voluntary Sector Development and Liaison - Blaby Town Centre Partnerships - Policy support around Cross Cutting issues eg Big Society and Localism.
6.8 It is proposed that this post is appointed on a shared basis with Harborough District Council, with Harborough being the employing Authority, with a Service Level Agreement in place around the sharing arrangements and that this post reports to the Director with current responsibility for Performance.
This approach brings the following benefits:-
• Increased profile for the two Councils at a Strategic Partnership level. • Reduces draw on Senior Management capacity of dual attendance at key partnership meetings. • Opportunity to seek further efficiencies through the streamlining of functions such as Performance, Customer Insight, Equalities, Policy Advice. • Reduced costs.
6.9 Strategic Financial Support
Discussions have been held with Officers and Senior Members at Harborough District Council about the feasibility and practicality of Blaby District Council providing Strategic Financial (Section 151 Officer) support, through a shared arrangement, whereby we put the services of our Section 151 Officer at the disposal of Harborough from 1 st April 2012 until 31 st March 2013.
Discussions have been held with the Deputy Chef Executive, our Section 151 Officer and he is prepared to provide such support to Harborough District Council.
The arrangements would be governed by an agreement between the two Councils made under the provisions of Section 113 Local Government Act 1972 and Section 151 Local Government Act 1972.
It is proposed that this Council provide this support to Harborough District Council and that delegated authority is given to the Chief Executive to review the remuneration package of the Deputy Chief Executive in light of the revised arrangements and responsibilities.
This approach brings the following benefits:-
• Reduces draw on Senior Management capacity of dual attendance at key external meetings.
• Opportunity to seek further efficiencies through the streamlining of functions such as finance and policy advice.
Page 10 • An income to this Council.
• Will assist this Council in its preparations to move from three to two Directors by April 2013.
6.10 Interim Senior Planning Support
This Council is currently managing the delivery of a range of significant planning projects including the delivery of the Core Strategy, the determination of the Lubbesthorpe Planning Application and the support of the Fosse Villages Neighbourhood Planning project.
The proposed changes to Neighbourhood Planning, Business Rates and the need to refocus our activities around Economic Development requires us to consider our future approach to Economic Development and how our Planning Services support sustainable growth.
The resignation of the Corporate Head of Policy and Partnerships will reduce the senior management leadership of these areas and this brings significant risks.
It is therefore proposed that we appoint Interim Senior Planning support to increase our capacity and delivery of key projects and to advise the Council on our future approach to deliver fit for purpose Planning and Economic Development services. Appendix one sets out the brief for this interim support.
This approach brings the following benefits:-
• Increases our capacity around Planning and Economic Development.
• Provides an external challenge to inform our future approach to these key service areas.
7. Other Relevant Considerations
7.1 Human Rights Act 1998
Human Rights have been considered but there are no overarching matters for concern in relation to this report.
7.2 Legal Implications
The shared arrangements detailed in this report will be governed by Service Level Agreements detailing the nature of the arrangements .
7.3 Human Resources Implications
Consultation has been held with the posts affected by the proposals in this report.
7.4 Risk Assessment & Business Continuity
The proposals in this report seek to mitigate the following risks:-
Page 11
• Lack of Senior Management capacity and specialist professional knowledge to deliver key planning projects. • Preparation for the reduction in number of Directors by April 2013. • Disjointed approach currently to Planning and Economic Development may limit potential for District going forward. The proposals bring with them some risks which are set out below along with mitigation measures.
Risk Mitigation Reduced strategic finance capacity at Time management and appropriate Blaby through shared approach delegation Failure to appoint to shared Head of Advertise opportunity and potential of Policy, Partnerships and Performance post widely
7.5 Equalities
No EINA required for this report.
7.6 Nottingham Declaration and Climate Change
No implications.
7.7 Crime & Disorder
No implications.
7.8 Other
None.
8. Other Options Considered
8.1 The option of deleting the vacant post of Corporate Head of Policy and Partnerships was discounted, as it would reduce our senior capacity to an unacceptable level, reducing our influence with external partners.
8.2 The option of recruiting on our own, to the vacant post of Corporate Head of Policy and Partnerships, as discounted as the landscape of partnership working and the need for an integrated approach to Planning and Economic Development has changed since we established the post.
8.3 The option of not providing Strategic Financial support to Harborough District Council was discounted, as this approach would reduce our ability to test out the feasibility of sharing such posts in the future.
9. Appropriate Consultations
9.1 Consultation has been held with the staff affected by these proposals .
Page 12 10. Financial and Efficiency Implications
10.1 The proposals will have the following financial implications for 2012 / 13
Shared Head of Performance and Policy
Current budget provision £79,896 Likely approximate cost of shared £34,000 arrangement Ongoing savings £45,896
Strategic Financial Support (S151) Arrangements
This is likely to generate in the region of £24,000 net income during 2012/13.
Interim Senior Planning Support
The costs of this interim support will be met from existing establishment budgets.
11. Appendix to this report
11.1 Appendix One : Interim Management – Planning
12. List of Background Papers
12.1 None.
The following Officers/Members have been consulted (identified by ): Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 13 Appendix One : Interim Management – Planning
Purpose of Interim Support:-
• To increase the Council’s capacity, capability and pace of delivery of key projects. • To improve the Council’s reputation in relation to Planning matters. • To line manage the Planning Policy, Housing Policy and Lubbesthorpe Team Managers. • To advise on the Council’s future approach to delivering an effective, efficient, customer focussed service in the context of Localism, NPPF, Neighbourhood Planning, Economic Development and the National Housing Strategy.
Key Projects Key Dates Comment Resource Oversee the effective Council agree Consultation starts Planning Policy team and timely delivery of CS submission 19 January (3.5 staff led by an approved Core document Planning Policy Strategy March 2012 Manager)
Enquiry summer 2012 Oversee the effective DC 5 July Slippage on Project team (3.5) in and timely 2012 previously place led by DC determination of the publicised timetable Manager Lubbesthorpe Planning Application ATLAS supporting BDC Oversee the effective Community led Project manager and timely delivery of steering group (Colin Wilkinson) the Fosse Villages chaired by Chair of appointed by Neighbourhood Plan Blaby South Steering Group Community Forum Work with the DCE to Pt Economic develop the Council’s Development Officer Economic Development Strategy and Action Plan
Timelines and Expectations
• Assignment to start at a date which allows for support to the Planning Policy Manager in preparation and presentation of Core Strategy submission document at Council late March. • Assignment to run until early Autumn 2012 with flexibility around amount of time required based on need at specific points in each project.
Process
• Consultants to present to the CE/DCE/Director, how they would approach the assignment including method, expectations from BDC and costs.
Page 14 Agenda Item 6
BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20 th February 2012
Subject: General Fund Revenue Account – Revised Budget Proposals 2011/12
Report of: Deputy Chief Executive
Portfolio Holder Councillor J. Hudson – Finance & Efficiency Portfolio Holder
Status: Public
1. Purpose of Report
1.1 To set out for consideration and approval the revised General Fund Revenue Account budget for 2011/12 financial year.
2. Recommendation to Cabinet Executive
2.1 That the revised General Fund Revenue Account budget of £9,219,641 for the financial year 2011/12 be approved.
3. Reason for Decision Recommended
3.1 As part of the Council’s budget monitoring arrangements a review is carried out of performance against the original approved General Fund Revenue Account budget as the end of the financial year approaches. Any significant issues and estimated outturn variances are brought to the attention of the Cabinet Executive for approval.
4. Forward Plan
4.1 Forward Plan Reference Number: 12/11(055).
5. Key Decision
5.1 Yes.
Page 15 6. Matters for Consideration
6.1 Introduction
As part of the Council’s overall arrangements for good financial governance formal revised estimates are produced each year in respect of the whole of the General Fund Revenue Account budget. This formal review is required in order to ascertain whether there are any significant adverse variances which may require corrective action and to seek approval for additional funding if required. It should be noted that the revised budget reflects the forecast position at an appropriate point in time and may not be indicative of the final outturn which will be dependant upon the performance over the full twelve months of the financial year.
The revised budget complements the more detailed regular portfolio budget monitoring reports which highlight specific variances throughout the course of the year and the cost centre specific review which is carried out at the half year stage.
6.2 Cabinet Executive November 2011
At your meeting on the 28 th November, 2011 an overall forecast variance of £307,653 or 3.2% against the original full year budget was presented to you. Although this outturn position was generated utilising information across all cost centres, particular attention was drawn to the following.
• Establishment savings of £225,000 • Estimated increase in income streams £99,463
In addition, it was estimated that there would be a requirement to fund planning appeal costs of £52,500, and the temporary provision of £100,000 towards the costs of developing affordable homes on a rural exception site, along with the planned amount of £50,000 for Local Election Costs.
The net cumulative effect of the above issues on the General Fund balance at that time was a forecast increase of £105,153 .
This estimated variance equated to around -1.09% of net revenue expenditure and was within the normal tolerance levels of ±2.00%.
6.3 Revised Budget
A formal review of all the budget cost centres has now been completed as the financial year end approaches. Those issues identified at the meeting in November have been reflected in the review. The revised budget for the year, which is summarised by portfolio at Appendix A , is £9,219,641 .
Page 16 Movements in the budget identified since the November meeting are set out in the table below.
£
Total Variance as per November report 307,653
Additional Expenditure: Enderby Road Industrial Estate – increased lease rental (10,084) Net movement in contributions to/from earmarked reserves (187,612)
Reduced Expenditure/Additional Income: Forecast end of year establishment savings 200,000 Reduction Minimum Revenue Provision – capital expenditure 88,433 funded through borrowing Miscellaneous net budget reductions 28,372
Sub-total 426,762
Less Planned Contributions from General Fund Balances: Local Election Expenses (50,000) Planning Appeal Costs (52,500)
Net Contribution to/(from) General Fund Balances 324,262
Forecast Outturn
After taking into account the information set out above the revised General Fund Revenue Account forecast outturn for 2011/12, which is summarised by portfolio at Appendix A , is £9,219,641 . This represents a decrease of £376,762 (excluding £52,500 in respect of planning appeal costs which is a direct charge against balances) or 3.92% against the original figure of £9,596,403 approved in February, 2011.
Given the financial difficulties which have arisen as a result of the economic downturn, particularly in relation to investment and other income, this represents a satisfactory outturn projection.
General Fund Balances
The forecast net effect of all of the above on the General Fund balances at the year end, therefore, will be a net contribution of £324,262 , leaving the balances at £2.773m.
Actual outturn figures will of course be dependent upon performance across the whole twelve months.
The details of the revised estimates for 2011/12 have been incorporated into the 2012/13 budget proposals booklet for Members information.
6.4 Virement Arrangements
The Council’s existing virement arrangements enable officers to transfer funds
Page 17 within specified limits from one budget head to another to meet specific budget pressures during the course of a financial year. The detail of the virement scheme is contained within the Council’s Constitution under the section dealing with Financial Regulations. Officers are encouraged to make full use of these arrangements to deal with the inevitable expenditure variances which arise and, therefore, avoid additional calls on the Council’s balances.
As in previous years, however, all remaining virement proposals in respect of 2011/12 will be closely monitored to ensure the appropriateness of the budgetary requirements as the Council approaches the end of the financial year.
6.5 Contributions to/from Balances
The revised General Fund Revenue Account net expenditure budget for 2011/12 is estimated at £9,219,641 , a variance of 3.92% against the original budget. The estimated net contribution to balances based on the revised estimate is now £324,262 , net of the £50,000 agreed to be taken from balances at the start of the financial year, and £52,500 contribution in respect of planning appeals.
Performance against budgets will continue to be monitored closely as the year-end approaches, particularly in respect of demand driven expenditure.
After taking into account the estimated outturn for 2011/12 the General Fund Revenue Account balance at the 31 st March 2012 is forecast at £2.773m, equivalent to 28.89% of the net revenue expenditure. This falls just outside of the Council’s current policy that the balance should represent no less than 10% and no more than 25% of net revenue expenditure.
6.6 Summary
2011/12 financial year has again proven to be financially challenging for the Council, faced with reduced interest rates, and increasing demands on some of the Council’s key services due to the current economic climate.
It does, however, emphasise the importance to the Council of maintaining healthy balances in order to mitigate the financial impact of economic uncertainty on the local community.
7. Other Relevant Considerations
Human Rights Act 1998
Not applicable.
Legal Implications
Not applicable.
Human Resources Implications
Not applicable.
Page 18
Risk Assessment & Business Continuity
Not applicable.
Equalities
Not applicable.
Nottingham Declaration and Climate Change
Not applicable.
Crime & Disorder
Not applicable.
Other
Not applicable.
8. Other Options Considered
Not to report on the monitoring of expenditure/income against budgets
9. Appropriate Consultations
None in the context of this report
10. Financial and Efficiency Implications
The financial implications of the overall variance can be accommodated within the existing approved arrangements for dealing with such variances.
11. Appendix to this report
11.1 Appendix A – General Fund Revised Budget 2011/12
12. List of Background Papers
12.1 None.
The following Officers/Members have been consulted (identified by ):
Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 19 Appendix A
REVISED BUDGET 2011/12 Changes from Original to Revised by Portfolio
Original Revised Detail Estimate Estimate 2011/12 2011/12 £ £
SUMMARY
STRATEGIC MANAGEMENT 1,347,209 1,436,237
FINANCE AND ASSETS 1,830,973 1,882,017
POLICY AND PARTNERSHIPS 1,000,242 1,028,370
CORPORATE SERVICES 697,249 826,111
REGULATORY SERVICES 3,811,398 4,006,270
HEALTH AND COMMUNITY SERVICES 2,863,145 3,070,137
APPROPRIATIONS (1,903,813) (3,029,501)
Sub-Total 9,646,403 9,219,641
TRANSFER TO/(FROM) GENERAL FUND BALANCES (50,000) 376,762
TOTAL NET COST 9,596,403 9,596,403
Page 20 Agenda Item 7
BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20 th February 2012
Subject: Revised Capital Programme 2011/12
Report of: Financial Services Group Manager
Portfolio Holder Councillor J. Hudson – Finance & Efficiency Portfolio Holder
Status: Public
1. Purpose of Report
1.1 To provide the Cabinet Executive with an updated position on the progress of capital schemes during 2011/12 financial year.
2. Recommendation to Cabinet Executive
2.1 That the report be noted and the revisions to the 2011/12 capital programme and associated funding sources be approved.
3. Reason for Decision Recommended
3.1 To update the Cabinet Executive of the current position regarding the Council’s capital investment programme during 2011/12 financial year.
4. Forward Plan
4.1 Forward Plan Reference Number: 10/11(032).
5. Key Decision
5.1 Yes.
6. Matters for Consideration
6.1 Progress on the 2011/12 Capital Programme was reported to Cabinet Executive on 28 th November 2011. This report provides a further update including the likely outturn at year end.
6.2 The Council’s capital investment programme represents an important element of the overall resources available to continue to improve the quality of
Page 21 services provided to the residents of the District. The annual programme is determined from capital bids which are required to reflect the priorities set out in the current Corporate Plan, Capital Strategy and Asset Management Plan.
6.3 In accordance with the arrangements set out in the Capital Strategy an officer Asset Management Group oversees the development and monitoring of the capital programme. Each capital project has a nominated project manager who is responsible for the delivery of the project. Progress on the current year’s programme together with the committed schemes brought forward from previous years is reviewed by the Asset Management Group as part of the formal budget monitoring arrangements.
6.4 In Appendix A to this report, the first table shows at summary level the overall 2011/12 Capital Programme, complete with estimated expenditure outturn for the year. The second table sets out the proposed sources of funding to meet the anticipated 2011/12 outturn expenditure of £3,178,198 including the £1,000,000 for the Local Authority Mortgage Scheme. The programme has been revised to take into account in-year changes to the projects and to reflect variations on project costs.
6.5 The significant changes to the programme which have occurred since the report in November are set out below:
• Additional funding of £28,868 has been received from the Department of Communities and Central Government in respect of Disabled Facilities Grants. This is in addition to the £13,870 received from Three Oaks Homes for their contribution towards a tenant’s major adaptation.
• Due to the removal of external funding, the major schemes planned for Bouskell Park and Blaby Town Centre have been withdrawn. The Council’s own match funding for these schemes, amounting to £208,701 has therefore been removed from the capital programme.
• A number of schemes at The Pavilion, including the Driving Range and Fitness Suite refurbishment, are now due to commence expenditure being incurred in the second quarter of 2012. These projects will therefore be carried forward into the 2012/13 capital programme. Specific reference is made to the Driving Range project in the report of the Proposed Capital Resources and Programme for 2012/13.
• The replacement Revenues & Benefits system has commenced in this financial year, however a large proportion of the expenditure will not be incurred until the anticipated system ‘go live’ date in September 2012. For this reason £115,000 of the £175,000 investment will be carried forward into the 2012/13 capital programme.
6.6. Appendix B gives a detailed project by project analysis of capital expenditure including the variances to both the brought forward and 2011/12 schemes.
7. Other Relevant Considerations
Human Rights Act 1998
Human rights have been considered but there are no overarching matters for
Page 22 concern in relation to this report.
Legal Implications
There are no legal implications.
Human Resources Implications
There are no human resources implications.
Risk Assessment & Business Continuity
Not applicable.
Equalities
No EINA is required for this report.
Nottingham Declaration and Climate Change
Not applicable.
Crime & Disorder
Not applicable.
Other
Not applicable.
8. Other Options Considered
8.1 The option of proceeding with the current years capital programme without review and amendment could lead to a mismatch of resources and needs.
9. Appropriate Consultations
9.1 This report has been produced in consultation with the officer Asset Management Group.
10. Financial and Efficiency Implications
10.1 This report sets out the up to date position with regard to the Council’s 2011/12 Capital Programme.
11. Appendix to this report
11.1 Appendix A – Capital Expenditure and Funding Summaries 11.2 Appendix B – Detailed Revised Capital Programme 2011/12
Page 23
12. List of Background Papers
12.1 Asset Management Group Working papers
The following Officers/Members have been consulted (identified by ):
Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 24 APPENDIX A
Approved Unspent Prior Years Estimated Allocations In-Year Revised Project Schemes Outturn Capital Expenditure – 2011/12 March Movements Expenditure Budget B/Fwd 2011/12 2010 C/Fwd £ £ £ £ £ £
HOUSING Private Sector Renewal Grants 36,613 0 (2,771) 33,842 33,842 0 Emergency Boiler Replacement Contingency 0 0 20,000 20,000 20,000 0 Local Authority Mortgage Scheme (LAMS) 0 0 1,000,000 1,000,000 1,000,000 0 Disabled Facilities Grants – Major Works 51,065 593,000 (114,859) 529,206 529,206 0 Disabled Facilities Grants – Minor Works 0 0 160,368 160,368 160,368 0
GENERAL FUND Assets – New Builds 59,195 0 0 59,195 59,195 0 - In year Additions 0 - In year Reductions 0
Asset Maintenance 20,974 55,000 420,009 495,983 135,563 360,420 - In year Additions 425,009 - In year Reductions (5,000)
Community Projects 97,898 1,446,375 (998,722) 545,551 433,215 112,336 - In year Additions 372,128 - In year Reductions (1,370,850)
Corporate Equipment and Information Technology 197,595 557,310 186,876 946,781 806,809 134,972 - In year Additions 196,601 - In year Reductions (4,725)
Environmental Services 37,039 0 0 37,039 0 37,039
Land Use and Economic Development 0 0 0 0 0 0
TOTAL 500,379 2,651,685 670,901 3,822,965 3,178,198 644,767
Original Total Capital Capital Funding for Supplementary Total Programme Expenditure Funding Schemes Funding Funding – 2011/12 Funding Funding Funding C/Fwd B/Fwd 2011/2012 2011/2012 2011/2012 2011/12 £ £ £ £ £ £ Internally Funded:
Prudential Borrowing 98,895 1,033,497 360,498 1,492,889 (1,149,530) 343,360 Useable Capital Receipts 103,344 6,000 33,653 142,997 (111,237) 31,760 Useable Capital Receipts/Investments (LAMS) 0 0 1,000,000 1,000,000 (1,000,000) 0 Leisure Centre Renewals Fund 23,714 0 4,000 27,714 (27,714) 0 Special Schemes Reserve 0 0 54,534 54,534 (54,534) 0 Revenue Funded Capital Expenditure 112,050 180,000 24,425 316,475 (196,203) 120,272
Externally Funded: Disabled Facilities Grant 0 193,000 28,868 221,868 (221,868) 0 Leicestershire CC – Blaby Town Centre Works 0 1,239,188 (1,217,648) 21,540 (21,540) 0 Leicestershire CC – Play Builder 1,994 0 0 1,994 (1,994) 0 Leicestershire CC – Green Strategy 0 0 4,000 4,000 (4,000) 0 Regional Housing Board 37,841 0 0 37,841 (37,841) 0 Planning Delivery Grant 13,856 0 0 13,856 (13,856) 0 S106 Contributions – Various 64,711 0 364,701 429,412 (317,076) 112,336 DEFRA – Air Quality Grant 37,039 0 0 37,039 0 37,039 Three Oaks Homes – Contribution to DFG Scheme 0 0 13,870 13,870 (13,870) 0 Free Swimming Capital Grant 6,935 0 0 6,935 (6,935) 0
TOTAL FUNDING 500,379 2,651,685 642,901 3,822,965 (3,178,198) 644,767
Page 25 APPENDIX B Revised Capital Programme 2011/12
Original Budgets Virements/ REVISED Unspent Approved Estimated B/Fwd Additions BUDGET Project Budget Outturn from etc within PROGRAMME Budget Programme 2011/2012 2010/2011 the Year C/Fwd 2011/2012 £ £ £ £ £ £ GENERAL FUND
Assets – New Builds Thorpe Astley Community Centre 59,195 0 0 59,195 59,195 0 Sub-Total 59,195 0 0 59,195 59,195 0 Asset Maintenance Blaby Joint Service Shop Remodelling 0 50,000 0 50,000 50,000 0 Carbon Management Works 14,120 0 0 14,120 14,120 0 Gas Monitoring Works at the Pavilion 0 0 20,000 20,000 20,000 0 Install All Weather Pitch at Pavilion 0 0 22,009 22,009 22,009 0 Create Fitness/Dance Studio at Pavilion 0 0 40,000 40,000 0 40,000 Create Golf Driving Range at Pavilion 0 0 225,000 225,000 0 225,000 Refurbishment of Facilities at Pavilion 0 0 40,000 40,000 2,580 37,420 Improvements to Pavilion Car Park 0 0 53,000 53,000 0 53,000 Installation of Extra Pavilion Heating 6,854 0 0 6,854 6,854 0 Installation of Improved Cycle Facilities at Offices 0 0 8,000 8,000 8,000 0 Increase Size of Depot Yard 0 0 12,000 12,000 12,000 0 Fire Alarm Installation at The Depot 0 5,000 0 5,000 0 5,000 Sub-Total 20,974 55,000 420,009 495,983 135,563 360,420 Community Projects Planters for Blaby Town Centre 0 0 7,995 7,995 7,995 0 Gateway Highway Signs 0 0 11,793 11,793 11,793 0 Improvements to BTC Paving & Landscaping 0 0 14,862 14,862 14,862 0 Bouskell Park Improvements 0 500,000 (500,000) 0 0 0 Blaby Town Masterplan Improvements 28,624 876,875 (905,499) 0 0 0 Capital Grants Programme 0 54,500 0 54,500 54,500 0 Capital Grant – A Place to Grow 0 0 7,000 7,000 7,000 0 Historic Building Grants 0 0 426 426 426 0 Whistleway / Speedwell Cl. Play Area 1,994 0 0 1,994 1,994 0 Childrens Play Programme 2,569 0 0 2,569 2,569 0 Whistleway Countryside Bridges 0 15,000 0 15,000 15,000 0
S106 Receipts: S106 – Thorpe Astley, Braunstone 0 0 236,005 236,005 236,005 0 S106 – The Dicken, Whetstone 64,711 0 0 64,711 64,711 0 S106 – 4a Duncan Avenue, Huncote 0 0 2,436 2,436 0 2,436 S106 – Coventry Road, Narborough 0 0 48,533 48,533 0 48,533 S106 – T. Woodrow – Kirby Muxloe 0 0 30,707 30,707 0 30,707 S106 – Stoney Stanton 0 0 0 0 (2,037) 2,037 S106 - Sapcote 0 0 18,397 18,397 18,397 0 S106 – St. Johns – Enderby 0 0 28,623 28,623 0 28,623 Sub-Total 97,898 1,446,375 (998,722) 545,551 433,215 112,336 Corporate Equipment & Information Technology Personnel & Payroll System 31,783 0 20,000 51,783 51,783 0 Upgrade of Council Web Services 90,000 0 0 90,000 90,000 0 Idox Oracle Upgrade to 11G 0 0 4,000 4,000 4,000 0 Installation of New Plan Printer 13,856 0 (466) 13,390 13,390 0 Install Gas Monitoring Equipment 20,000 0 4,934 24,934 24,934 0 Power Standby Generator 6,732 0 (934) 5,798 5,798 0 PV Polar Systems 0 30,000 1,550 31,550 31,550 0 Purchase of Ex. Lease Bins 0 137,000 (62,500) 74,500 74,500 0 Purchase Refuse Vehicle Following Fire 0 0 136,871 136,871 136,871 0
Purchase Walk Behind Mower 0 0 4,425 4,425 4,425 0 Purchase Fleet Vehicles – 2011-12 Prog. 1,963 209,310 33,252 244,525 244,525 0 Purchase 5 Addnl. Vans for T.O. Homes 0 0 52,200 52,200 52,200 0 Online Booking System at The Pavilion 7,930 0 0 7,930 7,930 0 IPF Asset Management System 2,500 0 (2,500) 0 0 0 Replacement Power Jet Washer 0 6,000 (825) 5,175 5,175 0
Replacement Revenues & Benefits System 0 175,000 0 175,000 59,728 115,272
CONTINGENCIES : Amg Capital Contingency 22,831 0 (3,131) 19,700 0 19,700 Sub-Total 197,595 557,310 186,876 941,781 806,809 134,972 Environmental Services Air Quality Action Plan 37,039 0 0 37,039 0 37,039 Sub-Total 37,039 0 0 37,039 0 37,039
TOTAL GENERAL FUND CAPITAL PROGRAMME 412,701 2,058,685 (419,837) 2,079,549 1,434,782 644,767
Page 26 APPENDIX B
Original Budgets Virements/ REVISED Unspent Approved Estimated B/Fwd Additions BUDGET Project Budget Outturn from etc. within PROGRAMME Budget Programme 2011/2012 2010/2011 the Year C/Fwd 2011/2012 £ £ £ £ £ £ HOUSING
Private Sector Housing PSR 1 : Minor Works Loans 36,613 0 (2,771) 33,842 33,842 0
Provision of Heating Grant Project 0 0 20,000 20,000 20,000 0 Local Authority Mortgage Scheme 0 0 1,000,000 1,000,000 1,000,000 0 Disabled Facilities Grants – Major Works 51,065 593,000 (114,859) 529,206 529,206 0 Disabled Facilities Grants – Minor Works 0 0 160,368 160,368 160,368 0 Sub-Total 87,678 593,000 1,062,738 1,743,416 1,723,416 0
CAPITAL PROGRAMME – SUMMARY
HOUSING 87,678 593,000 1,062,738 1,743,416 1,723,416 0 GENERAL FUND 412,701 2,058,685 (419,837) 2,079,549 1,434,782 644,767
TOTAL – 2011/2012 PROGRAMME 500,379 2,651,685 642,901 3,822,965 3,178,198 644,767
Page 27 This page is intentionally left blank
Page 28 Agenda Item 8 BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20 February 2012
Subject: Report from the Scrutiny Commission in relation to the 2012/13 Budget Proposals
Report of: Scrutiny Commission
Status: Public
1. Purpose of Report
1.1 To present a report from the Scrutiny Commission following scrutiny of the 2012/13 budget proposals relating to the General Fund Revenue Account.
2. Recommendation
2.1 That Cabinet Executive accepts the report from the Scrutiny Commission,
3. Reason for Decision Recommended
3.1 The Local Government and Public Involvement in Health Act 2007 places a duty on Scrutiny to require the Cabinet Executive to consider their reports and Cabinet Executive providing a response.
4. Forward Plan
4.1 Forward Plan Reference Number: 10/11(036).
5. Key Decision
5.1 No.
6. Matters for Consideration
6.1 Process a. Members of Scrutiny’s Budget & Spending Working Group, together with other non executive members and an independent member of the public (who had volunteered to join the scrutiny process) met three times in January to consider the budget proposals and on 8 February 2012, Scrutiny Commission agreed that the following statement should be submitted to Cabinet.
Page 29
6.2 Statement to Cabinet from the Scrutiny Commission The Scrutiny Commission would like Cabinet to accept the following Statement:
a. This year a new approach to budget scrutiny was used and Scrutiny would like to offer its sincere thanks to Cabinet and all the officers involved in this scrutiny process who have adapted positively to the new format. Scrutiny will work with the Finance team to improve upon this format in the coming year and would welcome feedback from Cabinet and officers.
b. The budget sessions began with an excellent preparatory session led by the Leader, Deputy Chief Executive, and Financial Services Group Manager that set the context, gave information on reserves and provided members with a table that pulled all the portfolio spending together and showed the source of funding.
c. It is evident that the financial environment for the Council (and all local authorities) remains extremely difficult. Government announcements on the new routes to fund local authorities which appeared at one time to offer the possibility of increased funding for Blaby, such as the repatriation of Non Domestic Rates and the New Homes Bonus, now look far less promising. Scrutiny members understood the comments that the outlook for the 2013/14 financial year (and beyond) was of great concern, as were the impending national changes to the benefits systems that will put more pressure on Council funding. Scrutiny will be seeking further briefings on this as the national plans evolve.
d. Scrutiny noted the effective use of departmental reviews, which in a structured and measured way, have taken out significant costs and enable more effective use to be made of limited resources. This work becomes even more impressive when set against sustained, and at times, improving performance measures. The value the Council derives from the co-operation and hard work of all staff was acknowledged by Scrutiny.
e. In doing things differently some exciting initiatives are being planned (for example the Private Rented Choice Based Letting Scheme) and these initiatives, together with the introduction of better and more integrated IT systems and processes, such as the new website, will also increase efficiencies and reduce costs.
f. Impressive collection rates for Council Tax and NDR, and the strength of income generation for the Refuse and Recycling service remain considerable achievements.
g. With the level of direct cuts in funding from central government, and the trickle down of indirect cuts through Leicestershire County Council, some diminution in the level of services delivered to customers is inevitable, but Scrutiny is satisfied that short term decisions just to save costs are being avoided and that when making decisions the impact on the customer is put first.
h. Scrutiny does have concerns however on the potential for the loss, or reduction, of grants that are funding programme for the most vulnerable,
Page 30 including work with the homeless. The Budget & Spending Working Group will keep a watching brief on this in the next few months and will want to hear more from portfolio holders and senior managers as to how this is being managed.
b. To conclude, Scrutiny recognises that there are enormous risks and uncertainties ahead, but the strength of the Council’s financial strategy and its prudent foresight in building and utilising reserves, which enables it to mitigate and plan for the continuing reductions in funding, are highly commendable and greatly benefit the people of the District. The budget strategy and broad approach is therefore supported.
7. Other Relevant Considerations
7.1 Not applicable.
8. Other Options Considered
8.1 Not applicable.
9. Appropriate Consultations
9.1 Not applicable.
10. Financial and Efficiency Implications
10.1 Not applicable.
11. Appendix to this report
11.1 None.
12. List of Background Papers
• Portfolio Briefing Sheets January 2012 • Medium Term Financial Strategy September 2011
Page 31 This page is intentionally left blank
Page 32 Agenda Item 9
BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20 th February 2012
Subject: General Fund Revenue Account – Budget Proposals 2012/13
Report of: Deputy Chief Executive
Portfolio Holder Councillor J. Hudson – Finance & Efficiency Portfolio Holder
Status: Public
1. Purpose of Report
1.1 This report sets out for consideration the Council’s General Fund Revenue Account budget proposals for 2012/13. The accompanying booklet provides financial and narrative detail in relation to the individual service cost centres which constitute the overall budget.
2. Recommendations to Council
2.1 To have regard to the conclusion drawn by the Deputy Chief Executive in paragraph 6.19 of the report in respect of the requirements of the Local Government Act 2003.
2.2 To approve the 2012/13 General Fund Revenue Account net expenditure budget of £9.107m.
3. Reason for Decisions Recommended
3.1 It is a requirement for the Cabinet Executive to first have regard to the requirements of the Local Government Act 2003 in relation to the robustness of the budgets and the adequacy of balances and secondly to consider and approve the General Fund Revenue Account budget proposals prior to making a recommendation to Council.
4. Forward Plan
4.1 Forward Plan Reference Number: 10/11(037).
Page 33 5. Key Decision
5.1 No – Council decision.
6. Matters for Consideration
6.1 Context
The Council’s General Fund budget proposals for 2012/13 financial year have been formulated against a background of continuing economic uncertainty and faltering growth. The Spending Review, published in October 2010, set out, over a four year period, the financial implications for local authorities of the Government’s measures to curb public sector spending in order to reduce the national budget deficit. Since that time the coalition government has introduced a range of policy initiatives designed to provide an incentive driven “localist” approach to the funding of public services.
The two year formula grant settlement, announced in December 2010, set out the implications of the grant reductions for individual local authorities. What became clear from the settlement figures was that, whilst the average reduction in grant over the two years was of the order of 17%, the impact on Shire Districts was more severe. The figures for Blaby indicated a grant reduction, on a like for like basis, of 25% over the same two years, which would have been greater were it not for the damping mechanism.
The reduced level of core grant together with the further acceptance of the new one year Council Tax freeze grant for 2012/13 only has in effect pre-set the overall financial envelope for the budget for the year. The challenge has been to ensure that the forecast service costs match the available funding and are both robust and realistic.
6.2 Sustainable Community Strategy and Corporate Plan
In the spring of 2011 the Council approved a new Sustainable Community Strategy (the Community Plan) for the period 2011-2014. This strategy set out the long term vision and priorities for the District of Blaby and was subsequently complemented by the Council’s own Corporate Plan. The Community Plan and Corporate Plan together are by nature ambitious documents which seek to deliver enhancements to the quality of life of people living, working or visiting Blaby.
6.3 Medium Term Financial Strategy (MTFS)
The Medium Term Financial Strategy, approved by Council in September 2011, is the Council’s key financial planning document and acts as a bridge between the corporate service delivery priorities and the financial resources available. The MTFS incorporated a financial forecast which set out the high level expenditure plans and resource requirements over the three year period 2012/13 to 2014/15.
The rolling financial forecast, which forms part of the MTFS has been updated to cover the remaining two years of the current Spending Review period. It forms part of a separate report to Cabinet Executive which takes into account the most recent intelligence regarding future expenditure and income.
Page 34
6.4 Budget Background
As has been the practice for many years, information relating to the budget strategy has been provided to the Cabinet Executive, the Scrutiny Commission Finance Working Group and Service Managers in order to ensure the process is inclusive and understood. The key issues which have influenced the compilation of the 2012/13 budget include:-
• Service reviews, including those undertaken as part of the Council’s cost reduction programme (Project Hermes) • Recent review of treasury management strategy • Further reduction in Formula Grant • Increase in the cost of borrowing from the Public Works Loans Board (PWLB) • Further freeze in Council Tax – supported by additional one-off grant • Policy in relation to utilisation of New Homes Bonus • Referendum arrangements in relation to proposed excessive Council Tax increases • Planned utilisation of General Reserve Fund • Changes in arrangements in relation to services provided to Three Oaks Homes
6.5 Service Planning and Performance Management
The Council’s performance management framework is focussed on delivering both the critical activities set out in the Corporate Plan and service performance across a range of value for money indicators. Regular monitoring is provided through quarterly portfolio performance reports, supported by monthly budget monitoring reports, Together these provide a comprehensive picture of the Council’s progress during the course of a financial year.
6.6 Statutory Requirement
The Local Government Act 2003 (Part 2 Sections 25 and 26) places a statutory duty on the Chief Finance Officer (Section 151 Officer) to report to the Council at the time the Council Tax is being set, on the robustness of the budge and the adequacy of the reserves. These matters are dealt with in paragraph 6.18 of this report.
6.7 Local Authority Financial Settlement 2012/13
Introduction
The overall level of central government financial support towards local authorities revenue expenditure for the four year period 2011/12 to 2014/15 was set out in the Spending Review published in October 2010 and is detailed in the two tables below. It can be seen from the tables that the year on year grant reductions have been front end loaded and should therefore be less severe over 2013/14 and 2014/15.
Page 35 Local Government Funding
£ billion 2010-11 2011-12 2012-13 2013-14 2014-15 Communities and Local Gov’t Departmental Expenditure Limit 28.5 26.1 24.4 24.2 22.9 of which funding for formula grant 28.0 25.0 23.4 23.2 21.9 of which council tax freeze 0.0 0.7 0.7 0.7 0.7 of which other 0.5 0.5 0.4 0.1 0.4
Formula Grant – National Year on Year % Reductions
2010/11 2011/12 2012/13 2013/14 2014/15 2014/15 as a percentage of 2010/11 £b % £b % £b % £b % £b %
28.0 - - 25.0 -10.72 23.4 -6.40 23.2 -0.86 21.9 -5.60 21.79
Formula Grant - Settlement Figures
The provisional grant settlement figures for financial year 2012/13 were announced on the 8th December, 2011 and confirmed on the 31 st of January As indicated at this time last year grant for 2012/13 has been reduced from £5.123m to £4.468m on a like for like basis. The relevant information for Blaby for 2012/13 together with a comparison with the current financial year is set out in the table below:-
Actual Actual % Change 2011/12 2012/13
Population 94,847 95,398 0.58%
Taxbase 31,852 32,009 0.49%
Re-Dist NNDR £3,913,462 £3,929,232 0.40%
Revenue Support Grant £1,209,662 £538,783 -55.46%
Sub Total £5,123,124 £4,468,015 -12.78%
Four Year Council Tax Freeze 108,300 108,442 N/A Grant
Grand Total £5,231,424 £4,576,457 -12.52%
The detailed breakdown of the 2012/13 figures for Blaby across the four blocks which make up the grant total is as follows:
£ Relative Needs Amount 631,617 Relative Resources Amount -962,711 Central Allocation 4,260,326 Floor Damping Mechanism 538,783 Council Tax Freeze Compensation 108,442
Formula Grant 2012/13 4,576,457
Page 36 The “floors” for shire districts, which represents the maximum loss of grant entitlement, have been set at four different levels, dependent upon each individual District’s relative reliance on Formula Grant. Blaby’s maximum reduction has again been set at -14.2% for 2012/13.
At £4.576m the grant for 2012/13 represents, on a like for like basis, a decrease of £655k over the 2011/12 like for like figure of £5.231m .
6.8 Additional External Grant Support
The coalition Government has adopted a policy of removing many of the specific and ring fenced grants that were allocated to authorities under the previous administration. Many of these sums have either been withdrawn completely or rolled into the formula grant pot for allocation using the established formula methodology. The Council does however continue to receive a small number of grants which relate directly to areas of service provision. The Government has also introduced some new grants, including the Council Tax freeze grant and the New Homes Bonus, both of which are referred to below.
Housing and Council Tax Benefits – The most significant grant in financial terms relates to support for housing and council tax benefit payments, including the cost of administration. These are estimated at £16.429m and £0.433m respectively for 2012/13. There are changes planned for 2013/14 financial year in respect of the arrangements for both Housing and Council Tax Benefit which will have significant financial risks for the Council
Community Safety – The Council has been advised it will continue to receive a sum of around £12k for 2012/13 financial year from the Police Basic Command Unit for delivery of projects such as the “Memo Minder” and the Home Security Scheme.
Positive Activities for Young People – The Council, on behalf of the Blaby and Oadby & Wigston Locality Partnership will receive £48.5k from the County Council for positive activities for young people which will include spend on activities that will support targeted vulnerable young people. A further £4k has been received this year which will be carried forward into 2012/13.
Children’s Centre – The Council currently administers the Children’s Centre Commissioning Programme for both Blaby District and the Borough of Oadby and Wigston, working in partnership with Leicestershire County Council. A management fee of £60k was received during the current financial year. This contribution will fall to £15k for 2012/13. However, the Council has also received notification that it will in addition receive £10k for acting as host for two Locality Partnership Co-ordinators.
The Commissioning Programme itself is estimated to have a value of approximately £637k during 2012/13 some of which will go towards funding a children’s worker. As part of this arrangement the Council also receives a contribution towards reception costs at the Pavilion, Huncote.
Page 37 Homelessness – The Council will continue to receive grant directly to assist with dealing with homeless persons and the prevention of homelessness. The grant for 2012/13, at £57k, is identical to that received in the current financial year and will be used to support the cost of bed and breakfast accommodation and the introduction of a private sector choice based lettings which will help prevent homelessness.
Council Tax Freeze Grant – In order to encourage authorities to continue holding down Council Tax a further freeze grant has been made available for 2012/13 only. The grant will be equivalent to a 2.5% increase in Council Tax. The previous freeze grant, introduced in 2011/12, provided support for four years to compensate for the on-going loss of income. This has now been incorporated into the main Formula Grant figure shown in the table above. The calculation of the one off grant for Blaby equates to a sum of £108k.
New Homes Bonus – The “New Homes Bonus” forms part of a package of initiatives set out by the Government in their Local Growth White Paper. It aims to “provide a powerful, simple, transparent and permanent incentive for local authorities to increase their aspirations for housing growth by ensuring that communities reap the benefits of growth and not just the costs.”
Monies received to date total £561k (£154k plus £407k ) as shown in the table below:-
In respect of ↓↓↓ 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 Total
Nov 2009 – Oct 2010 154,412 154,412 154,412 154,412 154,412 154,412 - - - 926,472 Nov 2010 – Oct 2011 - - - 252,430 252,430 252,430 252,430 252,430 252,430 1,514,580
Year Total 154,412 406,842 406,842 406,842 406,842 406,842 252,430
The Council has recently approved a policy in relation to the utilisation of New Homes Bonus which will encourage the development of affordable housing, bring empty properties back into use and reward those parishes who, through the planning system, are accommodating new development.
6.9 Base Budget 2012/13
Strategy
The Council’s overarching strategy in response to the financial challenges being faced during this period of austerity has been to adopt a structured and measured approach to delivering a budget which maintains services and service standards within the available resources. The combination of carrying out service reviews, re-structuring finances and utilising a prudent proportion of the reserves has enabled the Council to avoid the drastic measures seen elsewhere. There is certainty however that the challenges for 2013/14 and beyond will be as tough if not tougher than those already faced for the forthcoming financial year.
The strategy for 2012/13 has been founded on:-
• Driving out costs through greater efficiency and productivity
Page 38
• Continuing with the programme of structural reviews
• Retaining current service levels wherever possible, taking into account any losses of external ring-fenced funding
• Restricting expenditure on new initiatives to those which can demonstrate a timely and robust payback
• Entering into shared service/single service arrangements where it is cost effective to do so
• Maximising income streams and mitigating income losses through contract negotiation/re-negotiation
• Absorbing any unavoidable cost increases, e.g. national insurance/pension contributions
• Incorporating a provision of 1% for a cost of living pay award
• Utilisation of the General Reserve Fund to dampen the on-going impact of grant loss
This approach will continue throughout 2012/13 and be informed by the updated financial forecast in order to achieve the additional savings that will be required by the start of 2013/14. Recognising that service provision has to be both affordable and sustainable this work, carried out under the banner of Project Hermes, will stand the Council in good stead to meet the challenges of the remaining two years of the Spending Review period.
Local Business Consultation
In accordance with the requirements of the Local Government Act 1992 the Council has, through the local media, sought the views of businesses within the District regarding the 2012/13 budget proposals.
Scrutiny Commission
The Scrutiny “Budget and Spending Working Group” has been engaged in the development of the 2012/13 budget process throughout the current financial year.
During January the Scrutiny Commission met with the Leader of the Council to discuss the overarching budget strategy for 2012/13. The working group then held meetings with the Cabinet portfolio holders to challenge their priorities and associated budget proposals for 2012/13.
The report of the Budget and Spending Working Group presented to the Scrutiny Commission on the 8th of February supported the budget strategy and broad approach. It concluded that “there are enormous risks and uncertainties ahead but the strength of the Council’s financial strategy and its prudent foresight in building and utilising reserves, which enables it to mitigate and plan for the continuing reductions in funding, are highly commendable and greatly benefit the people of the District”
Page 39
Proposed Budget
The base budget for 2012/13 has been prepared by:- a) including establishment costs at their current levels, including increments where required and providing a provision for a 1% pay award. A number of vacant posts have been excluded where there is no intention to recruit b) applying a tailored reduction to supplies and services budgets based on current and previous year performance, taking inflation into account. c) updating income forecasts for existing revenue streams, including a further downward adjustment to investment income to reflect the continuing lower levels of interest rates d) restructuring and repaying maturing debt in line with the revisions to the Treasury Management Strategy e) incorporating the increase in employers pension and national insurance contributions
Income
The Council anticipates generating in total around £5.1m of income from fees and charges representing around 16% of gross expenditure. The estimated revenue arising in 2012/13 from the major income streams is set out below:-
Revised First Key Income Generators 2011/12 2012/13 £’000 £’000
Planning Application Fees 400 400 Building Control Fees 235 235 Land Charges Fees 170 170 Refuse and Recycling Income* 1,657 1,704 * Inc. re-cycling credits Investment Income 229 121 Pavilion – Huncote 149 149 Pest Control 31 31 Car Parks 88 125
TOTAL 2,959 2,935
It can be seen from the above that, despite the on-going implications of the economic downturn, it is forecast that there will be an overall decrease of just 0.81% in income generated from these sources. This is mainly due to increases in income from refuse and recycling (£47k) and car parking (£37k ), which together have offset the forecast £108k reduction in investment interest
Additional Expenditure
There are a number of areas where additional costs have been incorporated into the 2012/13 budget proposals.
Page 40
These are set out in the table below:
Additional Expenditure £
Establishment Costs 199,810 Increase in Business Rates 16,079 Landlord Incentive Scheme – Choice Based Lettings 18,530 Fuel price increase 14,337 Minimum Revenue Provision (repayment of borrowing) 75,059 Other increases 156,125
TOTAL 479,940
Savings
In addition close scrutiny of all budget cost centres, using current and previous year’s performance as a benchmark, has produced savings in order to reduce the net overall budget. This exercise has added to the savings identified through Project Hermes, referred to earlier, resulting in total savings of over £1.256m when compared against the original 2011/12 budget,
Savings £
Establishment – Service reviews (708,208) Loan interest payable (190,704) Vehicle and equipment leases (47,572) ICT supplies and services (10,106) Training costs (22,216) Gas and Electricity costs (32,296) Lease car contributions (23,258) Shared Internal Audit Service (14,990) Other savings (206,920)
TOTAL (1,256,270)
Additional Income
The Council has also examined the potential for generating additional income and identified over £319,000, as set out in the table below.
Additional Income £
Refuse and Recycling Income (33,990) Planning Pre-Application Advice (3,000) Car Parking Income (47,875) Leisure Centre Contract (16,660) Highways Cyclical Maintenance Contract (26,420) Grounds Maintenance Income (10,000) Planning Fees (50,000) Building Control Fees (10,000) Street Cleansing (17,897) Pest Control (7,000) Street Trading (5,000) Locality Partnership Income (25,000) Neighbourhood Planning Grant (20,000) Other Increases in Income (46,196)
TOTAL (319,038)
Page 41
Reduced Income
The table below highlights those areas where the Council expects income levels to reduce compared to 2011/12.
Reduced Income £
Three Oaks Homes – Service Level Agreements 289,997 Council Tax Summons Costs 15,000 Garage Rent Income 15,000 Investment Income – Scottish Widows Investment Partnership 61,254 Investment Income – Internal Investments 30,000 Other Reductions in Income 6,951
TOTAL 418,202
6.10 Establishment Costs
Establishment costs represent a substantial proportion of the core costs of the Council. The proposed establishment budgets for 2012/13 were considered by the Cabinet Executive at its meeting on 28 th November 2011. The original estimated costs were inclusive of any increments which are due and a provision for a 2.5% pay award.
Since the report to Cabinet Executive was produced the Government has recommended that any pay award for 2012/13 should be limited to 1%, representing an estimated reduction in costs of around £125,000. Changes to the way employer’s pension contributions are calculated will add approximately £5,000 to establishment costs.
The net establishment charge to revenue accounts has therefore been calculated at £8.492m, a reduction of 3.42% against the revised budget for 2011/12. However, ongoing service reviews are estimated to further reduce the paybill by around £123,000. The number of full-time equivalent (F.T.E.) posts at September 2011 was determined at 275.16, a decrease of 22.09 F.T.E.’s when compared to the equivalent 2010 figure of 297.25 F.T.E.’s. This does however reflect the effect of the transfer of ICT and Internal Audit staff under new shared service arrangements.
The budget proposals also incorporate a sum of £80,000 (representing around 0.94% of the gross establishment budget), to be achieved by way of overall net establishment savings by the year ending 31 st March 2013, arising from additional vacancies and staff turnover.
The Council is continuing with its commitment to assisting young people into employment by maintaining a provision for apprenticeships and bursaries within the establishment budget.
6.11 Balances, Reserves and Provisions
The adequacy of the Council’s balances and reserves are essential factors to be taken into consideration when preparing annual budgets. The Council maintains a General Fund working balance and a number of specific earmarked reserves and provisions to meet liabilities.
Page 42
Information relating to each of these is set out below:-
General Fund Balance
The Council’s General Fund balance plays an important part in maintaining the financial stability of the authority primarily by:-
1. Meeting unforeseen additional expenditure and reductions in income during the course of the financial year.
2. Meeting the cost of one-off items of expenditure.
3. Supporting the stability of the Council’s finances by providing a source of funding in times of uncertainty.
The Local Government Act 2003 incorporates a specific statutory duty incumbent upon the Chief Financial Officer to comment at the time of setting the budget and Council Tax on the adequacy of the proposed levels of financial reserves. The assessment of the overall adequacy of the General Fund balances needs to be carried out in the context of the strategic, operational and financial risks facing the authority. This matter is specifically addressed in paragraph 6.19 of this report.
The current Medium Term Financial Strategy, adopted in September 2011, re- affirmed the Council’s policy that the General Fund balance should be maintained at no lower than 10% and, in normal circumstances, no higher than 25% of the proposed relevant annual net revenue budget each year.
Careful thought has therefore been given both to the overall level of the balances and to any proposed utilisation during 2012/13.
In terms of utilisation a distinction needs to be drawn between that which is planned i.e.:- a) those costs or losses of income that are anticipated to be one-off or short term in nature; b) as an initial means of supporting the introduction of new service initiatives; and that which is unplanned i.e. to accommodate unforeseen increases in expenditure or reductions of income during the course of a financial year.
Turning to the present position the estimated General Fund balance at the 31 st March, 2012 is currently calculated at £2.773m. In respect of 2012/13, in addition to a contribution of £25k towards the costs of future local elections it is also proposed to fund £16k “spend to save” costs in relation to the Steria ICT contract, and allocate a provision of £170k for potential one-off costs in relation to the Local Plan.
Page 43
Members will also be aware that the Council has been working with Community Action Blaby District (CABD) to establish a new model for the delivery of community sector voluntary work across both the District of Blaby and the Borough of Oadby and Wigston. The new organisation is called Community Action Partnership (CAP) and it is currently seeking to appoint a Chief Executive. In order to facilitate the establishment of this new organisation the Council proposes to part fund the cost of this post for two years, subject to review. The additional cost will be of the order of £22.5K for 2012/13 and it is recommended that this be funded from the Council’s balances pending a longer term solution.
The estimated balance at the 31 st March 2013 would therefore be £2.538m and equate to 27.87% of the proposed net revenue budget for 2012/13.
Should any unplanned costs occur, for example in respect of appeals against planning determinations, then these would, in accordance with current practice, also be met from the General Fund balance. This is likely to bring the above percentage back into line with the policy.
The graph at Appendix A shows the recent and forecast trend in the level of the General Fund balance.
General Reserve Fund
In light of the uncertainty surrounding future levels of external grant funding it was recommended, and approved as part of the budget proposals for 2010/11 financial year that the Council establish a General Reserve Fund. The rationale being to both provide for a degree of financial stability over the medium term and a source of funding for “invest to save” projects. The Reserve Fund stood at £2.230m at the start of the current financial year although planned contributions to support the budget (£363k), the web development project (£90k) and the new revenues and benefits IT system (£175k) are expected to reduce that balance to £1,602m by 31 st March 2012. It is planned to utilise a further £200k from the fund to support the budget in 2012/13.
Stock Transfer - Residual Cost Reserve Fund
The Council established a Residual Cost Reserve Fund in 2008/09 specifically to assist with the mitigation of the residual costs arising from the transfer of the housing stock in November 2008. The fund will stand at £550,000 at the 1 st April 2012 and a further £225,000 contribution from the fund is planned for 2012/13. This will leave a balance of £325,000 at the 1 st of April 2013
In addition to the above the Council received a capital receipt of £2.6m at the point of transfer and has since received a further £2.4m in respect of the Vat shelter agreement. These monies are currently invested as part of the Council’s internally managed funds.
With regard to Right to Buy receipts there have, to date, been no receipts in respect of sales of former Council houses.
Page 44 The surplus garage sites retained by the Council were reviewed earlier during the current financial year to ascertain which ones the Council would wish to utilise for development in partnership with registered social landlords and which were more suitable for disposal. Bids received in respect of these latter sites are currently being assessed by the agents handling the disposal on behalf of the Council.
Other Reserves
In addition to the General Fund balance, the General Reserve Fund and the Residual Cost Reserve Fund the Council maintains a number of other specific capital and revenue reserves.
These earmarked reserves are held to meet known or predicted liabilities. The Council’s policy with regard to these categories of reserve is to build them up/to maintain them at an appropriate level which is commensurate with the anticipated risk/liability/future requirement, be it in the current financial year or for use in future financial years.
The balances of these reserves at the start of the current financial year, anticipated utilisation during the year and projected balance at the 1 st April, 2012 are set out in the table below:-
Balance Contribution Utilisation Projected 01.04.11 2011/12 2011/12 Balance 01.04.12 £ £ £ £ - Leisure Centre Renewals Fund 120,000 0 (41,716) 78,284 - Computer Room Environment Fund 50,000 0 0 50,000 - Licensing Reserve Fund 15,805 0 0 15,805 - Insurance Reserve Fund 100,000 0 0 100,000 - Licensing Database Reserve 2,850 0 0 2,850 - Leasehold Covenants Reserve 14,000 0 0 14,000 - Special Schemes Reserve – Capital 121,376 0 (24,000) 97,376 - General Reserve Fund 2,230,074 0 (628,197) 1,601,877 - Residual Costs Reserve Fund 775,000 0 (225,000) 550,000 - Ongoing Projects 160,571 0 (160,571) 0 - Special Schemes Reserve Revenue 125,000 0 (20,000) 105,000 - Elections Reserve 104,000 0 (54,000) 50,000 - Choice Based Lettings Reserve 23,306 0 (9,897) 13,409 - Lubbesthorpe Plan Application 122,644 0 (70,296) 52,348 - Land Charges 0 34,355 0 34,355 - New Homes Bonus 0 154,412 0 154,412
Total 3,964,626 188,767 (1,233,677) 2,919,716
At the present time there are plans to utilise a proportion of the following funds during 2012/13 as shown below:
• General Reserve Fund → £200,000 • Residual Costs Reserve Fund → £225,000 • Choice Based Lettings Reserve → £9,897 • Special Schemes Reserve (Capital) → £31,000
Page 45 Provisions
The Council also maintains provisions to meet liabilities and/or losses which are likely or certain to be incurred but where it is not possible to ascertain the incidence, in timescale terms of potential losses. The principal provisions relate to Council Tax and NNDR arrears. The adequacy of these funds is taken into account as part of the Council Tax setting exercise.
A view has to be taken each year to the adequacy of the remaining provisions of which the largest is the sundry debtor provision. The Cabinet Executive is advised that it is not anticipated there will be a specific requirement to provide additional funds to increase these provisions during 2012/13 beyond normal requirements but neither would it be prudent to reduce them other than for operational reasons. The estimated value of these provisions at the 1 st April 2012 is as follows:-
Balance Contribution Utilisation Projected 01.04.11 2011/12 2011/12 Balance 01.04.12 £ £ £ £
Council Tax 588,548 61,634 (56,709) 593,473 NNDR (Business Rates) 415,288 0 (152,790) 262,498 Community Charge 736 0 (736) 0 Sundry Debtors 456,449 21,837 (20,000) 458,286 Total 1,461,021 83,471 (230,235) 1,314,257
6.12 Treasury Management
The Council’s Treasury Management Strategy for 2012/13, which is incorporated into the annual Prudential Borrowing report, sets out in detail the proposed actions in terms of the Council’s loan debt and investments. The strategy has recently been revised and activity which takes place during 2012/13 will be in accord with this change of direction.
6.13 Corporate Priorities
The Council’s corporate plan covers the period 2011 to 2014 and is accompanied by a detailed schedule setting out the critical activities to be delivered over the same period. A new Medium Term Financial Strategy, which aligns with the corporate plan, was approved by Council in September of last year. An update to the financial forecast incorporated into that strategy is the subject of a separate report to this meeting.
6.14 Value for Money.
The Council’s external auditors continue to be required to assess whether the Council has put in place proper arrangements to secure economy and effectiveness in its use of resources, including the following:-
• Financial Governance and Control • Performance – including delivery against priorities • Customer Satisfaction • Service Costs
Page 46 . The auditors have identified no issues regarding any of these matters
6.15 Governance Framework
Under Regulation 4 of the Accounts and Audit Regulations 2011 the Council is required to have in place formal assurance statements in respect of the effectiveness of its systems of internal control and to establish processes to enable monitoring of its arrangements.
Internal control extends across the whole range of local authority activities and includes controls designed to ensure that :-
• The Council’s policies are put into practice • The Council’s values are met • Laws and regulations are complied with • Required processes are adhered to • Financial statements and other published information are accurate and reliable, and • Human, financial and other resources are managed efficiently and effectively
The Council’s Annual Governance Statement for 2010/11, published in April 2011 (and subsequently incorporated into the Financial Statement), did not identify any internal control weaknesses. The Council’s external auditors, in their report to the Audit Committee in September 2011, did not find any areas of concern in relation to delivering good governance.
6.16 Recovery of VAT
During 2010 the Council’s finance team worked with a specialist VAT advisor to assess whether there was an opportunity to seek to recover Value Added Tax on charges for certain services prior to 1996, which, on the basis of a court case, referred to as the “Fleming” claim, should not have been subject to a VAT charge. To date just over £900,000 has been repaid to the Council by HMRC. The Council is however still pursuing recovery of compound interest on these sums, as the overpayments were due to HMRC errors. Should this claim be successful it would double the amount received so far but recent advice suggests this could take many years to resolve.
6.17 Risks and Sensitivities 2012/13
Members will be aware that the Council places great emphasis on its budget monitoring and control regime to provide effective management of its financial resources. A range of measures are utilised, including in-built financial system controls and virement arrangements to ensure that any potential adverse variances are minimised. There will always be an element or risk in any forecast and those issues facing the Council at this time which have inherent financial risks have been identified as follows:-
Page 47 a) On going Implications of Economic Downturn
The District of Blaby as a whole has, so far, weathered the adverse impacts of the economic downturn reasonably well. The local economy continues to prosper with the building, banking and retail sectors all showing increased activity. Unemployment rates have also fallen marginally since this time last year, from 2.1% to 2%. Reduced funding availability within the public sector however does have a knock-on effect on the private sector economy.
The greatest impact for the Council over the last twelve months has been the significant reduction from investment income due to the continuation of an artificially low bank base rate which, despite on-going inflationary pressures, may well continue into and beyond 2012/13 financial year. b) Central Government Funding
The October 2010 Spending Review publication set out the Coalition Government’s expenditure plans, which were designed to achieve a significant acceleration in the reduction of the structural current budget deficit over the course of this Parliament. This has meant that overall funding for local government services is being severely reduced over the four year period covered by the Review. The grant settlement for 2012/13 was originally announced back in December 2010 and has recently been confirmed with no changes. On a like for like basis the grant has been reduced by 12.78%, from £5.123m in 2011/12 to £4.468m. The updated financial forecast, which is the subject of a separate report, examines the prospects for 2013/14 and 2014/15.
There are risks around a number of service delivery arrangements whereby the Council indirectly receives government funding through other organisations, e.g. the County Council, which already have been or may still be reduced or withdrawn entirely. c) Project Hermes
The project group established to oversee the delivery of the savings required to ensure the Council continues to be a financially viable organisation has already achieved significant cost reductions in readiness for 2012/13 financial year. It will be shortly be starting further work to reduce core costs in line with the likely level of financial resources available for 2013/14 and 2014/15.
Although grant figures for the last two years covered by the Spending Review will not be announced until late in the current calendar year the update to the financial forecast indicates that the additional savings required for 2013/14 could be around £200k when compared against the 2012/13 net revenue expenditure budget. d) New Homes Bonus
The first payment under the New Homes Bonus (NHB) scheme was announced in February of last year and amounted to £154k . This was paid in 2011/12. A further £406k is due to be paid in 2012/13. Although this represents a significant new source of income it should be noted that neighbouring authorities, by comparison, have been more successful in generating funds in this way.
Page 48
The Council has now agreed a policy in respect of the utilisation of NHB and the first allocations have been determined. However the source of funding to meet the costs of NHB nationally is the national business rates. There is a risk that if NHB continues to be as successful as the first two years indicate then the funds available from re-allocated business rates to meet core service costs could be put under additional pressure. This is a contentious issue which as yet remains unresolved. e) Income Generation
Income from fees and charges form a key element of the Council’s overall funding strategy and the Council continues to seek opportunities for generating additional income wherever possible. The Council has adopted a comprehensive policy on the setting of fees and charges with a view to ensuring that at least, where services are discretionary and, subject to certain safeguards, the charges for the service meet the full cost of provision and there is no subsidy from the general taxpayer.
An independent survey has recently been carried out to benchmark the Council’s levels of income generation against seven other similar authorities. The survey concluded that the Council had made good use of the income generating opportunities available to it. The announcement relating to the proposed setting of local authority planning application fees at a level which recovers the full cost of providing the service has not resulted in the publication of any firm date for implementation amid fears that any increases in fees may impact on economic recovery
The risks associated with volatility of income remain significant. A key challenge will be to ensure that those costs associated with income generation are carefully managed since failure to do so will lead to increased unit costs and poor value for money for the taxpayer. f) Energy Costs
Members will be aware of the significant increases in energy costs over recent years. Energy costs generally continue to give cause for concern and a programme of rationalisation of suppliers has enabled the Council to obtain better volume discounts for gas and electricity. An exercise to procure energy has recently been concluded through ESPO. This exercise has generated economies of scale by aggregating the requirements of all customers and resulting in potential savings of 2.5% for gas and 1.9% for electricity against existing tariffs. g) Legal Costs
The total costs associated with engaging external legal advisors each year are difficult to predict and the Council therefore has a policy of incorporating a basic budget to meet the costs of routine matters and any significant exceptions are charged to the balances. The current financial year has not seen substantial planning appeal and enforcement costs being incurred.
Page 49 There are clear risks around challenges to future planning decisions until such time as the Council has an agreed new Local Development Plan in place, which will reduce our vulnerability and exposure to risk around determinations.
The Council is participating in a shared legal services arrangement with two other Districts which, amongst other benefits, provides a greater pool of legal expertise to call on and greater resilience. h) Land Charges
The Legal Services Manager has again drawn attention to an issue in relation to a risk surrounding income from personal search fees. This matter remains unresolved but the quantum of any financial liability is not thought to be significant. The Council has received a government grant of £34k towards potential future liabilities. i) Systems Thinking
Work continues to further embed the “systems thinking” approach to service redesign across the Council’s services. The minimisation of “failure demand” and “waste” are key to the success of this on-going project. j) Inflation
The Council is mindful of the inflation forecasts going into 2012/13. Currently the Consumer Price Index (CPI) annual inflation is running at 4.2% and the Retail Price Index (RPI) at 4.8%.
The Consumer Price Index (CPI) measure of inflation is anticipated to average out at 2.6% year on year over 2012/13, compared to 4.4% for 2011/12, with further reductions going forward. k) Shared Services
The Council is currently engaged in a number of shared service delivery models including:-
• Legal Services • Land Charges • ICT Services • Internal Audit Services • Community Safety
The guiding principles for the Council are based around Value for Money in so much as the key test is “will the proposed shared service arrangement deliver the same or better quality of service for less cost and/or provide greater resilience?” The underlying risk being that these and other service delivery models do not actually deliver on the ground value for money savings for the Council. l) Localism Act 2011
The new Localism Act came into force in November 2011. The measures in the Act can be summarised as :-
Page 50
• New freedoms and flexibilities for local government • New rights and powers for individuals and communities • Reforms to make the planning system more democratic and effective • Reforms to ensure that decisions about housing are taken locally
Many of the key measures in the Act will come into effect in April 2012, including the general power of competence and the community right to build. The Council, in making future decisions, will need to be especially mindful of community rights and powers designed to make it easier for residents to get things done and achieve the ambitions for the place where they live.
One interesting aspect of the Act is the proposed amendment to Section 70 of the Town and Country Planning Act which now specifically includes that a material consideration that has to be taken into account in determining planning applications is “any local finance considerations, so far as material to the application”. Local finance considerations being defined as “a grant or other financial assistance that has been, or will, or could be provided to an authority by a Minister of the Crown”. It is presumed that the “New Homes Bonus “ and the “Community Infrastructure Levy” will fall within the definition of a local finance consideration
m) Unforeseen Items
From time to time there are also issues which arise whereby the Council is placed in the position of not having, at the time of the budget setting, the full financial implications. These issues may represent a potential risk to the robustness of the Council’s budget proposals. In these uncertain and unprecedented times the Council needs to rely on the strength of its balances to weather the volatility that may impact on budgets as 2012/13 progresses.
6.18 Looking to the Future
There are significant financial challenges on the horizon for all local authorities with a number of changes coming into effect from 2013/14 financial year. These include :-
• Introduction of Local Retention of Business Rate Growth, • Introduction of Local Support for Council Tax (Council Tax Benefit), • The impact of policies in relation to New Homes Bonus, • The on–going implications of the one year Council Tax Freeze Grant • Changes to discounts and exemptions in relation to Council Tax • Implementation of the Community Infrastructure Levy (CIL)
The Council will need to consider carefully how it prepares for and manages the implementation of these changes.
6.19 Local Government Act 2003 – Budget Calculations and Revenue Reserves
As stated in paragraph 6.6 previously I am required under the provisions of the above Act, as the Council’s Section 151 Officer, to specifically report to Members about the robustness of the budget proposals and to comment on the adequacy of the reserves.
Page 51 This provision is designed to strengthen the financial reporting requirements of local government and to reduce the risk of authorities getting themselves into financial difficulty. The reason for this is that there is no prospect, under normal circumstances, of levying a supplementary Council Tax once a Council sets its level of tax for the forthcoming year.
Robustness of Budget Proposals
The preparation of the 2012/13 budgets has been undertaken in accordance with best practice, including individually costing each establishment post and examining each cost centre budget line against current year and prior year performance. This has produced a tight tailored budget which will require careful monitoring throughout the forthcoming financial year. Capital charges have been calculated in accordance with the Accounting Code of Practice and the Council’s policies in relation to depreciation and the Minimum Revenue Provision.
Those specific grants known of at the time of preparation are included in the budget at the declared level, where Ministers have already confirmed the arrangements for 2012/13. Where this is not the case a similar level to that received in 2011/12 has been used for on-going grants. Where there is uncertainty no provision has been assumed.
No specific provision has been incorporated into the proposed revenue budgets for 2012/13 for future potential redundancy or employment tribunal costs. It is proposed that any such costs be met from the Council’s balances as and when required.
Adequacy of Major Reserves and Balances
Paragraph 6.8 in this report sets out in detail the Council’s overall position in relation to its General Fund reserves, balances and provisions.
Contributions from the General Fund balance during 2012/13 are limited to £211,000 principally in respect of a provision for costs associated with the local plan, a contribution towards the future the costs of the local elections and additional ICT contractual costs. This will leave, subject to outturn performance, a projected end of year balance of £2.538m. At 27.87% this is just above the upper limit of the recommended range of between 10% and 25% of net budgeted revenue expenditure as set out in the Medium Term Financial Strategy. Whilst any proposed utilisation and level of balances is for the Council to formally determine it needs to be informed by the advice and judgement of the Chief Financial Officer.
The budget proposals also incorporate a planned contribution of £200k from the General Reserve Fund to both mitigate the loss of grant in respect of 2012/13 financial year and to continue to provide a window of opportunity for the Council to re-shape services in a sustainable manner. This represents a reduction from the £363k incorporated into the 2011/12 budget proposals.
The projected end of year balance for 2012/13, subject to any other proposed utilisation, stands at £1.402m.
Page 52 Conclusion
For the purposes of the requirements of Section 25 and 26 of the Local Government Act 2003 I consider that the estimates for 2012/13 are robust and the proposed levels of balances and reserve are adequate.
The Council is statutorily required to have regard to this section of the report when making decisions regarding budget proposals.
6.20 Summary
The table below summarises the elements of the budget proposals referred to previously in this report.
£
Gross Expenditure 32,621,097
Less: External Income Fees/Charges 4,801,498 Investment Income 120,689 Specific Grants 17,046,107
Sub-Total 10,652,803
Add: Additional Expenditure per table 479,940
Less: Savings per table 1,256,270
Additional Income per table 319,038
Contribution from General Fund Balance 25,000 Contribution from General Reserve Fund 200,000 Contribution from Residual Cost Reserve 225,000
NET BUDGET REQUIREMENTS 9,107,435
The proposed net revenue budget, after taking into account the contributions from balances and reserves, is therefore £9.107m and represents a reduction of 5.1% when compared to the net revenue budget for 2011/12.
6.21 Conclusion
These proposals have been prepared within the context of the Council’s Community Plan and Corporate Plan. An updated financial forecast is also being presented to Cabinet at this meeting.
With this in mind a cautious approach has been adopted in determining the proposals set out for final consideration and approval. They have been formulated within a framework which recognises the requirements to effectively plan the delivery of the Council’s services in accordance with its corporate objectives and within its overall financial constraints.
Page 53 The Cabinet Executive is asked to consider and recommend to Council the General Fund Revenue Account budget of £9.107m for 2012/13.
Appendix B sets out a summary of the budget proposals by Cabinet Executive portfolio whilst the booklet at Appendix C incorporates details of all the General Fund Revenue Account Budget cost centres for 2012/13.
7. Other Relevant Considerations
Human Rights Act 1998
Not applicable.
Legal Implications
Not applicable.
Human Resources Implications
Not applicable.
Risk Assessment & Business Continuity
Not applicable.
Equalities
Not applicable.
Nottingham Declaration and Climate Change
Not applicable.
Crime & Disorder
Not applicable.
Other
Not applicable.
8. Other Options Considered
8.1 None.
9. Appropriate Consultations
9.1 None.
10. Financial and Efficiency Implications
10.1 As set out in the body of the report.
Page 54
11. Appendix to this report
11.1 Appendix A – General Fund Revenue Account Balances 11.2 Appendix B – Summary of Net Expenditure by Portfolio 11.3 Appendix C – General Fund Revenue Account Cost Centres Booklet
12. List of Background Papers
12.1 None.
The following Officers/Members have been consulted (identified by ):
Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 55 APPENDIX A
BLABY DISTRICT COUNCIL General Fund Revenue Account Balances
3,000,000 Page 56 2,500,000
2,000,000
1,500,000 Pounds 1,000,000
500,000
0 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Balance @ 31st March
APPENDIX B
SUMMARY BY PORTFOLIO
Actual Detail Original Revised First 2010/11 Estimate Estimate Estimate 2011/12 2011/12 2012/13
£ £ £ £ SUMMARY
(4,410,191) Corporate Services 697,249 826,111 632,117
1,876,953 Finance & Efficiency 1,830,973 1,882,017 1,863,467
2,835,419 Health & Community Services 2,863,145 3,070,137 3,107,344
1,043,118 Policy & Partnerships 1,000,242 1,028,370 913,394
4,211,470 Regulatory & Neighbourhood 3,811,398 4,006,270 3,689,355 Services
1,638,355 Strategic Management 1,347,209 1,436,237 1,252,533
3,214,192 Appropriations (1,903,813) (3,029,501) (2,325,775)
365,955 Transfer To/(From) General Fund (50,000) 376,762* (25,000) Balances
10,775,271 TOTAL NET COST 9,596,403 9,596,403 9,107,435
* Including forecast end of year establishment savings
Page 57 This page is intentionally left blank
Page 58 Agenda Item 10
BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20 th February 2012
Subject: Proposed Capital Resources and Programme for 2012/13
Report of: Deputy Chief Executive and Financial Services Group Manager
Portfolio Holder Councillor J. Hudson – Finance & Efficiency Portfolio Holder
Status: Public
1. Purpose of Report
1.1 To set out the estimated resources and investment proposals in relation to capital expenditure during 2012/13.
2. Recommendations to Council
2.1 That the total capital resources of £1,583,500, including £1,359,500 of Prudential Borrowing, for 2012/13 be approved.
2.2 That the proposed Capital Programme for 2012/13, including schemes brought forward from prior years, as set out at Appendix A be approved.
2.3 That the delegated authority be granted to the Financial Services Group Manager in consultation with the Legal Services Manager to purchase the area of land for the Pavilion Golf range development.
3. Reason for Decisions Recommended
3.1 To obtain approval for the proposed level of capital resources for 2012/13 and the proposed programme of capital investment.
4. Forward Plan
4.1 Forward Plan Reference Number: 10/11(038).
5. Key Decision
5.1 No – Council decision
Page 59
6. Matters for Consideration
6.1 Introduction
A key element in the process for determining the proposed annual capital investment programme is to consider the Council’s priorities for improvement, as set out in the Corporate Plan, which have capital funding implications and to ascertain the estimated overall level of resources available to fund any proposed expenditure taking into account the affordability factor in terms of loss of investment income and borrowing costs.
6.2 Background
The Prudential Code, introduced on 1 st April 2004, provides local authorities with greater flexibility to borrow to fund capital projects, subject to that borrowing being affordable, prudent, and sustainable. The Code constitutes a framework of self regulation for capital expenditure which enables Councils to invest in capital projects without any centrally imposed pre-determined limit. The Council now routinely uses borrowing to support the delivery of the capital programme. Local authorities still have access to other forms of capital funding such as capital grants, revenue contributions, useable capital receipts and other forms of reserve and renewal funds.
Following the transfer of the housing stock the arrangements for the Council to access receipts from the disposal of Council owned properties changed. The Council has been entitled, over the first five years, following transfer, to receive 100% of the receipts from the sale of the first ten properties less £50,000. However, to date, there have been no receipts in respect of sales of former Council houses.
A number of former housing related land assets, primarily garage sites were retained by the Council at the time the housing stock transferred with a view to disposing of these after the closedown of the Housing Revenue Account to either generate a capital receipt of deliver affordable housing opportunities in partnership with our housing partners. At its meeting of 6 th December 2010, Cabinet Executive approved the disposal of a number of these sites and the Council is actively working towards this goal. It is proposed to retain the capital receipts generated from the sale of garage sites for investment purposes.
6.3 Capital Programme 2012/13
As part of the budget planning process officers were invited to put forward schemes for inclusion in the 2012/13 Capital Programme. The value of original bids received and subsequently considered by the Asset Management Group amounted to £1,773,025.
Included within these bids was £613,525 in respect of Disabled Facilities Grants (DFG’s), of which it is anticipated that approximately £193,000 will be funded by specified capital grant received from central government. The remaining balance, £420,525, would need to be funded through borrowing at an annual revenue cost of around £30,000 per annum.
Page 60 Taking into account all borrowing used to finance spending on DFG’s since 2009/10, and assuming that expenditure continues at the same level, by 2014/15 it is estimated that the cumulative annual cost to the council taxpayer of borrowing for DFG’s would be approximately £156,000. Consideration has, therefore, been given to the sustainability of such borrowing given the escalating cost to the council taxpayer, and it is proposed to reduce the DFG budget to £393,000 for 2012/13 (including £193,000 funded through government grant). This will reduce the cost of borrowing for DFG purposes to around £14,000 per annum and £109,000 on a cumulative basis by 2014/15.
Spending on DFG’s will be monitored and additional resources considered during the year should demand exceed £393,000.
The proposed Capital Programme for 2012/13 is, therefore, £1,583,500 of which it is planned to fund £1,359,500 through borrowing, £31,000 from the Special Schemes Reserve (Capital), and £193,000 by way of government grant.
In addition to the above existing funding of £644,767 is being brought forward from 2011/12 to complete schemes originally included in previous years’ programmes producing a total package of £2,228,267.
The detailed proposed Capital Programme for 2012/13 is attached at Appendix A. The proposed programme has been prepared in consultation with members of the Cabinet Executive and the Asset Management Group based on agreed methodology for detailing priorities which takes into account the Council’s overall Corporate priorities and the resources available. With regard to this latter point, the new resources available for 2012/13 have been limited to those where there is a reasonable certainty that they can and will be delivered.
6.4 Capital Resources
The table below summarises the resources available to finance capital expenditure in 2012/13, including those brought forward from 2011/12.
Source of Funding Brought Proposed Total Forward Capital Estimated from Programme Resources 2011/12 2012/13 2012/13 £’000 £’000 £’000
Borrowing 343,360 1,359,500 1,702,860 Capital Receipts 31,760 0 31,760 CLG - Disabled Facilities Grants 0 193,000 193,000 Direct Revenue Funding 120,272 0 120,272 Special Schemes Reserve (Capital) 0 31,000 31,000 S106 Contributions 112,336 0 112,336 DEFRA – Air Quality Grant 37,039 0 37,039 644,767 1,583,500 2,228,267
It can be seen from the table above that the estimated resources for 2012/13 include the unsupported borrowing at £1,359,500 referred to earlier. The full revenue implications of the proposed borrowing have been incorporated into the general fund revenue account budget proposals. It is important to note that the S106 capital contributions received are
Page 61 recorded within the capital programme and expenditure such as capital grants to Parishes recorded against it.
6.5 Vehicle Funding
In February 2010 the Council resolved to fund future vehicle acquisitions through borrowing rather than to enter into lease agreements. This has enabled a more flexible approach to be applied to extending the life of vehicles where it has been appropriate to do so.
The requirement to replace vehicles in the 2012/13 capital programme has been generated on a vehicle by vehicle basis with the detailed service history and vehicle performance taken into account.
The capital requirement for vehicles of £978,000 is significant and includes the replacement of four kerbside recycling vehicles, the economic life of which can not be extended without potential reliability and maintenance issues.
As in 2011/12 revenue budget to maintain all vehicles has not been increased but it should be recognised that extending the vehicle life may result in an additional requirement to fund repairs. Should any significant revenue expenditure be required as a result of this, it is proposed that this will be funded from reserves, rather than hold a contingency within the 2012/13 revenue budget.
Pavilion Investment – Golf Range Project
As part of the 2011/12 Capital Programme authorisation was given to invest in further development of the facilities at the Pavilion.
Although progress is being made on this project the capital spend of £225,000 is to be brought forward into the 2012/13 Capital programme as the majority of costs will be incurred in the first quarter of the new financial year.
As part of this project the positioning of the golf range has identified a need for a piece of land to be purchased so eliminating a ‘pinch point’ on the range. Discussions have taken place between the owners of this land and this land is being offered to be sold to Blaby District Council at the nominal fee of £1. This area of land is of an insignificant size, however it does allow the utilisation of the whole area of space to be incorporated into the new golf range facility. It is therefore requested that delegated authority be granted to conclude the legal discussions to acquire this piece of land for this purpose.
Detailed below is an outline plan of the area of land that is proposed to be used for the site of the golf range. The area shown as the hatched triangle is the area of land to be purchased.
Page 62 Tr a ck
Pond
Playing Playing Field Courts
D
r
a
i L n T E
E AN D L IEL S F Leisure Centre RT SPO
Playing Field 1
7 7 3
P L a O th D
G (u m E
) C
L 6
9 8
Playing Field
1:1250 BLABY DISTRICT COUNCIL - Licence No. 100018176
6.6 Special Scheme Reserve
During the 2011/12 financial year funds from the Special Schemes (Capital) Reserve were utilised for installation of water facilities at “A Place to Grow” and part-funding of a new plan printer in the Planning department. The remaining balance is estimated to stand at £110,842.49 on the 31 st March, 2012, although a further £20,000 budget had been earmarked to meet any claims against the 2011/12 Heating Grant provision. In addition to this it is planned to use £11,000 in 2012/13 to fund the refurbishment of showers and toilets at the Council Offices, and £20,000 for on street parking schemes. Consideration will be given to making a further contribution to this reserve at year end after taking into account any potential outturn savings.
6.7 Capital Contingencies
The Asset Management Group maintains a number of contingencies in relation to on-going capital projects. These are regularly reviewed to ascertain whether, in the light of project progress, it would be reasonable to release a proportion to support new projects during 2012/13.
6.8 Accounting for the Revenue Implications
The funding of capital programmes through borrowing or the use of capital funds has revenue implications for the Council. In respect of borrowing, the Council is required to set aside each year an amount for principal known as the Minimum Revenue Provision, which acts as a proxy for depreciation, and in addition has to meet the interest payments on external loans. Appendix B shows the build-up of the MRP included within revenue budgets.
The utilisation of capital receipts and capital reserves results in a loss of investment interest on the capital sums applied.
Page 63
7. Other Relevant Considerations
Human Rights Act 1998
Not applicable.
Legal Implications
Not applicable.
Human Resources Implications
Not applicable.
Risk Assessment & Business Continuity
Not applicable.
Equalities
Not applicable.
Nottingham Declaration and Climate Change
Not applicable.
Crime & Disorder
Not applicable.
Other
Not applicable.
8. Other Options Considered
8.1 The proposals represent the most appropriate programme of schemes using the prioritisation of proposals put forward through the Asset Management Group as a basis for the programme compilation.
9. Appropriate Consultations
9.1 Cabinet Executive Members, Management Board and the Asset Management Group have been consulted in the preparation of this report.
10. Financial and Efficiency Implications
10.1 This report outlines the resources available to support the 2012/13 capital programme.
Page 64 11. Appendices to this report
11.1 Appendix A – 2012/13 Capital Programme details 11.2 Appendix B – Borrowing Repayment Schedule
12. List of Background Papers
12.1 Capital bids submitted through the Asset Management Group.
The following Officers/Members have been consulted (identified by ):
Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 65 This page is intentionally left blank
Page 66 APPENDIX A STATEMENT OF CAPITAL PROJECTS RECOMMENDED FOR INCLUSION IN THE 2012/2013 CAPITAL PROGRAMME (Including details of all bids submitted for inclusion in the 2012/13 programme)
Source of Schemes Bids Recommended Funding B/F from Received Capital Programme Total 2011/2012 2012/2013 2012/2013
GENERAL FUND
Assets - Maintenance
Create Fitness and Dance Studio at The Pavillion Prudential Borrowing 40,000 40,000 Create Golf Driving Range at The Pavillion Prudential Borrowing 225,000 225,000 Refurbishment of Facilities at the Pavillion Prudential Borrowing 37,420 37,420 Improvements to the Car Park at The Pavillion Prudential Borrowing 53,000 53,000 Refurbishment of Shower Facilites at the Council Offices Special Scheme Reserve 11,000 11,000 11,000 Installation of Fire Alarm at the Depot Revenue Funded Expenditure 5,000 5,000
360,420 11,000 11,000 371,420
Community Development
Blaby Town Masterplan Improvements - 2012/13 Prudential Borrowing 25,000 25,000 25,000 Capital Grants Prudential Borrowing 54,500 54,500 54,500 Whistleway Countryside Bridges Prudential Borrowing 30,000 30,000 30,000 Whistleway Steps Improvements Prudential Borrowing 15,000 15,000 15,000 Litterbin Replacement Programme Prudential Borrowing 12,000 12,000 12,000 On-Street Parking Schemes Special Scheme Reserves 20,000 20,000 20,000 Community Development - Huncote S106 - 4a Duncan Avenue, Huncote 2,436 2,436 Community Development - Narborough S106 - Coventry Road, Narborough 48,533 48,533 Community Development - Kirby Muxloe S106 - Gullet Ln., Kirby Muxloe 30,707 30,707 Community Development - Enderby S106 - St. Johns, Enderby. 28,623 28,623 Community Development - Stoney Stanton S106 - Station Road, Stoney Stanton 2,037 2,037
112,336 156,500 156,500 268,836
Corporate Equipment
New Fleet Vehicles - 2012/13 Prudential Borrowing 978,000 978,000 978,000 E-Financials Upgrade to Version 4.1 Prudential Borrowing 25,000 25,000 25,000 Replacement Revs & Bens System Revenue Funded Expenditure 115,272 115,272
115,272 1,003,000 1,003,000 1,118,272
Environmental Services
Air Quality Monitoring and Action DEFRA Funding 37,039 37,039
152,311 - - 37,039
Land Use and Economic Development
- - - - Private Sector Housing
Disabled Facilities Grants Disabled Facilities CLG Grant * 193,000 193,000 193,000 Prudential Borrowing 420,525 200,000 200,000
Provision of Heating Grants Prudential Borrowing 20,000 20,000 20,000
- 633,525 413,000 413,000
Asset Management Group Capital Contingency Capital Receipts 19,700 19,700
* Estimated External Funding Available TOTAL : 644,767 1,804,025 1,583,500 2,228,267
BREAKDOWN OF FUNDING FOR PROGRAMME 2012/13 TOTAL
Prudential Borrowing 1,359,500 1,702,860 Revenue Funded Expenditure - 120,272 Capital Receipts - 31,760 Central Government Funding 193,000 230,039 S106 Funding - 112,336 Special Schemes Reserve 31,000 31,000
1,583,500 2,228,267
Page 67 This page is intentionally left blank
Page 68 APPENDIX B
REVENUE IMPLICATIONS OF BORROWING - MINIMUM REVENUE PROVISION Appendix B
Borrowing Undertaken: 2011/12 2012/13 2013/14 2014/15 £ £ £ £ £
- pre 2008 97,812 93,899 90,143 86,538
- 2008/09 846,902 96,256 96,256 96,258 64,175
- 2009/10 832,643 67,813 67,813 67,813 67,813
- 2010/11 1,448,170 123,363 123,363 123,363 123,363
- 2011/12 1,138,435 0 104,225 104,225 104,225
- 2012/13 1,714,920 0 0 156,200 156,200 Page 69 Total MRP arising through Borrowing 385,244 485,556 638,002 602,314
MRP in respect of Finance Leases 180,290 79,290 18,640 9,194
Total MRP included in Revenue Budgets 565,534 564,846 656,642 611,508
MRP falls due in the financial year after which capital expenditure is incurred. This page is intentionally left blank
Page 70 Agenda Item 11 BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20 th February 2012
Subject: Prudential Indicator and Treasury Management Strategy 2012/2013
Report of: Deputy Chief Executive
Portfolio Holder Councillor J. Hudson – Finance & Efficiency Portfolio Holder
Status: Public
1. Purpose of Report
The report outlines the Council’s prudential indicators for 2012/13 to 2014/15 and sets out the expected treasury activities for the same period. Furthermore, it fulfils four key reports required by Local Government legislation, those being:
• The reporting of the prudential indicators as required by the Chartered Institute of Public Finance and Accountancy’s (CIPFA) Prudential Code for Capital Finance in Local Authorities; • The Council’s Minimum Revenue Provision (MRP) Policy, which sets out how the Council will pay for capital assets through revenue each year; • The Treasury Management Strategy in accordance with the CIPFA Code of Practice on Treasury Management in the public Services; and • The Annual Investment Strategy in accordance with the Department of Communities and Local Government (CLG) investment guidance.
2. Recommendations to Council
It is recommended that :
2.1 The prudential indicators and limits for 2012/13 to 2014/15, contained within paragraphs 6.5 to 6.8 of the main report and paragraphs 5.6 and 8.4 of Appendix A, are adopted.
2.2 The Treasury Management Strategy 2012/13 and the treasury prudential indicators contained in Appendix A are approved.
2.3 The Investment Strategy 2012/13 contained in the Treasury Management Strategy, and the detailed criteria included in Appendix B, are approved.
2.4 The Minimum Revenue Provision (MRP) Statement, contained within Appendix C, which sets out the Council’s policy on MRP, is approved.
Page 71 2.5 The Council extends its current agreement with Sector Treasury Services for the provision of a full range of treasury management services, by a further one year until 31 st March 2013.
3. Reasons for Decisions Recommended
3.1 The Local Government Act 2003 and supporting regulations requires the Council to “have regard to” the CIPFA Prudential Code and the CIPFA Treasury Management Code of Practice to set Prudential and Treasury Indicators for the next three years to ensure that the Council’s capital investment plans are affordable, prudent and sustainable.
3.2 The Council is required by the Local Government Act 2003 to undertake an annual review of its policy for calculating the minimum revenue provision (MRP) for repayment of external debt.
3.3 The Act requires the Council to set out its treasury strategy for borrowing and to prepare an Annual Investment Strategy. This sets out the Council’s policies for managing its investments and for giving priority to the security and liquidity of those investments.
3.4 The Council recognises that there is value in employing external providers of treasury management services in order to acquire access to specialist skills and resources.
4. Forward Plan
4.1 Forward Plan Reference Number: 10/11(039).
5. Key Decision
5.1 No – Council decision.
6. Matters for Consideration
6.1 Background
6.1.1 The Council is required to operate a balanced budget, which broadly means that cash raised during the year will meet cash expenditure. Part of the treasury management operation is to ensure that this cash flow is adequately planned, with cash being available when it is needed. Surplus monies are invested in low risk counterparties or instruments commensurate with the Council’s low risk appetite, providing adequate liquidity initially before considering investment return.
6.1.2 The second main function of the treasury management service is the funding of the Council’s capital plans. These capital plans provide a guide to the borrowing need of the Council, essentially the longer term cash flow planning to ensure that the Council can meet its capital spending obligations. This management of longer term cash may involve arranging long or short term loans, or using longer term cash flow surpluses. On occasion any debt previously drawn may be restructured to meet Council risk or cost objectives.
Page 72
6.1.3 CIPFA defines treasury management as:
“The management of the local authority’s investments and cash flows, its banking, money market and capital market transactions; the effective control of the risks associated with those activities; and the pursuit of optimum performance consistent with those risks. ”
6.2 Reporting Requirements
6.2.1 The Council is required to receive and approve, as a minimum, three main reports each year, which incorporate a variety of polices, estimates and actuals. These reports are required to be adequately scrutinised by both Scrutiny Committee and Cabinet Executive before being recommended to the Council.
Prudential and Treasury Indicators and Treasury Strategy (This report) - The first, and most important report covers: • the capital plans (including prudential indicators); • a Minimum Revenue Provision Policy (how residual capital expenditure is charged to revenue over time); • the Treasury Management Strategy (how the investments and borrowings are to be organised) including treasury indicators; and • an investment strategy (the parameters on how investments are to be managed).
A Mid Year Treasury Management Report – This will update members with the progress of the capital position, amending prudential indicators as necessary, and whether the treasury strategy is meeting the strategy or whether any policies require revision.
An Annual Treasury Report – This provides details of a selection of actual prudential and treasury indicators and actual treasury operations compared to the estimates within the strategy.
6.3 Treasury Management Strategy for 2012/13
6.3.1 The proposed Treasury Management Strategy for 2012/13 is set out in Appendix A.
6.4 The Capital Prudential Indicators 2012/13 to 2014/15
6.4.1 The Council’s capital expenditure plans are the key driver of treasury management activity. The output of the capital expenditure plans is reflected in prudential indicators, which are designed to assist members to overview and confirm capital expenditure plans.
Page 73 6.5 Capital Expenditure
6.5.1 This prudential Indicator is a summary of the Council’s capital expenditure plans, both those agreed previously, and those forming part of this budget cycle. Members are asked to approve the estimated capital expenditure and resources in the table below. Any shortfall in resources results in a need to borrow. 2010/11 2011/12 2012/13 2013/14 2014/15 Actual Revised Estimate Estimate Estimate £000 £000 £000 £000 £000
Capital Expenditure 2,874 3,178 2,228 1,132 767
Capital Receipts (93) (111) (32) 0 0
Capital Grants & Contributions (1,250) (639) (342) (150) (150)
Capital Reserves (27) (82) (31) 0 0
Revenue Contributions (56) (196) (120) 0 0
Net financing need for the year 1,448 2,150 1,703 982 617
NB: The net financing need for 2011/12 includes £1,000,000 of set aside capital receipts withdrawn from the Scottish Widows Investment Partnership and used to enter into the Local Authority Mortgage Scheme.
6.6 Capital Financing Requirement (CFR)
6.6.1 The second prudential indicator is the Council’s Capital Financing Requirement (CFR). The CFR represents the total outstanding capital expenditure which has not yet been paid for from either revenue or capital resources. It is essentially a measure of the Council’s underlying need to borrow. The net capital financing need above will increase the CFR. The Council is required to pay off an element of the accumulated capital spend each year through a revenue charge (the Minimum Revenue Provision – see Appendix C).
6.6.2 Following accounting changes the CFR includes any other long term liabilities such as finance leases which have been brought onto the balance sheet. Whilst this increases the CFR, and therefore the Council’s borrowing requirement, these types of scheme include a borrowing facility and so the Council is not required to separately borrow for these schemes. The Council currently has £0.5m of finance lease liabilities within the CFR.
Page 74 6.6.3 The Council is asked to approve the CFR projections below:
2010/11 2011/12 2012/13 2013/14 2014/15 Actual Revised Estimate Estimate Estimate £000 £000 £000 £000 £000
Total CFR 6,145 7,718 8,868 9,182 9,072
Movement in CFR 854 1,573 1,150 314 (111)
Movement in CFR Represented By:
Net financing need for the year (above) 1,448 2,150 1,703 982 617
MRP and other financing movements (594) (577) (553) (668) (728)
Movement in CFR 854 1,573 1,150 314 (111)
6.7 The Use of the Council’s Resources and Investment Position
6.7.1 The following estimate of gross external debt is provided for information.
2010/11 2011/12 2012/13 2013/14 2014/15 Actual Revised Estimate Estimate Estimate £000 £000 £000 £000 £000
Fund Balances & Reserves (6,413) (5,393) (4,963) (4,535) (4,135)
Capital Receipts (1,121) (1,010) (1,030) (1,030) (1,030)
Provisions (38) (38) (38) (38) (38)
Other (190) (177) (28) (28) (28)
Total Core Funds (7,762) (6,618) (6,059) (5,631) (5,231)
Working Capital 1,049 (3,403) (552) (1,003) (1,559)
Over/Under Borrowing (5,204) 904 1,034 972 987
Expected Investments (11,917) (9117) (5,577) (5,662) (5,803)
6.8 Affordability Prudential Indicators 6.8.1 The previous sections cover the overall capital expenditure and control of borrowing prudential indicators, but within this framework prudential indicators are required to assess the affordability of the capital investment plans. These provide an indication of the impact of the capital investment plans on the Council’s overall financial position. The Council is asked to approve the following indicators:
Page 75 6.8.2 Actual and Estimates of the Ratio of Financing Costs to Net Revenue Stream - This indicator identifies the trend in the cost of capital (borrowing and other long term obligation costs net of investment income) against the net revenue stream. The estimates of financing costs include current commitments and the proposals in the budget report.
2010/11 2011/12 2012/13 2013/14 2014/15 Actual Revised Estimate Estimate Estimate
General Fund 10.57% 8.84% 9.47% 10.03% 8.66%
6.8.3 Estimates of the Incremental Impact of Capital Investment Decisions on the Council Tax - This indicator identifies the trend in the cost of proposed changes to the three year capital programme recommended in the 2012/13 Budget Report and proposed Capital Programme, compared to the Council's existing commitments and current plans. The assumptions are based on the budget, but will invariably include some estimates which are not published over a three year period.
Proposed Forward Forward Budget Projection Projection 2012/13 2013/14 2014/15 £ £ £
Council Tax – Band D 1.50 2.95 2.93
7. Other Relevant Considerations
Human Rights Act 1998
Not applicable.
Legal Implications
This report covers the requirements for capital financing and treasury management as set out in the Local Government Act 2003 and subsequent regulations.
Equalities
No Equalities Impact Need Assessment is needed for this report.
Nottingham Declaration and Climate Change
Not applicable.
Crime & Disorder
Not applicable.
Page 76 Human Resources Implications
Not applicable.
Risk Assessment
Not applicable.
Other
Not applicable.
8. Other Options Considered
8.1 None.
9. Appropriate Consultations
9.1 None.
10. Financial and Efficiency Implications
10.1 The on-going requirement to prepare and monitor the Prudential Indicators has resource implications within the Financial Services Division, in respect of existing officer time.
11. Appendices to this report
11.1 Appendix A – Treasury Management Strategy 2012/13 Appendix B – Detailed Criteria for Investment of Surplus Funds Appendix C – Minimum Revenue Provision Statement Appendix D – External Debt Analysis Appendix E – External Investment Fund Analysis Appendix F – Approved Counterparty List Appendix G – Treasury Management Scheme of Delegation Appendix H – Role of the Section 151 Officer
12. List of Background Papers
The CIPFA Prudential Code CIPFA’s Code of Practice on Treasury Management in the Public Services The Treasury Management Policy, Strategy, Practices & Schedules The Revenue and Capital Budget Working Papers
The following Officers/Members have been consulted (identified by ): Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 77 APPENDIX A
Treasury Management Strategy 2012/13
1. Introduction
1.1 The treasury management service is an important part of the overall financial management of the Council’s affairs. The prudential indicators contained in the main body of the report consider the affordability and impact of capital expenditure decisions, and set out the Council’s overall capital framework. The treasury management function ensures that the Council’s cash is organised in accordance with the the relevant professional codes, so that sufficient cash is available to meet this service activity. This will involve both the organisation of the cash flow and, where capital plans require, the organisation of approporiate borrowing facilities. The strategy covers the relevant treasury/prudential indicators, the current and projected debt positions and the annual investment strategy.
1.2 The treasury management strategy covers: • the current treasury position; • treasury indicators which will limit the treasury risk and activities of the Council; • prospects for interest rates; • the borrowing strategy; • policy on borrowing in advance of need; • debt rescheduling; • the investment strategy; • creditworthiness policy; and • policy on use of external service providers.
2. The Current Treasury Portfolio Position
2.1 The Council’s treasury portfolio position at 31 March 2011, with forward projections are summarised below. The table shows the actual external debt (the treasury management operations), against the underlying capital borrowing need (the Capital Financing Requirement - CFR), highlighting any over or under borrowing.
Page 78 2010/11 2011/12 2012/13 2013/14 2014/15 Actual Revised Estimate Estimate Estimate £000 £000 £000 £000 £000 External Debt Debt at 1 st April 11,744 10,676 6,288 7,390 7,784 Expected change in debt (1,068) (4,388) 1,102 394 (116) Other long term liabilities (OLTL) 872 673 524 445 426 Expected change in OLTL (199) (149) (79) (19) (9) Actual Debt at 31 st March 11,349 6,812 7,835 8,210 8,085 Capital Financing Requirement 6,145 7,716 8,868 9,182 9,072 Under/(over) borrowing (5,204) 904 1,033 972 987
Total Investments at 31 st March Investments (11,372) (11,910) (10,117) (6,578) (6,662) Investment Change (538) 1,793 3,539 (84) (141) Net Debt (561) (3,305) 1,257 1,548 1,282
2.2 Within the prudential indicators there are a number of key indicators to ensure that the Council operates its activities within well defined limits. One of these is that the Council needs to ensure that its total debt, net of any investments, does not, except in the short term, exceed the total of the CFR in the preceding year plus the estimates of any additional CFR for 2012/13 and the following two financial years (shown as net borrowing above). This allows some flexibility for limited early borrowing for future years, but ensures that borrowing is not undertaken for revenue purposes.
2.3 The Deputy Chief Executive reports that the Council complied with this prudential indicator in the current year and does not envisage difficulties for the future. This view takes into account current commitments, existing plans, and the proposals in this budget report.
3. Treasury Indicators – Limits to Borrowing Activities
3.1 The Operational Boundary. This is the limit beyond which external debt is not normally expected to exceed. In most cases, this would be a similar figure to the CFR, but may be lower or higher depending on the levels of actual debt.
Operational boundary 2011/12 2012/13 2013/14 2014/15 for external debt Revised Estimate Estimate Estimate £000 £000 £000 £000
Borrowing 9,765.0 9,360.0 8,932.5 8,505.0
Other long-term liabilities 585.0 540.0 517.5 495.0
Total 10,350.0 9,900.0 9,450.0 9,000.0
Page 79 3.2 The Authorised Limit for external debt. A further key prudential indicator represents a control on the maximum level of borrowing. This represents a limit beyond which external debt is prohibited, and this limit needs to be set or revised by the full Council. It reflects the level of external debt which, while not desired, could be afforded in the short term, but is not sustainable in the longer term.
• This is the statutory limit determined under section 3 (1) of the Local Government Act 2003. The Government retains an option to control either the total of all councils’ plans, or those of a specific council, although this power has not yet been exercised.
• The Council is asked to approve the following Authorised Limit:
Authorised limit for 2011/12 2012/13 2013/14 2014/15 external debt Revised Estimate Estimate Estimate £000 £000 £000 £000
Borrowing 10,850.0 10,400.0 9,925.0 9,450.0
Other long-term liabilities 650.0 600.0 575.0 550.0
Total 11,500.0 11,000.0 10,500.0 10,000.0
4. Prospects for Interest Rates
4.1 The Council has appointed Sector Treasury Services as treasury advisors and part of their service is to assist the Council to formulate a view on interest rates. The following table shows Sector’s latest interest rate forecast.
Annual Bank Money Rates PWLB Borrowing Rates Average % Rate 3 month 1 year 5 year 25 year 50 year March 2012 0.50 0.70 1.50 2.30 4.20 4.30 June 2012 0.50 0.70 1.50 2.30 4.20 4.30 Sept 2012 0.50 0.70 1.50 2.30 4.30 4.40 Dec2012 0.50 0.70 1.60 2.40 4.30 4.40 March 2013 0.50 0.75 1.70 2.50 4.40 4.50 June 2013 0.50 0.80 1.80 2.60 4.50 4.60 Sept 2013 0.75 0.90 1.90 2.70 4.60 4.70 Dec 2013 1.00 1.20 2.20 2.80 4.70 4.80 March 2014 1.25 1.40 2.40 2.90 4.80 4.90 June 2014 1.50 1.60 2.60 3.10 4.90 5.00
4.2 The Government’s austerity measures, aimed at getting the public sector deficit into order over the next four years, have yet to fully impact on the economy. However, coming at a time when economic growth has been weak and concerns at the risk of a technical recession (two quarters of negative growth) in 2012, it looks likely that the private sector will not make up for the negative impact of these austerity measures given the lack of an export led recovery due to the downturn in our major trading partner – the EU. The housing market, a gauge of consumer confidence, remains weak and the outlook is for house prices to be little changed for a prolonged period.
Page 80 4.3 Economic Growth – GDP growth has, basically, flatlined since the election of 2010 and, worryingly, the economic forcecasts for 2012 and beyond have been revised lower on a near quarterly basis. With concerns of a potential return to recession, the Bank of England embarked on a second round of Quantitive Easing to stimulate economic activity. It appears very likely that there will be another expansion of quantitative easing in quarter 1 2012 in order to stimulate economic growth.
4.4 Unemployment – With the impact of the Government’s austerity strategy resulting in steadily increasing unemployment during 2011, there are limited prospects for any improvement in 2012 given the prospects for weak growth.
4.5 Inflation and Bank Rate – For the last two years, the MPC’s contention has been that high inflation was the outcome of temporary external factors and other one offs (e.g. changes in VAT); that view remains in place with CPI inflation starting quarter 1 of 2012 at 4.8%, having peaked at 5.2% in September 2011. They remain of the view that the rate will fall back to, or below, the 2% target level within the two year horizon.
4.6 AAA rating – The ratings agencies have recently reaffirmed the UK’s AAA sovereign rating and have expressed satisfaction with Government policy for deficit reduction. They have, though, warned that this could be reviewed if the policy were to change, or was seen to be failing to achieve its desired outcome. This credit position has ensured that the UK government is able to fund itself at historically low levels and, with the safe haven status from Eurozone debt also drawing in external investment, the pressure on rates has been down, and looks set to remain so for some time.
4.7 Economic forecasting remains troublesome with so many extermal influences weighing on the UK. There does, however, appear to be consensus among analysts that the economy remains weak and whilst there is still a broad range of views as to potential performance, they have all been downgraded throughout 2011. Key areas of uncertainty include:
• a worsening of the Eurozone debt crisis and heightened risk of the breakdown of the bloc or even of the currency itself;
• the impact of the Eurozone crisis on financial markets and the banking sector;
• the impact of the Government’s austerity plan on confidence and growth and the need to rebalance the economy from services to exporting manufactured goods;
• the under-performance of the UK economy which could undermine the Government’s policies that have been based upon levels of growth that inceasingly seem likely to be undershot;
• a continuation of high levels of inflation ;
Page 81 • the economic performance of the UK’s trading partners, in particular the EU and US, with some analysts suggesting that recession could return to both;
• stimulus packages failing to stimulate growth;
• elections due in the US, Germany and France in 2012 or 2013;
• potential for protectionism i.e. an escalation of the currency war / trade dispute between the US and China.
4.8 The overall balance of risks remains weighted to the downside. Lack of economic growth, both domestically and overseas, will impact on confidence putting upward pressure on unemployment. It will also further knock levels of demand which will bring the threat of recession back into focus. The Council’s treasury advisor, Sector believes that the longer run trend is for gilt yields and PWLB rates to rise due to the high volume of gilt issuance in the UK, and the high volume of debt issuance in other major western countries.
4.9 Given the weak outlook for economic growth, Sector sees the prospects for any interest rate changes before mid-2013 as very limited. There is potential for the start of Bank Rate increases to be even further delayed if growth disappoints. 5. Borrowing Strategy
5.1 The Council’s current longer term debt portfolio will stand at £6,287,760 at 1 st April 2012. The estimated average rate of interest payable on long-term debt during 2012/13 is forecast at 3.80% compared with 3.48% for 2011/12.
5.2 The total debt portfolio is funded by the Public Works Loan Board (PWLB), with the exception of a market loan of £1.8m sourced from another local authority, which will be repaid by 31 st March 2012. The details of the portfolio are set out at Appendix D. During 2011/12 annuity principal to the value of £588,435 will have been repaid. The average maturity profile of the loan portfolio is 3.21 years.
5.3 During the early part of 2011/12, the Council was in a position of having borrowed in advance of need but has now repaid short term debt. The short- dated nature of the portfolio supports the strategy of reducing borrowing by 31 st March 2012 in order to bring down debt in line with the Council’s capital financing requirement.
5.4 Whilst interest rates for short term loans are currently at relatively attractive levels new borrowing at present will have “cost of carry” implications. Cost of carry represents the difference between borrowing costs and investment returns.
5.5 The timing of any future external borrowing is important as it could expose the Council to interest rate risk in the medium to longer term. The Deputy Chief Executive will therefore give careful consideration to the timing of any future borrowing requirements, and will adopt a pragmatic approach to changing circumstances:
Page 82 • if it was felt that there was a significant risk of a sharp fall in long and short term rates, e.g. due to a marked increase of risks around relapse into recession or of risks of deflation, then long term borrowings will be postponed, and potential rescheduling from fixed rate funding into short term borrowing will be considered.
• if it was felt that there was a significant risk of a much sharper rise in long and short term rates than that currently forecast, perhaps arising from a greater than expected increase in world economic activity or a sudden increase in inflation risks, then the portfolio position will be re-appraised with the likely action that fixed rate funding will be drawn whilst interest rates were still relatively cheap.
5.6 The Council is however in a strong position to respond to market changes, as its existing debt is all short-dated and will mature within a few years. This also reduces any immediate underlying need to reschedule debt.
5.7 At its meeting on 23 rd January 2012 Cabinet Executive approved a change in direction in the Council’s borrowing strategy on the back of the position set out above. Approval was given to reducing the Council’s exposure to borrowing costs by utilising investments to fund future capital spend requirements.
5.8 This new approach brings two main benefits, those being:
• reducing the quantum and cost of external borrowing will also reduce the ”cost of carry” which represents the difference between the average interest rate cost of external borrowing and the interest rate return on external investments; and
• a lower level of external investment will also reduce the risks associated with assessing investment counterparties given the fragility of the banking sector.
Balanced against this is the risk that by not locking into current longer term borrowing costs at the present time the Council, should it need to borrow in future, could face higher interest rates and therefore a higher cost of borrowing.
5.6 Treasury Management Limits on Activity
5.6.1 There are three debt related treasury activity limits. The purpose of these are to restrain the activity of the treasury function within certain limits, thereby managing risk and reducing the impact of any adverse movement in interest rates. However, if these are set to be too restrictive they will impair the opportunities to reduce costs / improve performance . The indicators are: • Upper limits on variable interest rate exposure. This identifies a maximum limit for variable interest rates based upon the debt position net of investments • Upper limits on fixed interest rate exposure. This is similar to the previous indicator and covers a maximum limit on fixed interest rates;
Page 83 • Maturity structure of borrowing. These gross limits are set to reduce the Council’s exposure to large fixed rate sums falling due for refinancing, and are required for upper and lower limits.
5.6.2 The Council is asked to approve the following treasury indicators and limits: Limits in Interest Rate Exposure
2012/13 2013/14 2014/15 Upper Upper Upper £000 £000 £000
Limits on net fixed interest rate borrowing 11,000 10,500 10,000
Limits on net variable interest rate borrowing (25,000) (25,000) (25,000)
The limits on net fixed rate borrowing reflect the situation that the Council’s long term borrowings are normally undertaken at a fixed rate. The Scottish Widows investments have all been classified as variable rate investments. This includes any gilts as these are held tactically and could be sold and, therefore, are not expected to be held to maturity. The limits on the net variable interest rate borrowing are reflective of the position that the Council’s investments are normally undertaken on a variable rate basis, and these figures accommodate both internal investment decisions and those managed on the Council’s behalf by Scottish Widows. They also accommodate any short term variable rate investments that the Council may need to enter into when in receipt of precepts and other forms of cash balances.
Maturity Structure of fixed 2012/13 2012/13 2013/14 2013/14 2014/15 2014/15 interest rate borrowing Lower Upper Lower Upper Lower Upper % % % % % %
Under 12 months 0 80 0 80 0 80 12 months to 2 years 0 40 0 40 0 40 2 years to 5 years 0 80 0 80 0 80 5 years to 10 years 0 80 0 80 0 80 10 years and above 0 100 0 100 0 100
6. Policy on Borrowing in Advance of Need 6.1 The Council will not borrow more, than or in advance of its needs, purely in order to profit from the investment of the extra sums borrowed. Any decision to borrow in advance will be within forward approved Capital Financing Requirement estimates, and will be considered carefully to ensure that value for money can be demonstrated and that the Council can ensure the security of such funds.
6.2 Risks associated with any borrowing in advance activity will be subject to prior appraisal and subsequent reporting through the mid-year or annual reporting mechanism.
Page 84
7. Debt Rescheduling
7.1 As short term borrowing rates will be considerably cheaper than longer term fixed interest rates, there may be potential opportunities to generate savings by switching from long term debt to short term debt. However, these savings will need to be considered in the light of the current treasury position and the size of the cost of debt repayment (premiums incurred).
7.2 The reasons for any rescheduling to take place will include: - • the generation of cash savings and/or discounted cash flow savings • helping to fulfil the treasury strategy • amending the maturity profile and/or the balance of volatility in the portfolio.
7.3 Consideration will also be given to identify if there is any residual potential left for making savings by running down investment balances to repay debt prematurely as short term rates on investments are likely to be lower than rates paid on current debt.
7.4 All rescheduling will be reported to the Cabinet Executive at the earliest meeting following its action.
8. Annual Investment Strategy
8.1 Investment Policy
8.1.1 The Council’s investment policy has regard to the CLG’s Guidance on Local Government Investments (“the Guidance”) and the 2011 revised CIPFA Treasury Management in Public Services Code of Practice and Cross Sectoral Guidance Notes (“the CIPFA TM Code”). The Council’s investment priorities will be security first, liquidity second, then return.
8.1.2 In accordance with the above, and in order to minimise the risk to investments, the Council has below clearly stipulated the minimum acceptable credit quality of counterparties for inclusion on the lending list. The creditworthiness methodology used to create the counterparty list fully accounts for the ratings, watches and outlooks published by all three ratings agencies with a full understanding of what the ratings reflect in the eyes of each agengy. Using the Sector ratings service banks’ ratings are monitored on a real time basis with knowledge of any changes notified electronically as the agencies notify modifications.
8.1.3 Furthermore, the Council’s officers recognise that ratings should not be the sole determinant of the quality of an institution and that it is important to continually assess and monitor the financial sector on both a micro and macro basis and in relation to the economic and political environments in which institutions operate. The assessment will also take account of information that reflects the opinion of the markets. To this end the Council will engage with its advisors to maintain a monitor on market pricing such as “Credit Default Swaps” (CDS) and overlay that information on top of the credit ratings. This is fully integrated into the credit methodology provided by the advisors, Sector in producing its colour codings which show the varying degrees of
Page 85 creditworthiness..
8.1.4 Other information sources used will include the financial press, share price and other such information pertaining to the banking sector in order to establish the most robust scrutiny process on the suitability of potential investment counterparties.
8.1.5 The aim of the strategy is to generate a list of highly creditworthy counterparties which will also enable diversification and thus avoidance of concentration risk.
8.1.6 The intention of the strategy is to provide security of investment and minimisation of risk.
8.1.7 Investment instruments identified for use in the financial year are listed in Appendix B under the ‘Specified’ and ‘Non-Specified’ Investments categories. Counterparty limits will be as set through the Council’s Treasury Management Practices – Schedules.
8.2 Creditworthiness Policy
8.2.1 This Council applies the creditworthiness service provided by Sector. This service employs a sophisticated modelling approach utlilising credit ratings from the three main credit rating agencies - Fitch, Moodys and Standard and Poors. The credit ratings of counterparties are supplemented with the following overlays: • credit watches and credit outlooks from credit rating agencies; • CDS spreads to give early warning of likely changes in credit ratings; • sovereign ratings to select counterparties from only the most creditworthy countries.
8.2.2 This modelling approach combines credit ratings, credit watches and credit outlooks in a weighted scoring system which is then combined with an overlay of CDS spreads for which the end product is a series of colour code bands which indicate the relative creditworthiness of counterparties. These colour codes are also used by the Council to determine the duration for investments. The Council will therefore use counterparties within the following durational bands:
• Yellow 5 years • Purple 2 years • Blue 1 year (nationalised/or semi nationalised UK Banks) • Orange 1 year • Red 6 months • Green 3 months • No Colour not to be used (NB: except Building Societies)
8.2.3 In respect of Building Societies, the Council will use those societies that have assets in excess of £1 billion, subject to them having a minimum credit rating of P-2 (Moodys).
Page 86 8.2.4 The Council will use nationalised or part nationalised institutions such as RBS and Lloyds, subject to a monetary limit of £5m.
8.2.5 The Sector creditworthiness service uses a wider array of information than just primary ratings and by using a risk weighted scoring system, does not place undue emphasis on just one agency’s ratings.
8.2.6 Typically the minimum credit ratings criteria the Council use will be a Short Term rating (Fitch or equivalents) of F1, a Long Term rating of A-, Viability ratings of BB+, and a Support rating of 3. There may be occasions when the counterparty ratings from one rating agency are marginally lower than these ratings but may still be used. In these instances consideration will be given to the whole range of ratings available, or other topical market information, to support their use.
8.2.7 All credit ratings will be monitored on an ongoing basis. The Council is alerted to changes to ratings of all three agencies through its use of the Sector creditworthiness service. • If a downgrade results in the counterparty/investment scheme no longer meeting the Council’s minimum criteria, its further use as a new investment will be withdrawn immediately. • In addition to the use of Credit Ratings the Council will be advised of information regarding movements in CDS against the iTraxx benchmark and other market data on a weekly basis. Extreme market movements may result in downgrade of an institution or removal from the Councils lending list.
8.2.8 Sole reliance will not be placed on the use of this external service. In addition this Council will also use market data and market information, information on government support for banks and the credit ratings of that government support.
8.3 Country and Sector Limits
8.3.1 The Council has considered the use of non-UK Banks but given the current economic situation has discounted their use for the foreseeable future, in the interests of prudence. Due care will be taken to consider the group and sector exposure of the Council’s investments. The limits referred to above will apply to Group companies, and sector limits will be monitored regularly for appropriateness.
8.4 Investment Strategy
8.4.1 The Council’s in-house managed funds are mainly derived from cash flow. Investments will accordingly be made with reference to the core balance and cash flow requirements and the outlook for short term interest rates (i.e. rates for investments up to 12 months). The criteria to be used in determining whether the Council may invest with a counterparty is set out later in Appendix B.
8.4.2 The internally managed funds are budgeted to realise net investment interest of £138,000 during 2011/12 against an original estimate of £90,000, due to the investment of core funds for longer periods up to 12 months at more attractive rates of return. It is envisaged that the Council will continue to
Page 87 operate with a cash flow surplus throughout 2012/13, but given the current economic instability investments will be limited to periods of no more than 1 month. Accordingly, in house investments are only estimated to generate interest income of around £60,000 in 2012/13. This is also reflective of the change in strategy reported to Cabinet Executive on 23rd January 2012 whereby it is proposed to repay external loans by running down investment balances, in order to minimise risk in the portfolio.
8.4.3 The Council’s proposed Approved Counterparty List appears at Appendix F.
8.4.4 The Bank Rate is forecast to remain unchanged at 0.5% before starting to rise from quarter 3 of 2013. The Bank Rate forecasts for the next four financial year ends are: • 2011/ 2012 0.50% • 2012/ 2013 0.50% • 2013/ 2014 1.25% • 2014/ 2015 2.50% There are downside risks to these forecasts (i.e. the start of increases in the Bank Rate is delayed even further) if economic growth remains weaker for longer than expected. However, should the pace of growth pick up more sharply than expected there could be upside risk, particularly if Bank of England inflation forecasts for two years ahead exceed the Bank of England’s 2% target rate.
8.4.5 External Fund Managers - At 1 st April 2011 £8.227m of the Council’s funds were externally managed by Scottish Widows Investment Partnership, a division of Lloyds TSB Group. Scottish Widows will comply with the Annual Investment Strategy. More recently the Council has utilised £1m of this fund to facilitate the Local Authority Mortgage Scheme and this sum is held in a separate account earning an interest rate of 4.08%. The fund will have an estimated total value of £5.517m at 1 st April 2012. As at 31 st January 2012, the fund has achieved a return of 1.07%, being 0.67% above the benchmark return. The forecast return for the full year is 1.10% (£90,493).
8.4.8 The fund operates under a strict set of criteria designed around preservation and security of capital and the liquidity of the fund instruments. These constraints have, given the historically low interest rates which have dominated the market place for institutional funds in recent years, led to a reducing annual percentage return on the fund. The forecast return for 2012/13 is also 1.10% producing an estimated yield of £60,689. The table at Appendix E summarises performance for 2011/12 up to the end of January 2012.
8.4.9 At its meeting on 23 rd January 2012, Cabinet Executive approved the following change in strategy:
• To utilise a proportion of the funds currently held in the external investment fund to reduce the Council’s exposure to current and potential future borrowing costs
• To redirect a proportion of the monies held in the external investment from short dated highly liquid financial instruments into longer dated fixed rate financial instruments to achieve higher rates of return
Page 88
8.4.10 Investment Treasury Indicator and Limit - Total principal funds invested for greater than 364 days. These limits are set with regard to the Council’s liquidity requirements and to reduce the need for early sale of an investment, and are based on the availability of investments after each year-end.
Maximum principal sums 2012/13 2013/14 2014/15 invested for more than 364 days Principal sums invested> £6.0 million £6.0 million £6.0 million 364 days
At present the Council’s only investments in excess of 364 days are held with Scottish Widows. Further details appear in paragraphs 8.4.7 to 8.4.9 above.
8.4.11 For its cash flow generated balances, the Council will seek to utilise its business reserve accounts, 15 and 30 day notice accounts, money market funds and short-dated deposits (overnight to one month) in order to benefit from the compounding of interest.
9. Performance Indicators
9.1 The Code of Practice on Treasury Management requires the Council to set performance indicators to assess the adequacy of the treasury function over the year. These are distinct historic indicators, as opposed to the Prudential Indicators, which are predominantly forward looking. The Council’s performance indicator is as follows:- • Investments – to achieve a return on external investments at least ½% in excess of the 7 day rate. The results of this indicator will be reported in the Annual Treasury Outturn report after the end of the financial year.
10. Policy on the use of External Service Providers
10.1 The Council uses Sector Treasury Services as its external treasury management advisers.
10.2 The Council recognises that responsibility for treasury management decisions remains with the organisation at all times and will ensure that undue reliance is not placed upon our external service providers.
10.3 It also recognises that there is value in employing external providers of treasury management services in order to acquire access to specialist skills and resources. The Council will ensure that the terms of their appointment and the methods by which their value will be assessed are properly agreed and documented, and subjected to regular review.
10.4 The Council entered into a letter of engagement with Sector commencing on 1st April 2006, and now receives the company’s full range of treasury services.
Page 89 It is proposed to extend the current agreement for a further year to 31 st March 2013.
11. Treasury Management Scheme of Delegation
11.1 The treasury management scheme of delegation which forms part of Treasury Management Practice 5 (TMP5) appears at Appendix G.
12. Role of the Section 151 Officer
12.1 TMP 5 also sets out the responsibilities of the Section 151 Officer in relation to treasury management activities, and an extract is shown at Appendix H.
Page 90 APPENDIX B
Detailed Criteria for the Investment of Surplus Funds
The following is an extract from the Council’s Treasury Management Practices (TMP1.1 – Credit and Counterparty Policies).
1.1.1 Policy on the use of Credit Risk Analysis
i) The Council will use credit criteria in order to select creditworthy counterparties with whom to place investments.
ii) Credit ratings will be used as supplied from the three rating agencies – Fitch, Moody’s and Standard & Poors.
iii) Treasury Management Consultants will provide regular updates of changes to all ratings relevant to the Council.
iv) The Deputy Chief Executive, under delegated authority, will formulate suitable credit criteria for assessing and monitoring the credit risk of investment counterparties and shall construct a lending list comprising maturity periods, type, group, sector, country and counterparty limits.
v) Credit ratings for individual counterparties can change at any time. The Deputy Chief Executive is responsible for applying approved credit rating criteria for selecting approved counterparties. Treasury management staff will add or delete counterparties to/from the approved counterparty list in line with the policy on criteria for selection of counterparties.
vi) The Council will not rely solely on credit ratings in order to select and monitor the creditworthiness of counterparties. In addition to credit ratings it will therefore use other sources of information including: • The quality financial press • Market data • Information on government support for banks • The credit ratings of that government support
vii) Specified Investments – these investments are sterling investments of not more then one-year maturity, or those which could be for a longer period but where the Council has the right to be repaid within 12 months if it wishes. These are considered low risk assets where the possibility of loss of principal or investment income is small. These would include sterling investments which would not be defined as capital expenditure with:
• The UK Government (such as the Debt Management Office, UK Treasury Bills or a Gilt with less than one year to maturity). • Supranational bonds of less than one year’s duration. • A local authority, parish council or community council. • Pooled investment vehicles (such as money market funds) that have been awarded a AAA credit rating by Standard & Poors, Moddy’s or Fitch rating agencies.
Page 91 • A body that is considered of a high credit quality (such as a bank or building society).
The Council will invest in banks and building societies which meet the following criteria in respect of credit ratings, period of investment and amount of investment:
Criteria Fitch Moody’s Standard & Poors Short Term Rating F1 P-1 A-1 Maximum Period 1 Year 1 Year 1 Year Maximum Investment £5m £5m £5m viii) Non-Specified Investments – these investments are any other type of investment (i.e. not defined as Specified above). The identification and rationale supporting the selection of these other investments and the maximum limits to be applied are set out below. Non specified investments would include any sterling investments with:
Non Specified Investment Category Limit a. Supranational Bonds greater than 1 year to AAA long maturity term ratings (a) Multilateral development bank bonds - These are bonds defined as an international financial institution having as one of its objects economic development, either generally or in any region of the world (e.g. European Investment Bank etc.). (b) A financial institution that is guaranteed by the United Kingdom Government (e.g. The Guaranteed Export Finance Company {GEFCO}) The security of interest and principal on maturity is on a par with the Government and so very secure. These bonds usually provide returns above equivalent gilt edged securities. However the value of the bond may rise or fall before maturity and losses may accrue if the bond is sold before maturity. b. Gilt edged securities with a maturity of greater than one year. These are Government bonds and so provide the highest security of interest and the repayment of principal on maturity. Similar to category (a) above, the value of the bond may rise or fall before maturity and losses may accrue if the bond is sold before maturity.
c. The Council’s own banker if it fails to meet the basic credit criteria. In this instance balances will be minimised as far as is possible. d. Building societies not meeting the basic security requirements under the specified investments . The operation of some building
Page 92 societies does not require a credit rating, although in every other respect the security of the society would match similarly s ized societies with ratings. The Council may use such building societies which were originally considered Eligible Institutions and have a minimum asset size of £1bn. e. Any bank or building society that has a minimum long term credit rating of AAA, for deposits with a maturity of greater than one year (including forward deals in excess of one year from inception to repayment).
The Council will use the Sector creditworthiness service based on using colours determined by minimum combinations of ratings to derive maturity limits as follows: - • Yellow 5 years • Purple 2 years • Blue 1 year (nationalised/ semi nationalised UK Banks) • Orange 1 year • Red 6 months • Green 3 months • No Colour not to be used (except Building Societies)
In addition a credit default swap overlay is used as a further safeguard to give early warning of potential creditworthiness problems which may only belatedly lead to actual changes in credit ratings.
Non-rated Building Societies
Criteria Asset Size Exceeding £1bn Short Term Rating P-2 Maximum Period 9 months Maximum Investment £5.0m ix) Diversification: the Council will avoid concentrations of lending and borrowing by adopting a policy of diversification. It will therefore use the following: - • Maximum amount to be placed with any one institution - £5m • Group limits where a number of institutions are under one ownership – maximum of £5m • Country limits – the Council will only lend to UK institutions x) The Council will undertake investments for periods in excess of one year only when it has been clearly established that core funds are available and that any money invested will not be required during the period of investment. xi) The Council has a policy not to invest with subsidiaries of counterparties where those subsidiaries do not have credit ratings in their own right, even where they have an unconditional guarantee from a parent.
Page 93 xii) Local Authority Mortgage Scheme – the Council will participate in this scheme using the cash-backed option. The Council is required to make a 5 year deposit with the mortgage lender to match the 5 year life of the indemnity.
Page 94 APPENDIX C
Minimum Revenue Provision Statement
The Council implemented the new Minimum Revenue Provision (MRP) guidance in 2009/10, and will assess its MRP for 2012/13 in accordance with the main recommendations contained within the guidance issued by the Secretary of State under section 21(1A) of the Local Government Act 2003.
A proportion of the MRP for 2012/13 will relate to the more historic debt liability that will continue to be charged at the rate of 4%, in accordance with option 1 of the guidance (the Regulatory Method). The remaining expenditure reflected within the debt liability will under delegated powers be subject to MRP under option 3 of the guidance (Asset Life Method), which will be charged over a period which is reasonably commensurate with the estimated useful life applicable to the nature of the expenditure, using the equal instalment method. For example, capital expenditure on a new building, or on the refurbishment or enhancement of a building, will be related to the estimated life of that building.
Estimated life periods will be determined under delegated powers. To the extent that expenditure is not on the creation of an asset and is of a type that is subject to estimated life periods that are referred to in the guidance, these periods will generally be adopted by the Council. However, the Council reserves the right to determine useful life periods and prudent MRP in exceptional circumstances where the recommendations of the guidance would not be appropriate.
As some types of capital expenditure incurred by the Council are not capable of being related to an individual asset, asset lives will be assessed on a basis which most reasonably reflects the anticipated period of benefit that arises from such expenditure. Also, whatever type of expenditure is involved, it will be grouped together in a manner which reflects the nature of the main component of expenditure and will only be divided up in cases where there are two or more major components with substantially different useful economic lives.
The following table gives an indication of the useful asset lives of different categories of assets/capital expenditure type, and hence the period over which MRP will be charged.
Capital Expenditure incurred on: Estimated Asset Life for MRP purposes
Construction of new buildings 50 years Disabled Facilities Grants – Stairlifts 5 years Disabled Facilities Grants – Bathrooms/Major Adaptations 20 years Enhancement and refurbishment of land and buildings 10 years Refuse vehicles 10 years Other vehicles, plant and equipment 5 – 10 years Other capital grants 5 years IT Systems 5 years
MRP in respect of assets acquired under Finance Lease will be charged at a rate equal to the principal element of the annual lease rental for the year in question.
Page 95 The Council is participating in the Local Authority Mortgage Scheme (LAMS) using the cash backed option, whereby the mortgage lenders require a 5 year deposit from the local authority to match the life of the indemnity. The deposit placed with the mortgage lender provides an integral part of the mortgage lending, and is treated as capital expenditure and a loan to a third party. The Capital Financing Requirement (CFR) will increase by the amount of the total indemnity. The deposit is due to be returned in full at maturity, with interest paid into a separate account. Once the deposit matures and funds are returned to the local authority, the returned funds are classed as a capital receipt. The capital receipt will be set aside and the CFR will reduce accordingly. On this basis it is not proposed to set aside MRP annually. However, the Council is aware of its general duty to make prudent provision. Accordingly, the Council will review its position in respect of potential defaults on an annual basis, and will consider making a one-off MRP at that point if the default position is worse than anticipated.
Page 96 APPENDIX D
LONG TERM BORROWING - AVERAGE INTEREST RATE 2012/2013
LOAN REF LOAN ADVANCE Fixed LOAN BAL INTEREST or O/S RATE % AMOUNT DATE FROM DATE TO Variable 01/04/2012
PWLB 491350 1,000,000 06/03/2006 06/03/15 F 1,000,000 4.350 PWLB 492164 1 1,000,000 25/09/2006 25/09/12 F 1,000,000 4.950 PWLB 494272 1,000,000 22/01/2008 22/01/14 F 1,000,000 4.480 PWLB 494504 1,000,000 20/03/2008 20/03/16 F 1,000,000 4.340 PWLB 496145 1,300,000 30/10/2009 30/10/14 F 794,701 1.900 PWLB 498058 1,100,000 04/10/2010 04/10/15 F 885,016 1.150 (replacement loan) 1 1,000,000 25/09/2012 25/09/17 F 0 3.500 (12/13 Cap.Prog.) new 1,700,000 01/10/2012 01/10/17 F 0 3.500
Page 97 5,679,717 PWLB EARMARKED various various various F 63,957 various PWLB 492664 965,000.000 15/01/2007 15/01/17 F 544,086 5.200
£ 6,287,760
Average borrowing for year 6,633,519
Average rate of interest 3.80 % This page is intentionally left blank
Page 98 APPENDIX E
SCOTTISH WIDOWS INVESTMENT PARTNERSHIP - MONTHLY ANALYSIS OF FUND PERFORMANCE AGAINST BENCHMARK 2011/12 07-Feb-12 BASED ON CAPITAL MARKET VALUE AND ACCRUED MARKET VALUE
APL MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR
VALUE OF PORTFOLIO @ 1/4/11 £8,226,663 £8,226,663 £8,226,663 £8,226,663 £8,226,663 £8,226,663 £8,226,663 £8,226,663 £8,226,663 £8,226,663 £8,226,663 £8,226,663
VALUE OF PORTFOLIO @ END OF MONTH £8,237,103 £8,246,108 £8,253,790 £8,261,121 £8,264,691 £8,274,443 £7,282,405 £7,285,528 £7,295,977 £7,310,318
MONTHLY CASH GROWTH IN FUND £10,440 £9,005 £7,682 £7,331 £3,570 £9,752 £7,962 £3,123 £10,449 £14,341 Page 99
MONTHLY BENCHMARK CASH GROWTH IN FUND £3,291 £7,404 £9,872 £12,340 £16,453 £19,744 £23,035 £26,325 £29,616 £32,907
CUMULATIVE CASH GROWTH IN FUND £10,440 £19,445 £27,127 £34,458 £38,028 £47,780 £55,742 £58,865 £69,314 £83,655
BENCHMARK CUMULATIVE CASH GROWTH IN FUND £3,291 £7,404 £9,872 £12,340 £16,453 £19,744 £23,035 £26,325 £29,616 £32,907
VARIANCE AGAINST CUMULATIVE BUDGET £7,149 £12,041 £17,255 £22,118 £21,575 £28,036 £32,707 £32,540 £39,698 £50,748
MONTHLY % GROWTH IN FUND 0.13 0.11 0.09 0.09 0.04 0.12 0.10 0.04 0.14 0.20
MONTHLY BENCHMARK % GROWTH IN FUND 0.04 0.05 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04
VARIANCE AGAINST MONTHLY BENCHMARK 0.09 0.06 0.05 0.05 0.00 0.08 0.06 0.00 0.10 0.16
CUMULATIVE % GROWTH IN FUND 0.13 0.24 0.33 0.42 0.46 0.58 0.68 0.73 0.87 1.07
CUMULATIVE BENCHMARK % GROWTH IN FUND 0.04 0.09 0.12 0.15 0.20 0.24 0.28 0.32 0.36 0.40
VARIANCE AGAINST CUMULATIVE BENCHMARK 0.09 0.15 0.21 0.27 0.26 0.34 0.40 0.41 0.51 0.67 This page is intentionally left blank
Page 100 APPENDIX F
APPROVED COUNTERPARTY LENDING LIST 2012/13
Monetary Maximum Period Limit for Investment
UK Banks
Santander UK plc £5m 3 Months Barclays Bank plc £5m 3 Months HSBC Bank plc £5m 3 Months Standard Chartered Bank £5m 3 Months
Nationalised/Part Nationalised Banks
Bank of Scotland plc £5m 1 Year Lloyds TSB Bank plc £5m 1 Year National Westminster Bank plc £5m 1 Year The Royal Bank of Scotland plc £5m 1 Year Ulster Bank Ltd £5m 1 Year
Building Societies
Nationwide Building Society £5m 3 Months Yorkshire Building Society £5m 3 Months Coventry Building Society £5m 3 Months Leeds Building Society £5m 3 Months Nottingham Building Society £5m 3 Months
Other Institutions
Local Authorities £5m 5 Years UK Debt Management Office (DMADF) £5m 5 Years Supranational Institutions £5m 5 Years Multi-Lateral Development Banks £5m 5 Years UK Gilts £5m 5 Years
NB: Monetary limits apply to groups as well as individual counterparties.
Page 101 This page is intentionally left blank
Page 102 APPENDIX G
Treasury Management Scheme of Delegation
The following is an extract from TMP5 – Organisation, Clarity and Segregation of Responsibilities, and Dealing Arrangements.
[5.1] Limits to Responsibilities/Discretion at Committee/Executive Levels
5.1.1 Allocation of Responsibilities
Council:
• receiving and reviewing reports on treasury management policies, practices and activities • approval of annual strategy.
Cabinet Executive:
• approval of amendments to the Council’s adopted clauses, treasury management policy statement and treasury management practices • budget consideration and approval • approval of the division of responsibilities • receiving and reviewing regular monitoring reports and acting on recommendations • approving the selection of external service providers and agreeing terms of appointment.
Scrutiny Committee:
• reviewing the treasury management policy and procedures and making recommendations to the responsible body
Page 103 APPENDIX H
Role of the Section 151 Officer
The following is an extract from TMP5 – Organisation, Clarity and Segregation of Responsibilities, and Dealing Arrangements.
[5.3] Statement of the Duties/Responsibilities of Treasury Staff
5.3.1 Deputy Chief Executive:
The responsible officer is the person charged with professional responsibility for the treasury management function and in this Council is the Deputy Chief Executive. This person will carry out the following duties: • recommending clauses, treasury management policy/practices for approval, reviewing the same regularly, and monitoring compliance • submitting regular treasury management policy reports • submitting budgets and budget variations • receiving and reviewing management information reports • reviewing the performance of the treasury management function • ensuring the adequacy of treasury management resources and skills, and the effective division of responsibilities within the treasury management function • ensuring the adequacy of internal audit, and liaising with external audit • recommending the appointment of external service providers. • the Deputy Chief Executive has delegated powers through this policy to take the most appropriate form of borrowing from the approved sources, and to make the most appropriate form of investments in approved instruments. • the Deputy Chief Executive may delegate his power to borrow and invest to members of his staff. The Treasury and Taxation Officer must conduct all dealing transactions, or staff authorised by the Deputy Chief Executive to act as temporary cover for leave/sickness. • the Deputy Chief Executive will ensure that Treasury Management Policy is adhered to, and if not will bring the matter to the attention of elected members as soon as possible. • Prior to entering into any capital financing, lending or investment transaction, it is the responsibility of the Deputy Chief Executive to be satisfied, by reference to the Council’s legal services department and external advisors as appropriate, that the proposed transaction does not breach any statute, external regulation or the Council’s Financial Regulations. • It is also the responsibility of the Deputy Chief Executive to ensure that the Council complies with the requirements of The Non Investment Products Code (formerly known as The London Code of Conduct) for principals and broking firms in the wholesale markets.
Page 104 Agenda Item 12
BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20 th February 2012
Subject: Schedule of Charges 2012/2013
Report of: Deputy Chief Executive
Portfolio Holder Councillor J. Hudson – Finance & Efficiency Portfolio Holder
Status: Public
1. Purpose of Report
1.1 To agree proposed levels of fees and charges for the 2012/13 financial year.
2. Recommendation
2.1 That the Schedule of Charges for 2012/13 be approved.
3. Reason for Decision Recommended
3.1 It is necessary that changes to fees and charges be formally approved for the financial year 2012/13.
4. Forward Plan
4.1 Forward Plan Reference Number: 10/11(040).
5. Key Decision
5.1 No.
6. Matters for Consideration
6.1 Attached to this report is the proposed Schedule of Charges which will apply with effect from 1 st April 2012 except where indicated.
6.2 For all services, Service Managers have examined the level of fees and charges with a view to maximising income streams, subject to market conditions where relevant.
6.3 In a departure from previous charging practice the rates for the two leisure
Page 105 centres are no longer the same. It is intended to drop centre membership at the Pavilion and the requirement for non-members to pay an additional entrance fee on top of their booking fee. Fees at the Pavilion have been increased and at first sight appear higher than at Enderby, however the following comparison illustrates that the new Pavilion rates represent better value for money;
Example Proposed cost Previous cost 2 members playing 40 x £6.00 fee 2 x £32.80 membership squash 40 x year Total £240.00 40 x £5.60 fees Total £289.40 2 non-members playing 40 x £6.00 fee 80 x £1.30 entrance fee squash 40 x year Total £240.00 40 x £5.60 fees Total £328.00 4 non-members playing £7.40 4 x £1.30 entrance fee badminton once 1 x £6.75 court fee Total £11.75 4 members playing 40 x £7.40 fee 4 x £32.80 membership badminton 40 x year Total £296.00 40 x £6.75 fees Total £401.20
In addition the membership fee at the Pavilion was seen as; • A barrier to new customers • Deterring casual use • Complicating the new on line booking and payment option available from 1 April 2012 • Difficult to enforce due to the lack of turnstiles (in place at Enderby) and the use of outside courts.
6.4 The Constitution provides the Deputy Chief Executive with the following delegated power to amend fees and charges where necessary during the course of the financial year.
“To set (in consultation with the relevant Service Head) fees and charges for services where delegated by the Cabinet Executive in the Schedule of Fees and Charges or otherwise”.
7. Other Relevant Considerations
Human Rights Act 1998
Not applicable
Legal Implications
Not applicable
Human Resources Implications
Not applicable
Risk Assessment & Business Continuity
Not applicable
Page 106
Equalities
Not applicable
Nottingham Declaration and Climate Change
Not applicable
Crime & Disorder
Not applicable
Other
Not applicable
8. Other Options Considered
8.1 To not review the fees and charges. This is not recommended. It is considered appropriate that, as a minimum, charges should be set at a level necessary to achieve full cost recovery.
9. Appropriate Consultations
9.1 All Managers and Leisure Centre Management Contractor.
10. Financial and Efficiency Implications
10.1 As set out in the detail of the report.
11. Appendix to this report
11.1 Appendix A – Schedule of Charges Booklet
12. List of Background Papers
12.1 None.
The following Officers/Members have been consulted (identified by ):
Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 107 This page is intentionally left blank
Page 108 CONTENTS
Page No.
1 Classification of Headings 1
2 Fees and Charges
Refuse Collection & Recycling 2
Environmental Health & Technical Services 3 - 4
Licences 5 - 7
Planning Services 8
Building Regulation Services 9
Legal Services 9
Sundry Charges 10
Leisure Centres 11 - 13
Golf Course 14
Page 109 SCHEDULE OF CHARGES 2012/13
CLASSIFICATION OF HEADINGS
1 The column headed "Basis of Charge" defines the basis for fees and charges to be applied.
A definition of each category is given below:
A Minimum Charge B Hourly Rate C Each Collection D Each E Flat Rate F Each Visit G Session H All Day I Part Day J Per Copy K Per Week L Per Year M Per Course N Per Night P Per Ticket Q Per Quarter R Per Page
2 The column headed "Vat Category" defines the Value Added Tax (VAT) status of the charge.
A definition of each category is given below:
OS Non-Business The charge is outside the scope of VAT EX Exempt The charge is exempt from VAT ZR Zero Rated The charge is liable to VAT at a zero rate SR Standard Rated The charge is liable to VAT at the standard rate
The standard rate of VAT is currently 20%. Any future changes in the VAT rate will result in an amended charge from the date of change.
1 Page 110 SCHEDULE OF CHARGES 2012/13
2011/12 2012/13 BASIS OF VAT 2011/12 (EXC 2012/13 (EXC SERVICE GL CODE (INC VAT) (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ £ £
REFUSE COLLECTION & RECYCLING 1,2,3 Trade Refuse 4 Trade Refuse Sacks (70 litre) 2127/MDE C OS 2.17 2.17 2.27 2.27 5
Wheeled Bins Weekly Collection 1100 litre - 1st bin 2127/MDD Q OS 199.15 199.15 219.86 219.86 1100 litre - 2nd bin 2127/MDD Q OS 180.04 180.04 200.10 200.10 660 litre 2127/MDD Q OS 143.58 143.58 156.85 156.85 360 litre 2127/MDD Q OS 98.10 98.10 106.02 106.02 240 litre 2127/MDD Q OS 82.80 82.80 88.84 88.84
Additional Material (subject to quantity) 2127/MDD C OS Negotiable Negotiable Negotiable Negotiable 6
Commercial Glass Recycling Service Weekly Collection 3 x 360 litre bins (standard) 2128/MDM Q OS 94.20 94.20 97.03 97.03 each additional bin 2128/MDM Q OS 15.30 15.30 15.76 15.76 Fortnightly Collection 3 x 360 litre bins (standard) 2128/MDM Q OS 57.70 57.70 59.42 59.42 each additional bin 2128/MDM Q OS 9.42 9.42 9.71 9.71 Monthly Collection 3 x 360 litre bins (standard) 2128/MDM Q OS 36.50 36.50 37.60 37.60 each additional bin 2128/MDM Q OS 5.89 5.89 6.07 6.07
Commercial Paper & Card Recycling Weekly Collection 360 litre 2128/MDT Q OS 39.53 39.53 40.72 40.72 660 litre 2128/MDT Q OS 74.14 74.14 76.36 76.36 1100 litre 2128/MDT Q OS 108.72 108.72 111.98 111.98 Fortnightly Collection 360 litre 2128/MDT Q OS 26.35 26.35 27.14 27.14 660 litre 2128/MDT Q OS 47.32 47.32 48.73 48.73 1100 litre 2128/MDT Q OS 68.53 68.53 70.58 70.58 Monthly Collection 360 litre 2128/MDT Q OS 19.78 19.78 20.36 20.36 660 litre 2128/MDT Q OS 31.30 31.30 32.23 32.23 1100 litre 2128/MDT Q OS 42.44 42.44 43.72 43.72
Commercial Plastic & Can Recycling Weekly Collection 360 litre 2127/MPG Q OS 39.53 39.53 40.72 40.72 660 litre 2127/MPG Q OS 74.14 74.14 76.36 76.36 1100 litre 2127/MPG Q OS 108.72 108.72 111.98 111.98 Fortnightly Collection 360 litre 2127/MPG Q OS 26.35 26.35 27.14 27.14 660 litre 2127/MPG Q OS 47.32 47.32 48.73 48.73 1100 litre 2127/MPG Q OS 68.53 68.53 70.58 70.58 Monthly Collection 360 litre 2127/MPG Q OS 19.78 19.78 20.36 20.36 660 litre 2127/MPG Q OS 31.30 31.30 32.23 32.23 1100 litre 2127/MPG Q OS 42.44 42.44 43.72 43.72
Garden Waste Collection Sacks (70 litre each) x 3 2127/MDA C OS 4.00 4.00 4.00 4.00 Garden Waste bin (140 litre) 2127/MDM L OS 14.40 14.40 14.40 14.40 Garden Waste bin (240 litre) 2127/MDH L OS 20.40 20.40 20.40 20.40
Sale of Home Composters 2128/MCA D SR 16.30 13.58 16.30 13.58
Wheeled Domestic Refuse Bins Additional 140 litre bin 7 Household size 1 - 4 2127/MCB L OS 34.80 34.80 34.80 34.80 Household size 5+ 2127/MCB L OS 7.20 7.20 7.20 7.20 240 litre bin Household size 1 - 4 2127/MCB L OS 34.80 34.80 34.80 34.80 Household size 5+ 2127/MCB L OS 7.20 7.20 7.20 7.20 360 litre bin Household size 1 - 4 2127/MCB L OS 51.00 51.00 51.00 51.00 Household size 5+ 2127/MCB L OS 27.60 27.60 27.60 27.60
Household Waste Sacks (70 l each) x3 2127/MCB C OS 6.00 6.00 6.00 6.00
Chargeable Household Collections 1 - 2 large items 2127/MZA C OS 16.00 16.00 16.00 16.00 3 - 4 large items 2127/MZA C OS 24.00 24.00 24.00 24.00 5 - 6 large items 2127/MZA C OS 35.00 35.00 35.00 35.00 7 or more large items 2127/MZA C OS Negotiable Negotiable Negotiable Negotiable
Domestic Asbestos Collections Minimum charge 2127/MZA C OS 61.85 61.85 63.70 63.70 Unusual or difficult jobs 2127/MZA C OS Negotiable Negotiable Negotiable Negotiable
Wholesale Prices to Retailers Household Waste Sacks 2127/MCB D OS 329.18 329.18 329.18 329.18 8 Garden Waste Sacks 2127/MDA D OS 222.88 222.88 2,222.88 2,222.88 8
1 These charges are maximum, as the Director of Operations 4 A free weekly collection of 140 litres of Domestic Refuse will determine charge levels in accordance with market is allowed for mixed residential/business premises conditions and statutory requirements 5 Price per sack - sold in packs of 20 sacks 2 Charges to other Local Authorities (as defined in S20 (6) 6 Or £1.68 per bag VAT Act 1983) are outside the scope of VAT 7 Pro-rata charges can be applied 3 Trade Refuse charges in respect of schools should be 8 Sold as a box of 210 sacks coded to 2127/MDC
Page2 111 SCHEDULE OF CHARGES 2012/13
2011/12 2011/12 2012/13 2012/13 BASIS OF VAT SERVICE GL CODE (INC VAT) (EXC VAT) (INC VAT) (EXC VAT) NOTE CHARGE CATEGORY £ £ £ £
ENVIRONMENTAL HEALTH AND TECHNICAL SERVICES Minor Services Rodent Control & Infestations Domestic Premises: 4 - Rodents: Gold Service 2123/MCB D SR new new 132.00 110.00 9,12 - Rodents: Silver Service 2123/MCB D SR 61.27 51.06 84.00 70.00 10,12 - Rodents: Bronze Service 2123/MCB D SR new new 36.00 30.00 11 - Insects (not cockroaches, bedbugs or 2123/MCB D SR 51.06 42.55 51.06 42.55 4 wasps nests) - Cockroaches & Bedbugs 2123/MCB D SR note 7 note 7 note 7 note 7 4,7 Business Premises: - Minimum Charge 2123/MCB A SR n/a n/a n/a n/a - Hourly Rate 2123/MCB B SR 54.00 45.00 54.00 45.00 - Annual Contract 2123/MCB B SR 48.00 40.00 48.00 40.00 Control of Pests - Wasps Nests 2123/MCB D SR 57.40 47.83 57.40 47.83 4 Additional Nests during same visit 2123/MCB D SR 12.00 10.00 12.00 10.00 Control of Pests - Call out to suspected Insect Infestations 2123/MCB D SR 24.00 20.00 24.00 20.00 8 Stray Dogs - Statutory Charge 2114/MCB D OS 25.00 25.00 25.00 25.00 1,4 Stray Dog Administration Fee 2114/MPF D OS 10.00 10.00 10.00 10.00 4 Pet Identification Microchipping 2114/MPE D SR 20.00 16.67 20.00 16.67 Kenneling Fee - per day (or part of) 2114/MPF D OS 10.00 10.00 10.00 10.00 Sale of Dog Muzzles 2114/MCB D SR note 2 note 2 note 2 note 2 2 Sale of Dog Collar (Anti bark) 2114/MCB D SR 62.00 51.67 62.00 51.67 Sale of Dog Collar (Anti bark) refill 2114/MCB D SR 10.00 8.33 10.00 8.33 Sale of Dog Collar (Remote spray) 2114/MCB D SR 105.00 87.50 105.00 87.50 Sale of Dog Collar (Appeasing pheromone) 2114/MCB D SR note 2 note 2 note 2 note 2 2 Batteries - Dog Collar (Anti bark) 2114/MCB D SR 5.00 4.17 5.00 4.17 Batteries - Dog Collar (Remote spray) 2114/MCB D SR 7.00 5.83 7.00 5.83 Loan of Dog Collar - 2 week (Anti bark) 2114/MCB D SR 10.00 8.33 10.00 8.33 Loan of Dog Collar - 2 wk (Remote spray) 2114/MCB D SR 10.00 8.33 10.00 8.33 Dog Appeasing Pheromone - plug in 2114/MCB D SR 31.00 25.83 31.00 25.83 Dog Appeasing Pheromone - refill 2114/MCB D SR 16.00 13.33 16.00 13.33 Sale of Dog Toys 2114/MCB D SR note 2 note 2 note 2 note 2 2 Emergency Vets Fees 2114/MPH D SR Actual Cost Actual Cost Actual Cost Actual Cost Scatter Crystals 2114/MCB D SR 6.00 5.00 6.00 5.00 Pavement Stencils 2114/MCB D SR note 5 note 5 note 5 note 5 5 Fixed Penalty Notices: Failing to keep dog on lead as instructed 2114/MCP D OS 75.00 75.00 75.00 75.00 6 Dog entering exclusion area 2114/MCP D OS 75.00 75.00 75.00 75.00 6 Dog fouling 2114/MCP D OS 75.00 75.00 75.00 75.00 6
Sewers Sewer Connections (incl Site Survey) 2125/MCB D ZR Negotiable Negotiable Negotiable Negotiable Land Drainage - Investigation 2125/MCB D SR Negotiable Negotiable Negotiable Negotiable
High Hedges 2116/MCB D SR 391.31 326.09 410.00 341.67
Contaminated Land Response to enquiry relating to contaminated site - Minimum Charge 2115/MPB A OS 125.00 125.00 75.00 75.00 - Hourly Rate 2115/MPB B OS 65.00 65.00 Negotiable Negotiable
Pollution, Prevention & Control Prescribed Process Application Fee 2122/MPC D OS Stat Fee Stat Fee Stat Fee Stat Fee 1 Prescribed Process Subsistence Payments 2122/MPC D OS Stat Fee Stat Fee Stat Fee Stat Fee 1 Copy of Prescribed Processes Register 2122/MCB D OS 335.00 335.00 335.00 335.00 Additional copy of Prescribed Process Permit 2122/MCB D OS 18.00 18.00 18.00 18.00
Commercial Health Training Courses 2108/MCB CIEH Level 1 Certificate in Food Hygiene M SR 37.58 31.32 45.00 37.50 CIEH Level 2 Certificate in Food Hygiene M SR 58.42 48.68 65.00 54.17 CIEH Level 2 Refresher Certificate in Food M SR 37.58 31.32 45.00 37.50 Hygiene (Training provided by Price Marriner & Associates - all payments taken through them)
1 Statutory fee, therefore subject to revision by Government 7 Subject to survey 2 Price depends on muzzle size or dog toy type 8 To be deducted from any charge for treatment if required 3 Two hours allowed on site 9 Survey, upto 5 visits for treatment, advice, drain survey if 4 50% concession for residents in receipt of a means tested necessary, quote for minor repairs. benefit 10 Survey, 3 visits to treat infestation, and advice . 5 Depends on quantity ordered 11 1 visit, survey and advice . 6 Reduced to £50 if paid within 10 days 12 Block treatments (more than 1 property treated at the same time) – reduction in individual rates subject to circumstances
3 Page 112 SCHEDULE OF CHARGES 2012/13
2011/12 BASIS OF VAT 2011/12 (EXC 2012/13 (INC 2012/13 (EXC SERVICE GL CODE (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ VAT) £ £
ENVIRONMENTAL HEALTH AND TECHNICAL SERVICES Envirocrime Fixed Penalty Notices: Depositing Litter 2116/MCP D OS 75.00 75.00 75.00 75.00 1 Failure to comply with - Street Litter Control Notice 2116/MCP D OS 100.00 100.00 100.00 100.00 2 - Litter Clearing Notice 2116/MCP D OS 100.00 100.00 100.00 100.00 2 - Waste Receptacles Notice 2116/MCP D OS 100.00 100.00 100.00 100.00 2 Failure to Produce Waste Documents 2116/MCP D OS 300.00 300.00 300.00 300.00 3 Failure to Produce Authority to Transport Waste 2116/MCP D OS 300.00 300.00 300.00 300.00 3 Unauthorised Distribution of Free Printed Matter 2116/MCP D OS 75.00 75.00 75.00 75.00 1 Waste Receptacles Offences 2116/MCP D OS 100.00 100.00 100.00 100.00 2 Nuisance Parking 2116/MCP D OS 100.00 100.00 100.00 100.00 4 Graffiti and Fly Posting 2116/MCP D OS 75.00 75.00 75.00 75.00 1 Abandoned Vehicles 2116/MCN D OS 200.00 200.00 200.00 200.00
Car Parking Charges Weavers Court, Narborough up to 2 hours 4000/MKA D SR Free Free Free Free up to 3 hours 4000/MKA D SR 1.00 0.83 1.00 0.83 up to 4 hours 4000/MKA D SR 2.50 2.08 2.50 2.08 over 4 hours 4000/MKA D SR 4.50 3.75 4.50 3.75 Season Tickets 4000/MKA L SR 395.00 329.17 395.00 329.17 Residents Parking Permits 4000/MKA L SR 50.00 41.67 50.00 41.67 Narborough Station, Narborough All day 4000/MKA H SR 3.75 3.13 3.76 3.13 Season Tickets 4000/MKA L SR 395.00 329.17 395.00 329.17 Enderby Road, Blaby up to 3 hours 4000/MKB D SR 0.10 0.08 0.20 0.17 up to 4 hours 4000/MKB D SR 1.50 1.25 1.50 1.25 over 4 hours 4000/MKB D SR 4.50 3.75 4.50 3.75 Season Tickets 4000/MKB L SR 395.00 329.17 395.00 329.17 Residents Parking Permits 4000/MKB L SR 50.00 41.67 50.00 41.67 Short Stay Parking Permit 4000/MKB L SR 17.50 14.58 17.50 14.58 Johns Court, Blaby up to 3 hours 4000/MKB D SR 0.10 0.08 0.20 0.17 up to 4 hours 4000/MKB D SR 1.50 1.25 1.50 1.25 over 4 hours 4000/MKB D SR 4.50 3.75 4.50 3.75 Season Tickets 4000/MKB L SR 395.00 329.17 395.00 329.17 Residents Parking Permits 4000/MKB L SR 50.00 41.67 50.00 41.67 Short Stay Parking Permit 4000/MKB L SR 17.50 14.58 17.50 14.58 Wigston Road, Blaby All day 4000/MKB H SR 2.00 1.67 1.00 0.83 Season Tickets 4000/MKB L SR 100.00 83.33 100.00 83.33 Residents Parking Permits 4000/MKB L SR 50.00 41.67 50.00 41.67 Other Car Parks Season Tickets 4000/MKC L SR 100.00 83.33 100.00 83.33 Residents Parking Permits 4000/MKC L SR 50.00 41.67 50.00 41.67
Fixed Penalty Charge Notices 4000/MZA D SR Stat Fee Stat Fee Stat Fee Stat Fee
1 Reduced to £50 if paid within 10 days 2 Reduced to £70 if paid within 10 days 3 Reduced to £200 if paid within 10 days 4 Reduced to £75 if paid within 10 days
4 Page 113 SCHEDULE OF CHARGES 2012/13
2012/13 BASIS OF VAT 2011/12 (INC 2011/12 (EXC 2012/13 (EXC SERVICE GL CODE (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ VAT) £ £
LICENCES 1 Commercial Health Licensing Licence to keep a shop for sale of 2105/MCB A OS 80.00 80.00 80.00 80.00 Pet Animals Licence to keep an Animal Boarding 2105/MCB A OS 80.00 80.00 80.00 80.00 Establishment Licence to keep a Riding Establishment 2105/MCB A OS 100.00 100.00 100.00 100.00 2 Breeding of Dogs Licence 2105/MCB A OS 80.00 80.00 80.00 80.00 Dangerous Wild Animals Act 1976 2105/MCB A OS 200.00 200.00 200.00 200.00 2 (if after 30th June, 50% fee payable Tattooists, Ear Piercing, Acupuncture 2107/MCB A OS 100.00 100.00 100.00 100.00 & Electrolysis Hairdressers 2107/MCB A OS 100.00 100.00 100.00 100.00 Registration of Motor Salvage Operator 2100/MCB D OS 75.00 75.00 75.00 75.00 Street Trading Licence 2108/MCB A OS New New 350.00 350.00
Hackney Carriages & Private Hire 3 Hackney Carriage Licence (Vehicle) 2101/MCB A OS 175.00 175.00 175.00 175.00 Private Hire Vehicle Licence 2101/MCB A OS 170.00 170.00 170.00 170.00 Drivers Licence 2101/MCB A OS 70.00 70.00 70.00 70.00 Private Hire Operator 2101/MCB A OS 170.00 170.00 170.00 170.00 Vehicle Plate Holder/Bracket 2101/MZA D SR 26.56 22.13 26.56 22.13 Vehicle Plate 2101/MZA D SR 16.00 13.33 16.00 13.33 Replacement Badge/Vehicle Transfer 2101/MZA D SR 8.00 6.67 8.00 6.67 Replacement Set of Badge Fixings 2101/MZA D SR 0.52 0.43 0.52 0.43 Knowledge & Highway Code Test 2101/MCB D OS 10.00 10.00 10.00 10.00 Knowledge & Highway Code Retest 2101/MCB D OS 15.00 15.00 15.00 15.00
Licensing Act 2003 4 Application/Annual Fees 2102/MCB D OS Stat Fee Stat Fee Stat Fee Stat Fee
Gambling Act 2005 New Small Casino New Application fee with provisional 2103/MCB D OS 3,000.00 3,000.00 3,000.00 3,000.00 statement New Application fee 2103/MCB D OS 8,000.00 8,000.00 8,000.00 8,000.00 Annual fee 2103/MCB D OS 5,000.00 5,000.00 5,000.00 5,000.00 Variation fee 2103/MCB D OS 4,000.00 4,000.00 4,000.00 4,000.00 Change of circumstances 2103/MCB D OS 50.00 50.00 50.00 50.00 Transfer of licence 2103/MCB D OS 1,800.00 1,800.00 1,800.00 1,800.00 Reinstatement fee 2103/MCB D OS 1,800.00 1,800.00 1,800.00 1,800.00 Provisional Statement 2103/MCB D OS 8,000.00 8,000.00 8,000.00 8,000.00 Copy of licence 2103/MCB D OS 25.00 25.00 25.00 25.00 New Large Casino New Application fee with provisional 2103/MCB D OS 5,000.00 5,000.00 5,000.00 5,000.00 statement New Application fee 2103/MCB D OS 10,000.00 10,000.00 10,000.00 10,000.00 Annual fee 2103/MCB D OS 10,000.00 10,000.00 10,000.00 10,000.00 Variation fee 2103/MCB D OS 5,000.00 5,000.00 5,000.00 5,000.00 Change of circumstances 2103/MCB D OS 50.00 50.00 50.00 50.00 Transfer of licence 2103/MCB D OS 2,150.00 2,150.00 2,150.00 2,150.00 Reinstatement fee 2103/MCB D OS 2,150.00 2,150.00 2,150.00 2,150.00 Provisional Statement 2103/MCB D OS 1,000.00 1,000.00 1,000.00 1,000.00 Copy of licence 2103/MCB D OS 25.00 25.00 25.00 25.00
1 Most licences are issued annually 3 Subject to Statutory Notice and Rights of Objection 2 Plus Vet Fee 4 Statutory Fee, therefore subject to revision by Government
5 Page 114 SCHEDULE OF CHARGES 2012/13
2011/12 2012/13 BASIS OF VAT 2011/12 (EXC 2012/13 (EXC SERVICE GL CODE (INC VAT) (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ £ £
LICENCES 1 Gambling Act 2005 Regional Casino New Application fee with provisional 2103/MCB D OS 8,000.00 8,000.00 8,000.00 8,000.00 statement New Application fee 2103/MCB D OS 15,000.00 15,000.00 15,000.00 15,000.00 Annual fee 2103/MCB D OS 15,000.00 15,000.00 15,000.00 15,000.00 Variation fee 2103/MCB D OS 7,500.00 7,500.00 7,500.00 7,500.00 Change of circumstances 2103/MCB D OS 50.00 50.00 50.00 50.00 Transfer of licence 2103/MCB D OS 6,500.00 6,500.00 6,500.00 6,500.00 Reinstatement fee 2103/MCB D OS 6,500.00 6,500.00 6,500.00 6,500.00 Provisional Statement 2103/MCB D OS 15,000.00 15,000.00 15,000.00 15,000.00 Copy of licence 2103/MCB D OS 25.00 25.00 25.00 25.00 Bingo Club New Application fee with provisional 2103/MCB D OS 285.00 285.00 285.00 285.00 statement New Application fee 2103/MCB D OS 800.00 800.00 800.00 800.00 Annual fee 2103/MCB D OS 250.00 250.00 250.00 250.00 Variation fee 2103/MCB D OS 800.00 800.00 800.00 800.00 Change of circumstances 2103/MCB D OS 25.00 25.00 25.00 25.00 Transfer of licence 2103/MCB D OS 285.00 285.00 285.00 285.00 Reinstatement fee 2103/MCB D OS 285.00 285.00 285.00 285.00 Provisional Statement 2103/MCB D OS 800.00 800.00 800.00 800.00 Copy of licence 2103/MCB D OS 25.00 25.00 25.00 25.00 Tracks New Application fee with provisional 2103/MCB D OS 285.00 285.00 285.00 285.00 statement New Application fee 2103/MCB D OS 800.00 800.00 800.00 800.00 Annual fee 2103/MCB D OS 250.00 250.00 250.00 250.00 Variation fee 2103/MCB D OS 800.00 800.00 800.00 800.00 Change of circumstances 2103/MCB D OS 25.00 25.00 25.00 25.00 Transfer of licence 2103/MCB D OS 285.00 285.00 285.00 285.00 Reinstatement fee 2103/MCB D OS 285.00 285.00 285.00 285.00 Provisional Statement 2103/MCB D OS 800.00 800.00 800.00 800.00 Copy of licence 2103/MCB D OS 25.00 25.00 25.00 25.00 Family Entertainment Centres New Application fee with provisional 2103/MCB D OS 285.00 285.00 285.00 285.00 statement New Application fee 2103/MCB D OS 800.00 800.00 800.00 800.00 Annual fee 2103/MCB D OS 250.00 250.00 250.00 250.00 Variation fee 2103/MCB D OS 800.00 800.00 800.00 800.00 Change of circumstances 2103/MCB D OS 25.00 25.00 25.00 25.00 Transfer of licence 2103/MCB D OS 285.00 285.00 285.00 285.00 Reinstatement fee 2103/MCB D OS 285.00 285.00 285.00 285.00 Provisional Statement 2103/MCB D OS 800.00 800.00 800.00 800.00 Copy of licence 2103/MCB D OS 25.00 25.00 25.00 25.00 Adult Gaming Centre New Application fee with provisional 2103/MCB D OS 285.00 285.00 285.00 285.00 statement New Application fee 2103/MCB D OS 800.00 800.00 800.00 800.00 Annual fee 2103/MCB D OS 250.00 250.00 250.00 250.00 Variation fee 2103/MCB D OS 800.00 800.00 800.00 800.00 Change of circumstances 2103/MCB D OS 25.00 25.00 25.00 25.00 Transfer of licence 2103/MCB D OS 285.00 285.00 285.00 285.00 Reinstatement fee 2103/MCB D OS 285.00 285.00 285.00 285.00 Provisional Statement 2103/MCB D OS 800.00 800.00 800.00 800.00 Copy of licence 2103/MCB D OS 25.00 25.00 25.00 25.00
1 Most licences are issued annually
6
Page 115 SCHEDULE OF CHARGES 2012/13
2011/12 2012/13 BASIS OF VAT 2011/12 (EXC 2012/13 (EXC SERVICE GL CODE (INC VAT) (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ £ £
LICENCES 1 Gambling Act 2005 Betting Premises (other) New Application fee with provisional 2103/MCB D OS 285.00 285.00 285.00 285.00 statement New Application fee 2103/MCB D OS 800.00 800.00 800.00 800.00 Annual fee 2103/MCB D OS 250.00 250.00 250.00 250.00 Variation fee 2103/MCB D OS 800.00 800.00 800.00 800.00 Change of circumstances 2103/MCB D OS 25.00 25.00 25.00 25.00 Transfer of licence 2103/MCB D OS 285.00 285.00 285.00 285.00 Reinstatement fee 2103/MCB D OS 285.00 285.00 285.00 285.00 Provisional Statement 2103/MCB D OS 800.00 800.00 800.00 800.00 Copy of licence 2103/MCB D OS 25.00 25.00 25.00 25.00 Family Entertainment Centre Gaming Machine New applications 2103/MCB D OS 300.00 300.00 300.00 300.00 Renewal 2103/MCB D OS 300.00 300.00 300.00 300.00 Application fee 2103/MCB D OS 100.00 100.00 100.00 100.00 Change of name 2103/MCB D OS 25.00 25.00 25.00 25.00 Copy of permit 2103/MCB D OS 15.00 15.00 15.00 15.00 Prize Gaming Permit New applications 2103/MCB D OS 300.00 300.00 300.00 300.00 Renewal 2103/MCB D OS 300.00 300.00 300.00 300.00 Application fee 2103/MCB D OS 100.00 100.00 100.00 100.00 Change of name 2103/MCB D OS 25.00 25.00 25.00 25.00 Copy of permit 2103/MCB D OS 15.00 15.00 15.00 15.00 Gaming Machines Notifications & Permits in Licensed Premises New applications fee 2103/MCB D OS 150.00 150.00 150.00 150.00 Annual fee 2103/MCB D OS 50.00 50.00 50.00 50.00 Application fee (existing S34 Operator) 2103/MCB D OS 100.00 100.00 100.00 100.00 Vary application 2103/MCB D OS 100.00 100.00 100.00 100.00 Transfer application 2103/MCB D OS 25.00 25.00 25.00 25.00 Change of name 2103/MCB D OS 25.00 25.00 25.00 25.00 Copy of permit 2103/MCB D OS 15.00 15.00 15.00 15.00 Notification fee 2103/MCB D OS 50.00 50.00 50.00 50.00 Club Gaming Permit New applications 2103/MCB D OS 200.00 200.00 200.00 200.00 Annual fee 2103/MCB D OS 50.00 50.00 50.00 50.00 Renewal 2103/MCB D OS 200.00 200.00 200.00 200.00 Renewal (Club Premises Cert Holder) 2103/MCB D OS 100.00 100.00 100.00 100.00 Application fee (fast track) 2103/MCB D OS 100.00 100.00 100.00 100.00 Vary application 2103/MCB D OS 100.00 100.00 100.00 100.00 Copy of permit 2103/MCB D OS 15.00 15.00 15.00 15.00 Club Machine Permit New applications 2103/MCB D OS 200.00 200.00 200.00 200.00 Annual fee 2103/MCB D OS 50.00 50.00 50.00 50.00 Renewal 2103/MCB D OS 200.00 200.00 200.00 200.00 Renewal (Club Premises Cert Holder) 2103/MCB D OS 100.00 100.00 100.00 100.00 Application fee (fast track) 2103/MCB D OS 100.00 100.00 100.00 100.00 Vary application 2103/MCB D OS 100.00 100.00 100.00 100.00 Copy of permit 2103/MCB D OS 15.00 15.00 15.00 15.00
Temporary Use Notice (TUN) 2103/MCB D OS 275.00 275.00 275.00 275.00 Temporary Use Notice - copy 2103/MCB D OS 25.00 25.00 25.00 25.00 Small Society Lottery Registration 2103/MCB D OS 40.00 40.00 40.00 40.00 Small Society Lottery Registration - Annual Fee 2103/MCB D OS 20.00 20.00 20.00 20.00
Miscellaneous Charges Black & White Photocopy and copy of entry in Public Register - Motor Salvage 2100/MZA D OS 0.75 0.75 0.75 0.75 - Hackney Carriages/Private Hire 2101/MZA D OS 0.75 0.75 0.75 0.75 - Licensing Act 2003 2102/MZA D OS 0.75 0.75 0.75 0.75 - Gambling Act 2103/MZA D OS 0.75 0.75 0.75 0.75
1 Most licences are issued annually
7 Page 116 SCHEDULE OF CHARGES 2012/13
2011/12 2012/13 BASIS OF VAT 2011/12 (EXC 2012/13 (EXC SERVICE GL CODE (INC VAT) (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ £ £
PLANNING SERVICES Planning Application Fees 2202/MCB D OS Stat Fee Stat Fee Stat Fee Stat Fee Local Searches - Requests for 2202/MZA A OS note 1 note 1 note 1 note 1 1 supplementary information following a Local Search, PLUS £20 for each copy of Decision Notice Copies of Decision Notice 2202/MZA D OS 40.00 40.00 40.00 40.00 Copies of Documents from Planning 2,3,4 Application Files: Document Search and black & white 2202/MZA R OS 1.00 1.00 1.00 1.00 copy thereof up to & including A3 size Document Search and colour copy 2202/MZA R OS 1.50 1.50 1.50 1.50 thereof up to & including A3 size Document Search and black & white 2202/MZA R OS 4.00 4.00 4.00 4.00 copy thereof over A3 size Copies of Ordnance Survey Map extracts Ordnance Survey Royalty fee 2202/MCA E SR note 5 note 5 note 5 note 5 5 Admin charge 2202/MCA E ZR 10.00 10.00 10.00 10.00 Pre-application Advice Meetings Strategic Proposal 2202/MPA E SR 360.00 300.00 360.00 300.00 Major Proposal 2202/MPA E SR 300.00 250.00 300.00 250.00 Minor Proposal 2202/MPA E SR 120.00 100.00 120.00 100.00 Written Advice Strategic Proposal 2202/MPA E SR 240.00 200.00 240.00 200.00 Major Proposal 2202/MPA E SR 180.00 150.00 180.00 150.00 Minor Proposal 2202/MPA E SR 90.00 75.00 90.00 75.00 Other Requests 2202/MPA E SR 60.00 50.00 60.00 50.00
Statutory Plans 3,6 Blaby District Local Plan (Adopted) including Proposals Map 2206/MCB D OS 76.75 76.75 79.00 79.00 Proposals Map only 2206/MCB D OS 33.50 33.50 34.50 34.50 Blaby District Local Plan (Deposit) 2206/MCB D OS 76.75 76.75 79.00 79.00 Blaby District Local Plan Inspectors Report & Addendum 2206/MCB D OS 55.25 55.25 57.00 57.00 Statement of Decisions on the 2206/MCB D OS 39.25 39.25 40.50 40.50 Inspectors Report & Proposed Modifications Statement of Decisions on objections 2206/MCB D OS 33.50 33.50 34.50 34.50 to Proposed Modifications Proposed Further Modifications 2206/MCB D OS 33.50 33.50 34.50 34.50 Blaby District Local Development Framework Annual Monitoring Report 2206/MCB D OS 38.00 38.00 39.00 39.00 Sustainability Appraisal Scoping Report 2206/MCB D OS 38.00 38.00 39.00 39.00 Housing Needs Survey 2206/MCB D OS 108.25 108.25 111.50 111.50 Employment Land Study 2206/MCB D OS 108.25 108.25 111.50 111.50 Urban Capacity Study 2206/MCB D OS 108.25 108.25 111.50 111.50 Gypsy & Travellers' Accommodation 2206/MCB D OS 108.25 108.25 111.50 111.50 Assessment Strategic Flood Risk Assessment 2206/MCB D OS 108.25 108.25 111.50 111.50 Landscape Character Assessment 2206/MCB D OS 108.25 108.25 111.50 111.50 Climate Change Study 2206/MCB D OS 108.25 108.25 111.50 111.50 Retail Study 2206/MCB D OS 108.25 108.25 111.50 111.50 Phase 1 Vegetation & Habitat Study 2206/MCB D OS 108.25 108.25 111.50 111.50 Blaby Town Centre Masterplan 2206/MCB D OS 108.25 108.25 111.50 111.50 Sustainability Appraisal (Issues & 2206/MCB D OS 108.25 108.25 111.50 111.50 Options version 2) Sustainability Appraisal (Alternative 2206/MCB D OS 108.25 108.25 111.50 111.50 Options) Local Development Scheme 2206/MCB D OS 38.00 38.00 39.00 39.00 Statement of Community Involvement 2206/MCB D OS 38.00 38.00 39.00 39.00 Village Services Factfile 2206/MCB D OS 38.00 38.00 39.00 39.00 Settlement Hierarchy Report 2206/MCB D OS 38.00 38.00 39.00 39.00 Leicester & Leics Strategic Housing 2206/MCB D OS 108.25 108.25 111.50 111.50 Market Area Assessment Leicester & Leics Housing Market 2206/MCB D OS 108.25 108.25 111.50 111.50 Area Employment Land Study Strategic Housing Land Availability 2206/MCB D OS 108.25 108.25 111.50 111.50 Assessment Open Spaces, Sport & Recreation 2206/MCB D OS 108.25 108.25 111.50 111.50 Strategic Green Wedge Review 2206/MCB D OS 108.25 108.25 111.50 111.50 Assessment of Transport Implications 2206/MCB D OS 108.25 108.25 111.50 111.50 Affordable Housing Viability Assessment 2206/MCB D OS 108.25 108.25 111.50 111.50 Sustainability Assessment (Submission) 2206/MCB D OS 108.25 108.25 111.50 111.50 Core Strategy - all versions 2206/MCB D OS 38.00 38.00 39.00 39.00 Leicester & Leics Growth Infrastructure 2206/MCB D OS 108.25 108.25 111.50 111.50 Assessment
1 Delegated to Legal Services Manager in consultation with the 4Subject to a minimum charge of £12 if an invoice is Deputy Chief Executive required 2 Including Appeal Decision Letters, Inspectors' Reports, and Plans 5Fee as notified by Ordnance Survey 3 Postage & packaging extra 6 50% reduction to residents of Blaby District
8 Page 117 SCHEDULE OF CHARGES 2012/13
2011/12 2012/13 BASIS OF VAT 2011/12 (EXC 2012/13 (EXC SERVICE GL CODE (INC VAT) (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ £ £
PLANNING SERVICES (continued) Other Documents 1,2,3 Annual Residential Land Availability 2205/MCB D OS 54.00 54.00 55.00 55.00 Statement Annual Employment Land Availability 2205/MCB D OS 33.50 33.50 34.50 34.50 Statement Motorway's Retail Area Information Pack 2205/MCB D OS 28.25 28.25 29.00 29.00 Meridian Leisure Information Pack 2205/MCB D OS 28.25 28.25 29.00 29.00
Supplementary Planning Guidance 1,2,3 Affordable Housing 2205/MCB D OS 33.50 33.50 34.50 34.50 Conservation Area Character Statement 2205/MCB D OS 33.50 33.50 34.50 34.50 Planning & Noise 2205/MCB D OS 33.50 33.50 34.50 34.50 4 Planning Obligations & Developer Contributions PSD 2205/MCB D OS 33.50 33.50 34.50 34.50 4
BUILDING REGULATION SERVICES Building Regulation Application New Dwellings 5001/MCB D SR note 5 note 5 note 5 note 5 5 Domestic Extensions 5001/MCB D SR note 5 note 5 note 5 note 5 5 Other Domestic Works 5001/MCB D SR note 5 note 5 note 5 note 5 5 Commercial 5001/MCB D SR note 5 note 5 note 5 note 5 5
Document Search of Building 5001/MCB D OS 40.00 40.00 40.00 40.00 Regulation Files
Document Search of Building 5001/MCB D OS 40.00 40.00 40.00 40.00 Regulation Files & supplying copy of Decision Notice & Completion Certificate (if available)
Copies of other documents from 1,6 Building Regulation Files (to be charged in conjunction with Document Search fee detailed above): Black & white copy up to & including 5001/MCB R OS 1.00 1.00 1.00 1.00 A3 size Colour copy up to & including A3 size 5001/MCB R OS 1.50 1.50 1.50 1.50 Black & white copy over A3 size 5001/MCB R OS 4.00 4.00 4.00 4.00
LEGAL SERVICES Production of the following legal 7 documentation & related ancilliary work: Easements 8011/MCB D SR Negotiable Negotiable Negotiable Negotiable Planning Agreements 8011/MCB D SR Negotiable Negotiable Negotiable Negotiable
Ancilliary work relating to miscellaneous documents 8011/MCB D SR Negotiable Negotiable Negotiable Negotiable
Local Land Charge Search Fees 8 LLC1 Enquiry: Residential 1308/MCB D OS 22.00 22.00 22.00 22.00 Commercial 1308/MCB D OS 22.00 22.00 22.00 22.00 Con 29 Enquiry: Residential 1308/MCB D OS 53.00 53.00 53.00 53.00 Commercial 1308/MCB D OS 53.00 53.00 53.00 53.00 Optional Enquiries 1308/MCB D OS 10.00 10.00 10.00 10.00 Own written enquiries 1308/MCB D OS 20.00 20.00 20.00 20.00 Additional Parcels of Land: LLC1 1308/MCB D OS 1.00 1.00 1.00 1.00 Con29 1308/MCB D OS 10.80 10.80 10.80 10.80
1 Postage and packaging extra 7 Committee authorisation is £150 - £500. Over £500 is 2 50% reduction to residents of Blaby District discretionary 3 Free to bona fide students 8 Delegated to Legal Services Manager in consultation with 4 New policy guidance the Deputy Chief Executive, subject to County Council element 5 Fees as per the Building Control Charges Scheme of charge, Law Society recommendations and any revisions by 6 Written consent must be obtained from the originator of the Lord Chancellor's Department documents or copyright holders 9 Statutory fee, therefore subject to revision by Government
9 Page 118 SCHEDULE OF CHARGES 2012/13
2011/12 2012/13 BASIS OF VAT 2011/12 (EXC 2012/13 (EXC SERVICE GL CODE (INC VAT) (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ £ £
SUNDRY CHARGES Photocopying (Black & White) A4 8000/MCB J SR Note 5 Note 5 Note 5 Note 5 5 To and including A3 8000/MCB J SR Note 5 Note 5 Note 5 Note 5 5 Sale of minutes and agendas Per copy 8005/MCB J ZR Note 5 Note 5 Note 5 Note 5 5 Annual subscription 8005/MCB L ZR Note 5 Note 5 Note 5 Note 5 5 Planning Committee - annual subs 8005/MCB L ZR Note 5 Note 5 Note 5 Note 5 5 Housing Advances Mortgage Status Enquiries (rent 8006/MCB D OS 35.00 35.00 35.00 35.00 reference) Street Nameplates 2200/MCB D SR 114.00 95.00 114.00 95.00 Rent of Council Owned Garages 8046/MCZ K SR 6.00 5.00 6.00 5.00 Rent of Council Owned Parking Plots 8046/MCZ K SR 3.84 3.20 3.84 3.20 Rent of Glebe Drive, Countesthorpe Weekly rent (no.'s 16,18,20 & 32 only) 3009/MCC L OS 18.29 18.29 18.84 18.84 Weekly rent (all others) 3009/MCC K OS 16.55 16.55 17.20 17.20 Sale of Financial Booklets 8006/MCB D ZR 8.00 8.00 10.00 10.00 (e.g. Financial Statement etc) Food Premises Register (Commercial) Complete 2108/MCB D OS 375.00 375.00 375.00 375.00 Per entry (minimum) 2108/MCB D OS 12.00 12.00 12.00 12.00 Each additional entry 2108/MCB D OS 7.00 7.00 7.00 7.00 Footpath Orders - stopping up/diversion plus for each additional path included 8011/MCB D OS 500.00 500.00 500.00 500.00 6 Data Protection Act 1998 - data requests 1111/MCB D OS Stat Fee Stat Fee Stat Fee Stat Fee Freedom of Information Act 2000 1111/MCB D OS Stat Fee Stat Fee Stat Fee Stat Fee Letter of Confirmation of Registration 1305/MCB D OS Note 1 Note 1 Note 1 Note 1 1 Health Certificate - Exported Food 2108/MCB D OS 58.00 58.00 58.00 58.00 Immigration Service Certificates Provision of Initial Certificate 8013/MCB D OS 70.00 70.00 70.00 70.00 Subsequent revision 8013/MCB D OS 20.00 20.00 20.00 20.00 Parking Fines Band 1 4000/MCX P OS Stat Fee Stat Fee Stat Fee Stat Fee 1,2 Band 2 4000/MCX P OS Stat Fee Stat Fee Stat Fee Stat Fee 1,2 Credit card Transaction Fee (for 1114/MCB D EX 3 transactions in excess of £50) Section 28 - Statement of Facts 2111/MCB D OS 125.00 125.00 125.00 125.00 (Accidents) Sale of Register of Electors 4 On paper - base charge 1305/MCB A OS 10.00 10.00 10.00 10.00 - each additional 1,000 entries or part 1305/MCB D OS 5.00 5.00 5.00 5.00 In computer data format - base charge 1305/MCB A OS 20.00 20.00 20.00 20.00 - each additional 1,000 entries or part 1305/MCB D OS 1.50 1.50 1.50 1.50
1 Delegated to the Democratic Services Manager in consultation 3 1.65% of transaction value with the Chief Executive 4 Statutory fee thereby revised by the Government 2 Reduction of up to 50% when payment is made within 14 days 5 Price available upon request 6 Plus advertising costs
10 Page 119 SCHEDULE OF CHARGES 2012/13
2011/12 2012/13 BASIS OF VAT 2011/12 (EXC 2012/13 (EXC SERVICE GL CODE (INC VAT) (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ £ £
LEISURE CENTRES The Pavilion, Huncote Activity Charges Badminton Court - Adult 2011/MCB B SR 6.75 5.63 7.40 6.17 Badminton - Junior/Concessions 2011/MCB B SR 5.20 4.33 5.85 4.88 Badminton - Junior Unbooked 2011/MCB B SR 1.65 1.38 1.70 1.42 Badminton - Over 50's 2011/MCB B SR 2.20 1.83 2.30 1.92 Basketball (large court) 2011/MCB G SR 28.00 23.33 32.00 26.67 Indoor 3-a-side Football 2011/MCB G SR 28.00 23.33 33.00 27.50 Outdoor 5-a-side Football 2011/MCB G SR 29.20 24.33 32.00 26.67 Squash Court (40 minutes) - Adults 2011/MCB G SR 5.60 4.67 6.00 5.00 Squash - Junior/Concessions 2011/MCB G SR 4.55 3.79 5.20 4.33 Squash - Junior Unbooked 2011/MCB G SR 1.65 1.38 1.70 1.42 Table Tennis 2011/MCB G SR 5.60 4.67 6.00 5.00 Football League Match 2011/MCB G SR 17.30 14.42 18.00 15.00
Weights Room Induction Course 2011/MCB G SR 5.85 4.88 5.85 4.88 Adults 2011/MCB G SR 3.55 2.96 3.55 2.96 Juniors/Over 60's 2011/MCB G SR 3.05 2.54 3.05 2.54 Monthly Gym Ticket 2011/MCB G SR 20.50 17.08 20.50 17.08
Birthday Parties Bouncy Castle Party 2011/MCB G SR 73.50 61.25 80.00 66.67 Football Party 2011/MCB G SR 66.65 55.54 70.00 58.33 Multi Activity Party 2011/MCB G SR New New 90.00 75.00
Equipment Hire Hire of Badminton Racket 2011/MCB D SR 1.75 1.46 1.80 1.50 Hire of Soccer Ball 2011/MCB D SR 1.75 1.46 1.80 1.50 Hire of Squash Racket 2011/MCB D SR 1.75 1.46 1.80 1.50 Hire of Table Tennis Bat 2011/MCB D SR 1.75 1.46 1.80 1.50 Deposit Charge for Hire Items 2011/MCB G SR 12.75 10.63 13.00 10.83
Conference & Meeting Room Hire One to one Meeting Room 2011/MCB B EX 7.50 7.50 10.00 10.00 Function Room 2011/MCB G EX 18.00 18.00 20.00 20.00 Dance Studio 2011/MCB B EX 12.75 12.75 15.00 15.00
Courses & Classes Aerobics/Circuit Training 2011/MCB G SR 4.10 3.42 4.50 3.75 Pilates 2011/MCB G SR 3.30 2.75 3.70 3.08 Streetdance 2011/MCB G SR 3.30 2.75 3.70 3.08 Tai Chi 2011/MCB G SR 3.30 2.75 3.70 3.08 Zumba (Evening) 2011/MCB G SR 4.10 3.42 4.50 3.75 Zumba (Daytime) 2011/MCB G SR 2.50 2.08 2.60 2.17 Junior Badminton Coaching 2011/MCB K EX 3.70 3.70 3.80 3.80 No Strings Badminton - 1 hour 2011/MCB G SR 2.50 2.08 2.60 2.17 No Strings Badminton - 2 hours 2011/MCB G SR 4.00 3.33 4.10 3.42 Basketball Coaching (Juniors) 2011/MCB G EX 3.20 3.20 3.80 3.80
Promotional & Marketing Activities At discretion of authorised officers 2011/MCB D SR Negotiable Negotiable Negotiable Negotiable
Advance Booking Surcharge for Clubs Squash 2011/MCB G EX 1.50 1.50 1.65 1.65 Badminton 2011/MCB G EX 1.50 1.50 1.65 1.65 5-a-side 2011/MCB G EX 3.50 3.50 3.65 3.65
11 Page 120 SCHEDULE OF CHARGES 2012/13
2011/12 2012/13 BASIS OF VAT 2011/12 (EXC 2012/13 (EXC SERVICE GL CODE (INC VAT) (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ £ £
LEISURE CENTRES (continued) Enderby Leisure Centre Membership Adult L EX 32.35 32.35 30.00 30.00 Double Adult L EX 53.80 53.80 50.00 50.00 Junior/Over 60's L EX 16.20 16.20 17.00 17.00 Family L EX 64.80 64.80 60.00 60.00 Entrance Fee (Non Member) Adult F EX 1.30 1.30 1.30 1.30 Junior/Over 60's F EX 0.90 0.90 0.90 0.90 Activity Charges Aerobics G SR 4.50 3.75 4.50 3.75 Badminton Court/Short Tennis B EX 6.75 6.75 6.75 6.75 Everyone Active - Induction Course D EX 12.20 12.20 12.50 12.50 - Casual Use - At all time G EX 6.15 6.15 6.40 6.40 - Concession G EX 4.35 4.35 4.50 4.50 - Swimming - not inclusive of Centre Membership EX 19.00 19.00 20.00 20.00 - Workout - not inclusive of Centre Membership SR 34.00 28.33 n/a n/a - GP Referrals G EX 2.50 2.50 2.60 2.60 - Mature Movers G EX 2.10 2.10 2.60 2.60 - Monthly Membership (Single) - Option 1 (including Aerobics) G SR 36.00 30.00 37.50 31.25 - Monthly Membership (Joint) - Option 1 (including Aerobics) G SR 65.50 54.58 68.50 57.08 Studio 1 B EX 28.00 28.00 28.00 28.00 Studio 2 B EX 18.00 18.00 18.00 18.00 Meeting Room B EX 18.00 18.00 18.00 18.00 Creche (2 hours) - Mother in Building (1 Child) D EX 3.40 3.40 3.50 3.50 - Mother in Building (2 Children) D EX 2.95 2.95 3.00 3.00 Hire of Badminton Racket D EX 1.75 1.75 1.80 1.80 Hire of Soccer Ball D EX 1.75 1.75 1.80 1.80 Hire of Squash Racket D EX 1.75 1.75 1.80 1.80 Hire of Table Tennis Bat D EX 1.75 1.75 1.80 1.80 Hire of Main Halls G OS Negotiable Negotiable Negotiable Negotiable Holiday Activities (incl Lunch Cover) - Daily G EX 22.20 22.20 22.20 22.20 Indoor 5-a-side Football/Volleyball/ G EX 28.20 28.20 28.20 28.20 Basketball (small court)/Netball/ Hockey Junior unbooked Dry Side off peak G EX 1.45 1.45 1.50 1.50 Sports Academy - Member B EX 2.50 2.50 2.65 2.65 Squash Court (40 minutes) - Adults G EX 5.60 5.60 5.60 5.60 Table Tennis G EX 5.60 5.60 5.60 5.60 Bowls Hall Leisure Centre Member (2 hours) - Peak (October to April) D EX 3.30 3.30 3.40 3.40 - Hire of woods G EX 1.70 1.70 1.80 1.80
12 Page 121 SCHEDULE OF CHARGES 2012/13
2011/12 2012/13 BASIS OF VAT 2011/12 (EXC 2012/13 (EXC SERVICE GL CODE (INC VAT) (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ £ £
LEISURE CENTRES (continued) Swimming Pool (Enderby) Pool Charges Leisure Centre Member - Adult G EX 3.10 3.10 3.20 3.20 - Junior G EX 2.00 2.00 2.05 2.05 - Over 60's G EX 2.00 2.00 2.05 2.05 Non-Member - Adult G EX 3.60 3.60 3.70 3.70 - Junior G EX 2.20 2.20 2.25 2.25 - Over 60's G EX 2.20 2.20 2.25 2.25 Under Fours G EX No charge No charge No charge No charge Spectators G EX No charge No charge No charge No charge Pool Hire B EX 71.50 71.50 73.00 73.00 Lifeguard Hire B EX 10.50 10.50 11.00 11.00 Gala D EX Negotiable Negotiable Negotiable Negotiable Parent & Tot Sessions - Member G EX 2.50 2.50 2.60 2.60 - Non Member G EX 2.80 2.80 2.90 2.90 Aquarobics - Member G EX 4.40 4.40 4.40 4.40 Swimming Lessons Leisure Centre Member - Adult per 1/2 hour lesson A EX 4.00 4.00 4.10 4.10 - Junior per 1/2 hour lesson A EX 4.00 4.00 4.10 4.10 Non-Member - Adult per 1/2 hour lesson A EX 4.30 4.30 4.40 4.40 - Junior per 1/2 hour lesson A EX 4.30 4.30 4.40 4.40 Schools (30 Minutes) D OS 15.00 15.00 15.50 15.50 One-to-One (30 Minutes) - Leisure Centre Member - Adult G EX 14.50 14.50 15.00 15.00 - Junior G EX 14.50 14.50 15.00 15.00 - Non Member - Adult G EX 14.50 14.50 15.00 15.00 - Junior G EX 14.50 14.50 15.00 15.00 Promotional & Marketing Activities At discretion of authorised officers D SR Negotiable Negotiable Negotiable Negotiable Advance Booking Surcharge for Clubs Squash G EX 1.20 1.20 1.20 1.20 Badminton G EX 1.20 1.20 1.20 1.20 5-a-side G EX 3.00 3.00 3.00 3.00 Discounted Centre Membership Scheme for Groups (external organisations only), subject to Centre Management approval 5 - 9 people L EX 20% 20% 20% 20% 10 - 19 people L EX 25% 25% 25% 25% 20 - 39 people L EX 30% 30% 30% 30% 40 - 120 people L EX 35% 35% 35% 35% over 120 people L EX 40% 40% 40% 40%
Deposit Charge for Hire Items G EX 10.60 10.60 10.00 10.00
13 Page 122 SCHEDULE OF CHARGES 2012/13
2011/12 2012/13 BASIS OF VAT 2011/12 (EXC 2012/13 (EXC SERVICE GL CODE (INC VAT) (INC VAT) NOTE CHARGE CATEGORY VAT) £ VAT) £ £ £
LEISURE FACILITIES - GOLF COURSE 1 18 Holes Saturday, Sunday & Bank Holidays Adult, Junior & Over 60's G EX 12.99 12.99 13.50 13.50 Weekdays only Adult, Junior & Over 60's G EX 9.99 9.99 10.50 10.50 9 Holes Saturday, Sunday & Bank Holidays Adult, Junior & Over 60's G EX 9.99 9.99 10.50 10.50 Weekdays only Adult, Junior & Over 60's G EX 8.75 8.75 8.99 8.99 Season Ticket Weekdays only (excluding Bank Holidays) Adult - Season Ticket A EX 189.00 189.00 195.00 195.00 - Charge per Visit: November to April A EX 1.00 1.00 1.00 1.00 - Charge per Visit: May to October A EX 2.00 2.00 2.00 2.00 Junior & Over 60's - Season Ticket A EX 129.00 129.00 134.00 134.00 - Charge per Visit: November to April A EX 1.00 1.00 1.00 1.00 - Charge per Visit: May to October A EX 2.00 2.00 2.00 2.00 7 Days per Week Adult - Season Ticket A EX 269.00 269.00 275.00 275.00 - Charge per Visit: November to April A EX 1.00 1.00 1.00 1.00 - Charge per Visit: May to October A EX 2.00 2.00 2.00 2.00 Junior & Over 60's - Season Ticket A EX 195.00 195.00 199.00 199.00 - Charge per Visit: November to April A EX 1.00 1.00 1.00 1.00 - Charge per Visit: May to October A EX 2.00 2.00 2.00 2.00 Monthly Ticket Weekdays only (excluding Bank Holidays) Monthly Ticket A EX 42.00 42.00 42.00 42.00 Charge per Visit: November to April A EX 1.00 1.00 1.00 1.00 Charge per Visit: May to October A EX 2.00 2.00 2.00 2.00 7 Days per Week Monthly Ticket A EX 55.00 55.00 55.00 55.00 Charge per Visit: November to April A EX 1.00 1.00 1.00 1.00 Charge per Visit: May to October A EX 2.00 2.00 2.00 2.00
1 Charges to apply from 1st May 2012
14 Page 123 This page is intentionally left blank
Page 124 Agenda Item 13 BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20th February 2012
Subject: Council Tax 2012/13
Report of: Deputy Chief Executive
Portfolio Holder Councillor J. Hudson – Finance & Efficiency Portfolio Holder
Status: Public
1. Purpose of Report
1.1 To inform Cabinet Executive of the arrangements for setting Council Tax 2012/13.
2. Recommendation to Council
2.1 To follow.
3. Reason for Decision Recommended
3.1 To follow.
4. Forward Plan
4.1 Forward Plan Reference Number: 10/11(041).
5. Key Decision
5.1 No – Council Decision.
6. Matters for Consideration
6.1 This Council is due to set its Council Tax for 2012/13 on 23rd February, 2012. In order to set the Council Tax, the Council must first:
• Determine its own budget requirement
• Have received details of the precepting requirements of the major preceptors (County Council, Police and Fire Authorities) and of the local preceptors (Parish Councils and Parish meetings) in its area.
6.2 At the time of writing the Council has yet to receive details of all of its preceptors’ requirements, for example, the County Council is not due to
Page 125 formally set its requirement until 22 nd February, 2012.
6.3 It is therefore proposed that a supplemental Council Tax setting report (reflecting the budget requirement proposed to be set) be circulated to Cabinet and Council following receipt of all of the preceptors’ requirements.
7. Other Relevant Considerations
Human Rights Act 1998
N/A
Legal Implications
N/A
Equalities
N/A
Nottingham Declaration and Climate Change
N/A
Crime & Disorder
N/A
Human Resources Implications
N/A
Risk Assessment
N/A
Other
N/A
8. Other Options Considered
8.1 None.
9. Appropriate Consultations
9.1 Not applicable.
10. Financial and Efficiency Implications
As set out in the detail of the report
Page 126 11. Appendices to this report
11.1 None.
12. List of Background Papers
12.1 None.
The following Officers/Members have been consulted (identified by ): Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 127 This page is intentionally left blank
Page 128 Agenda Item 14
BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20 th February 2012
Subject: Medium Term Financial Strategy – Financial Forecast
Report of: Deputy Chief Executive
Portfolio Holder Councillor J. Hudson – Finance & Efficiency Portfolio Holder
Status: Public
1. Purpose of Report
1.1 To set out for information an update to the financial forecast which formed an integral part of the Council’s comprehensive Medium Term Financial Strategy (MTFS), published last September.
2. Recommendation to Cabinet Executive
2.1 The Cabinet Executive is asked to:-
a) note the updated financial forecast and the potential future budget implications arising therefrom.
b) note the sensitivity analysis which recognises the current uncertainty around the level of central government grant support for 2013/14 and 2014/15 and the pressures on Council Tax levels.
c) note that work to identify and deliver further savings in readiness for 2013/14 and 2014/15 will commence in April 2012.
3. Reason for Decision Recommended
3.1 To provide Cabinet Executive with an updated financial forecast based on the latest intelligence regarding likely levels of central government funding for 2013/14 and 2014/15 to inform the forward planning of services.
4. Forward Plan
4.1 Forward Plan Reference Number: 01/12(057).
Page 129
5. Key Decision
5.1 Yes.
6. Matters for Consideration
6.1 Introduction
The Council’s comprehensive Medium Term Financial Strategy (MTFS) covering the period 2011/12 to 2014/15 was set out in a document approved by Council in September 2011. The strategy was produced against a background of continuing economic uncertainty in the UK, volatility in the financial markets and the threat of a global recession. More recently the worsening sovereign debt crisis within a number of countries in the eurozone has placed further pressure on the ability of the UK economy to recover and see sustained positive growth in its Gross Domestic Product (GDP).
The Government’s Spending Review, published in the autumn of 2010, set out its plans to reduce the fiscal deficit over the life of the current parliament. The overall level of external grant support for local authorities over 2011/12 to 2014/15 formed part of the review. Councils were subsequently informed of their individual grant entitlement for 2011/12 and 2012/13 financial years but not for the last two years covered by the Spending Review.
6.2 Future Changes
The MTFS, referred to above, incorporated a three year financial forecast which set out anticipated levels of income and expenditure, including central government grant funding over the period 2012/13 to 2014/15. A sensitivity analysis was also included which looked at the impact of variances in expenditure and income but not variances in grant funding.
Since that time the Government has introduced and taken forward a series of initiatives which will impact on the likely level of central government grant support for 2013/13 and 2014/15. These initiatives include:-
• Business Rate (Growth) Retention • New Homes Bonus • Localising Support for Council Tax • Reforms to Council Tax • Council Tax Freezes
These issues will influence, to a greater or lesser degree, the financial landscape for all local authorities and as a consequence reduce the level of certainty and predictability with which one can forecast income and expenditure streams at this moment in time.
Nevertheless it is important to have a framework within which decisions can reasonably be made. Certain assumptions have been incorporated into the forecast set out in the table at Appendix A to this report. The basis of these assumptions is set out clearly in the explanatory notes alongside the table.
Page 130 6.3 Revenue Expenditure
The key variables in determining the forecast overall General Fund net revenue expenditure are as follows:
• Establishment Costs – establishment levels/pay awards
• Supplies, Services and Third Party Costs
• Income Streams – including investment income
• Costs of Borrowing
• Efficiency Savings
• Utilisation of Reserves and Balances
Each of these is described in more detail below.
Establishment Costs
For the purposes of the financial forecast a 1% per annum provision has been incorporated into the forecast for 2013/14 and 2014/15. However it is recognised that the outcome of the national pay negotiations may well produce a different result.
Supplies/Services/Third Party Costs
An inflation provision of 3% for 2013/14, reducing to 2% for 2014/15, has been incorporated for these costs going forward. This is based on recent reducing trends in inflation as some of the year on year high increases fall out and the overarching requirement of the Governor of the Bank of England to achieve his 2% inflation target.
Income Streams
An assumption of an average per annum increase of 3% in 2013/14 and 2% in 2014/15 increase has been applied generally across all existing income levels, recognising there will be significant variations within individual service area charges.
The Council has recently participated in an income generation review along with seven other East Midlands authorities. This was carried out in conjunction with Deloittes and funded by East Midlands Councils. The objective being to ascertain whether there are opportunities to increase existing streams and/or introduce new streams. The key recommendations from the review were:-
• Establish a clear corporate charging policy • Ensure there is clarity over full cost recovery and subsidy • Equity of charging • Look for benefits to be gained from creating and promoting a more commercial approach to service delivery
Page 131 • Consider premium charging to reflect either additional demand or enhanced service • Consider charges linked to environmental objectives
Capital Borrowing and Investment Income
The Council has recently reviewed its treasury management strategy with a view to reducing both its exposure to borrowing costs and its reliance on external investment income streams. The financial benefits of this change of strategy over the next three years are currently being calculated but in essence it is designed to significantly reduce the “cost of carry” for the Council. Cost of carry represents the difference between interest rates charged on monies borrowed by the Council and interest rates received from investments/lending. The costs of borrowing and investment returns included in this forecast partially reflect this change of strategy, based on information known at this point time and will therefore need to be re-visited in due course .
Efficiency Savings
The Council has undertaken a series of cost reduction exercises to achieve savings to enable it to produce an “affordable” budget for 2012/13. These initiatives have been achieved without any diminution of service quality standards both on the front-line and in the back office functions. This work, which is on-going, under the banner of “Project Hermes”, will face even tougher challenges in preparing for 2013/14 and 2014/15 financial year. This is particularly so given the aspiration to keep Council Tax at low levels and the underlying need to reduce reliance on contributions from reserves and balances.
Utilisation of Reserves and Balances
The Council has always adopted a prudent approach to both the levels of and the utilisation of reserves and balances. The policies in relation to utilisation of these funds have been set out in the main budget report. During the period leading up to the current Spending Review the decision was taken to set up a fund specifically to assist the Council in mitigating any adverse impact of the forecast grant reductions on service levels. However it is recognised that dependency on reserves to fund core service costs is not sustainable in the longer term and action will need to be taken to bring costs down to an affordable level.
6.4 Funding Arrangements
The funding of net revenue expenditure derives from the following sources and determines the financial envelope within which net expenditure has to be contained.
• Levels of Council Tax
• Central Government Grant
• Use of Balances and Reserves
The significant changes to the financial regime within which local authorities
Page 132 will be operating, outlined previously in this report, add to the uncertainty in terms of determining the likely size of the future funding envelope.
This lack of predictability is exacerbated by the Government’s move towards incentive driven funding arrangements in relation to both New Homes Bonus and Business Rate Growth Retention. A cautious approach therefore been needs to be taken with regard to these figures.
6.5 Financial Forecast
The forecast at Appendix A only extends to the financial years 2013/14 and 2014/15 i.e. the remainder of the period covered by the current Spending Review. It sets out the assumptions made in relation to all the variables included in the forecast. The reductions in central government grant are based on the average reduction figures set out in the Spending Review document for these last two years but it should be borne in mind that the actual reduction for Blaby over the first two years of the review period was 25.17% compared to the national average of 16.45%
A sensitivity analysis has also therefore been carried out and shown at Appendix B . This is based on grant levels at a further 5% and 10% less than that included in the main forecast and different scenarios in relation to Council Tax
The potential gap between forecast net revenue expenditure and forecast levels of funding is set out in the table below.
2012/13 2013/14 2014/15 £’000 £’000 £’000 Gross Revenue Expenditure 9,557 9,764 9,874
Less: Contribution from Balances/Reserves -450 -450 -325
Net Revenue Expenditure 9,107 9,314 9,549
Funding: - Council Tax 4,372 4,561 4,759 - Collection Fund Surplus 50 25 25 - Formula Grant/Business Rate Retention 4,468 4,430 4,182 - Council Tax Freeze Grant 217 108 108
Total 9,107 9,124 9,073
Gap 0 190 476
There are clearly many other scenarios that could be modelled including the utilisation of income forecasts from New Homes Bonus and growth in Business Rates to support expenditure.
General Reserve Fund
This fund, established to assist the Council through the financial difficulties caused by the banking crisis and subsequent economic instability, is forecast to stand at £1.402m at the start of April 2013. It has been earmarked to provide a temporary cushion to mitigate the adverse impact of grant
Page 133 reductions and to cover any one-off costs associated with delivering changes which will improve efficiency. The forecast assumes further utilisation of £400,000 in total of the fund over the period 2013/14 and 2014/15. Much will depend however on other factors such as the degree to which core expenditure can be further reduced and the levels of available external grant funding.
General Fund Balance
The Council’s General Fund balance also plays an important part in maintaining the financial stability of the Council. The policy regarding the level of the balance states that it should be maintained at no lower than 10% and, in normal circumstances, no higher than 25% of the proposed relevant net revenue expenditure each year. The estimated balance in the fund at the April 2013 is £2.23m which represents 24.5% of budgeted expenditure for 2012/13.
6.6 Summary
As with any projections there is a greater degree of risk, uncertainty and imprecision the further one looks ahead and more so in the current economic climate. Appendix C identifies some of these risks. Although these uncertainties make accurate planning more difficult it is nevertheless important to create a financial framework which provides the Council with adequate time to make any savings required. This will help ensure that any service changes are designed in a way which minimises the impact on service users and customers. Although the financial forecast has been informed using the most recent information available there remains a real lack of clarity around the working of the Business Rate Growth Retention scheme, including exactly what proportion of growth local authorities will get to keep.. As always the devil will be in the detail.
Whilst certain assumptions have been made in these forecast regarding future budgets and levels of Council Tax the final decisions will be a matter for Members.
7. Other Relevant Considerations
Human Rights Act 1998
Human rights have been considered but there are no overarching matters for concern in relation to this report.
Legal Implications
There are no legal implications
Human Resources Implications
There are no human resources implications
Risk Assessment & Business Continuity
Not applicable
Page 134
Equalities
No EINA is required for this report
Nottingham Declaration and Climate Change
Not applicable
Crime & Disorder
Not applicable
Other
Not applicable
8. Other Options Considered
8.1 To not provide an update to the financial forecast.
9. Appropriate Consultations
9.1 Not applicable
10. Financial and Efficiency Implications
10.1 The financial implications arising out of this report are set out in the content.
11. Appendices to this report
11.1 Appendix A - Financial Forecast 11.2 Appendix B - Sensitivity Analysis 11.3 Appendix C - Risk Matrix
12. List of Background Papers
12.1 None.
The following Officers/Members have been consulted (identified by ): Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 135 This page is intentionally left blank
Page 136 BLABY DISTRICT COUNCIL - MEDIUM TERM FINANCIAL STRATEGY 09-Feb-12 CENTRAL GENERAL FUND THREE YEAR FINANCIAL FORECAST - FEBRUARY 2012 February 9, 2012 1:26:03 PM 2012/13 Line No % 2013/14 % 2014/15 % Line No Key Assumptions
£'000 £'000 £'000
31,845 Gross Expenditure 1 31,845 31,845 1 2012/13 gross expenditure as per agreed budget rolled forward
Increases in Expenditure
0 Establishment - Cost of living increase @ 1% per annum 2 89 179 2 Estimated at 1% per annum for 2013/14 and 2014/15 0 Other Costs - Allowance for Inflation (3% and 2%) 3 187 315 3 Based on forward estimate of inflation using Consumer Price Index (CPI) for goods/services as guide 0 Additional Service Cost Pressures 4 0 0 4
0 Cost Of Additional Borrowing 5 246 421 5 Additonal revenue costs of borrowing requirements over 2012/13 to 2014/15 0 Council Tax Support Costs 6 0 0 6 Recognition that Localising Council Tax support may result in additional costs
0 Expenditure Increases Sub-Total 7 522 915 7 Total of increases against expenditure base
Savings in Expenditure
0 Project Hermes - Committed Savings 8 -108 -108 8 Saving from agreed reduction in directors from four to three 0 Other savings 9 9 Additional savings
0 Savings in Expenditure Sub-Total 10 -108 -108 10
31,845 Gross Expenditure Total 11 32,259 32,652 11 Forecast gross expenditure
Income
-5,121 Fees/Charges -inc 12 -5,121 -5,121 12 2012/13 gross income budget carried forward -17,046 Specific Grants (including benefits) 13 -17,046 -17,046 13 2012/13 income arising from central government and other grants carried forward -121 Investment Income 14 -121 -121 14 2012/13 investment income arising from internal and external investments
-22,288 Income Sub-Total 15 -22,288 -22,288 15 Baseline income carried forward Page 137
Increases/Decreases in Income 0 Income - Fees/Charges ( 3% and 2%) 16 -154 -260 16Takes into account impact of increases in fees/charges profiled at 3% and 2% over 2013/14 and 2014/15 0 Income - changes to planning fee regime @ 50% of estimate 17 0 0 17 Recognition of proposals to enable local authorities to recover full cost of Development Control service 0 Income - Other 18 0 0 18 0 Income - Investment Income (external/internal) 19 -53 -230 19 Takes into account revisions to Treasury Management Strategy -January 2012 - Interest rates of 0.5% and 0.8% on cash flow and 1.5% and 2.5% on external managed fund for 2013/14 and 2014/15 respectively 0 Income Increases Sub-Total 20 -207 -490 20 Total of increases against income base
-22,288 Income Total 21 -22,495 -22,778 21 Forecast total income
9,557 Net Expenditure before Contributions 22 9,764 2.17 9,874 22
-25 Contributions From General Fund Balance 23 -25 -25 23 Annual contributions towards cost of local elections -225 Contribution From Residual Costs Reserve 24 -225 -100 24 Planned contributions to mitigate impact of residual costs - fund will be exhausted by 31st March 2015 -200 Contribution From General Reserve Fund 25 -200 -200 25 Contributions to even out impact of grant reductions - leaving just over £1m in fund at 31st March 2015
-450 Contributions - Net Total 26 -450 -325 26 Total of contributions from reserves and balances
9,107 Forecast Net Expenditure Total 27 9,314 2.27 9,549 2.52 27 Net projected revenue budget
Funded by:-
50 Collection Fund Surplus/Deficit 28 25 -50.00 25 0.00 28 Assumes surpluses/deficits from 2012/12 onwards are neutral 4,468 Central Government - Formula Grant/Retained Business Rates 29 4,430 -0.86 4,182 -5.60 29 Grant for 2012/13 based on actual. 2013/14 and 2014/15 based on national profile for grant reduction 108 Central Government - Council Tax Freeze Grant (1) 30 108 0.00 108 0.00 30 Council Tax Freeze Grant - in respect of 2011/12 for period 2011/12 to 2014/15 only 109 Central Government - Council Tax Freeze Grant (2) 31 31 Council Tax Freeze Grant - for 2012/13 only Growth in Retained Business Rates 32 0 0.00 0 0.00 32 To be determined - Councils will only be allowed to keep a "proportion" of growth 0 New Homes Bonus Contribution 33 0 0.00 0 0.00 33To be determined -extent to which NHB can be used to offset core grant reductions 4,372 Precept Upon Collection Fund 34 4,561 4.33 4,759 4.33 34 Based on increase in Council Tax at 3.5% per annum for 2013/14 and 2014/15
9,107 Net Funding Total 35 9,124 0.19 9,073 -0.55 35 Total of forecast resources to meet proposed net expenditure
0 Gap To Close By Savings or Additional Income 36 190 476 36 Funding gap to be closed through on-going Project Hermes work and other savings/increases in income
31,733.59 Council Tax Base 37 31,987.46 0.80 32,243.35 0.80 Assumption that Council Tax base will increase at 0.80% per annum over period
137.78 Band D Council Tax 38 0.00 142.60 3.50 147.59 3.50 Assumption that Council Tax will increase by 3.5% oer annum for 2013/14 and 2014/15 - to avoid "cliff edge"
The use of the General Reserve Fund as indicated over this period would leave the fund at >>> £1,002,000 at the 1st April 2015
This page is intentionally left blank
Page 138 APPENDIX B
FINANCIAL FORECAST
1. Council Tax increase at 3.5% per annum, Formula Grant variable as per table below:
2012/13 2013/14 2013/14 2013/14 2014/15 2014/15 2014/15 What if ? >> Per forecast -0.86% -5.86% -10.86% -5.60% -10.60% -15.60% £m £m £m £m £m £m £m
Formula Grant 4.468 4.430 4.206 3.983 4.182 3.960 3.739 (*excluding Council Tax Freeze Grant) Precept Upon Collection fund 4.372 4.561 4.561 4.561 4.759 4.759 4.759
Funding Gap 0.000 0.190 0.414 0.637 0.494 0.716 0.937
2. Council tax increase frozen, Formula Grant variable as per table below:
2012/13 2013/14 2013/14 2013/14 2014/15 2014/15 2014/15 Page 139 What if ? >> Per forecast -0.86% -5.86% -10.86% -5.60% -10.60% -15.60% £m £m £m £m £m £m £m
Formula Grant 4.468 4.430 4.206 3.983 4.182 3.960 3.739 (*excluding Council Tax Freeze Grant) Precept Upon Collection fund 4.372 4.407 4.407 4.407 4.442 4.442 4.442
Funding Gap 0.000 0.344 0.568 0.791 0.811 1.033 1.254
3. Council Tax Increase frozen, Formula Grant as per original forecast
2012/13 2013/14 2013/14 2013/14 2014/15 2014/15 2014/15 What if ? >> Per forecast -0.86% -0.86% -0.86% -5.60% -5.60% -5.60% £m £m £m £m £m £m £m
Formula Grant 4.468 4.430 4.430 4.430 4.182 4.182 4.182 (*excluding Council Tax Freeze Grant) Precept Upon Collection fund 4.372 4.407 4.407 4.407 4.442 4.442 4.442
Funding Gap 0.000 0.344 0.344 0.344 0.811 0.811 0.811
APPENDIX C RISK ASSESSMENT MATRIX – Updated Financial Forecast
Net Potential Monitoring Likelihood Management of Risk Level Responsible Risk Impact Review of Risk In the main, the Council’s Corporate Plan includes ambitions Insufficient financial resources available to which are either to be resourced from within existing Deputy Chief Executive/ deliver the ambitions as set out in the Major Low Medium Ongoing budgets or can be redistributed from other sources and Financial Services Group Manager Corporate Plan therefore do not require additional resources. The Council’s Service and Financial Planning and Project Financial Services Group Future service planning will identify a range of Review processes incorporate mechanisms to ensure only Manager/Senior Management Team/ additional budget pressures over and above Major Low relevant projects which can be fully funded within existing Medium Monthly Group Managers those currently considered in the financial resources or through Invest to save arrangements are forecast considered. The Medium Term Financial Strategy attempts to take a The Medium Term Financial Strategy does not holistic view of the Council and by recognising costs Half yearly reflect in financial terms the objectives set out Major Low pressures arising out of the Corporate Plan, should reflect Medium Budget Deputy Chief Executive in other plans of the Council the financial commitments required. Equally, the financial Review forecast is updated annually and develops by iteration.
With the introduction of changes to the funding regime
Page 140 including the proposed repatriation of business rates there is External funding levels are below forecast Major Likely High Quarterly Deputy Chief Executive a high risk that the settlements for 2013/14 and 2014/15 could be materially different to that included in the forecast
Members are informed of the Government’s expectations on The Council sets future Council Tax at a level Low Low Council Tax and are advised accordingly of the implications Low Monthly Deputy Chief Executive which is considered excessive by Government of setting excessive Council Tax increases.
Historically, Council Tax collection has been at, or around, Council Tax collection is less than 98% Medium Unlikely 99%, however, collection rates are monitored throughout the Medium Weekly. Deputy Chief Executive requiring additional bad debt provision year.
Group Managers set proposed increases in fees and charges and have the opportunity to raise concerns about the budgets during the course of the year. The half-yearly budget review enables any changes to be formally reported.. Equally, income budgets are monitored Income budgets not achieved or become throughout the financial year and where a shortfall in income Group Managers/ Major Likely High On-going unsustainable is anticipated, this is highlighted in the monthly reports to Financial Services Group Manager Cabinet Executive.
Reducing expenditure to levels appropriate to the income being generated is already being implemented and would need to be extended.
The Council has arrangements in place to supplement Cost of living award and/or inflation vary from Low Unlikely budgets from balances which are running at a historical high Low On-going Deputy Chief Executive those assumed in the financial forecast in relation to budgeted net expenditure
The Capital Strategy provides the framework for ensuring that the Council is in a position to manage its assets and The Council has insufficient capital resources Low Unlikely capital resources in a way to ensure that there are adequate Low Annually. Deputy Chief Executive to sustain capital commitments resources to maintain a capital programme which accords with the Council’s corporate priorities New accounting rules require the Minimum Revenue Medium Unlikely Low On-going Financial Services Group Manager The Council is unable to afford the revenue Provision (MRP) for each category of asset to relate to the Net Potential Monitoring Likelihood Management of Risk Level Responsible Risk Impact Review of Risk implications of new borrowing, as required by useful life of the asset. The cumulative impact of these accounting rules revenue charges needs to be taken into account prior to committing to new capital spend The Council’s policy on use of New Homes Bonus requires Actual receipts of New Homes Bonus fall short it to be used, as a first call, to support core service costs, in of forward projections Medium Unlikely the event that actual levels of Formula Grant/Business Rate Low Quarterly Financial Services Group Manager Retention fall short of expectations. Careful monitoring of levels of future receipts will be therefore key
There is a reduction or cessation of external A prudent view is taken of the certainty of all external Group Managers/ Low Unlikely Low Annually. funding for on-going commitments funding streams supporting revenue expenditure Financial Services Group Manager
Project Hermes is a Member led high profile project whose Cabinet Executive/Management Additional Project Hermes savings which are Medium Unlikely sole purpose is to ensure sufficient savings are delivered to Medium On-going Board/Group Managers/ agreed and/or committed but not delivered. achieve a financially sustainable Council going forward Financial Services Group Manager
There is an unforeseen reduction in external The financial forecast incorporates prudent assumptions on Group Managers/ Medium Low Low Annually specific grants specific grants where there is certainty of continuity Financial Services Group Manager
Service Managers are required to highlight legislative Legislative Changes are not anticipated and changes through the Service Planning process and should Group Managers/ therefore not taken into account in the Low Low Low On-going Page 141 therefore indicate what, if any additional resources/costs Financial Services Group Manager Council’s financial plans may be required/incurred
Change to planning fee income requiring full The financial forecast does not take into account the Regulatory Services Group Manager/ cost recovery are not implemented or Medium Medium Low On-going estimated income increase arising from these proposals Financial Services Group Manager implemented in a different manner
This page is intentionally left blank
Page 142 Agenda Item 15 BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20th February 2012
Subject: Q3 Quarterly Portfolio Performance Report – Portfolio Holders (October – December 2012)
Report of: Director
Portfolio Holder: Cllr. David Clements, Corporate Services
Status: Public
1. Purpose of Report
1.1 To update the Cabinet Executive on the performance of each portfolio against the priorities set out in portfolio statements during quarter 3 2011/12.
2. Recommendation
2.1 That the quarterly portfolio performance reports be accepted .
3. Reason for Decision Recommended
3.1 To enable the Cabinet to monitor performance throughout the organisation in order to focus on the rate of improvement and monitor priorities. It is important that areas of good performance are recognised and that appropriate action is taken on those requiring improvements.
4. Forward Plan
4.1 Forward Plan Reference Number 12/11(051).
5. Key Decision
5.1 No.
6 Matters for Consideration
6.1 The Portfolio Reports for quarter 3 2011/12 are attached at Appendix 1.
6.2 Quarterly meetings between individual Portfolio holders and the Portfolio holder for Corporate Services were held in January, providing an opportunity for discussion about progress within the Portfolio.
6.3 Appropriate new measures continue to be developed to support improvement in service delivery; these will be reported on an exception basis as
Page 143 comparison data becomes available.
6.4 In November a workshop to formulate Portfolio Priorities for 2012-13 was held. The new priorities will be considered at Full Council on 23 rd Feb 2012.
7. Other Relevant Considerations
Human Rights Act 1998 Human rights have been considered and there are no overarching matters for concern in relation to this report.
Legal Implications There are no legal implications in relation to this report.
Human Resources Implications There are no implications in relation to this report.
Risk Assessment & Business Continuity There are no risks, business continuity or resilience issues in relation to this report .
Equalities No EINA is required for this report.
Nottingham Declaration and Climate Change Not relevant to this report
Crime & Disorder There are no crime and disorder issues in relation to this report
8. Other Options Considered
8.1 None.
9. Appropriate Consultations
9.1 None.
10. Financial and Efficiency Implications
10.1 None.
11. Appendices to this report
11.1 Quarterly Portfolio Performance Reports for Quarter 3
Page 144 12. List of Background Papers
12.1 None.
The following Officers/Members have been consulted (identified by ): Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 145 This page is intentionally left blank
Page 146 Finance & Efficiency Quarter 3 2011/12
Portfolio Priorities 1. To deliver a responsive, cost effective, high quality financial service to our customers both external and internal based. 2. Maintaining the high collection rate of the Revenues Service whilst driving efficiency and improving customer service. 3. Maximising the use of the Council’s assets providing accessible, quality assets to support service delivery. 4. Instilling a culture of good sustainable procurement which delivers quality services in an efficient, responsible manner .
Exceptionally good performance: Comparison Against
This Qtr Target Against Previous Perf. v Same Perf. v Target qtr previous qtr last last year qtr year % of enquires adding value to ☺☺☺ 76.96% 76.98% 73.44% ☺☺☺ Council Tax service 72%
Comments: The Revenues department continues to drive a Systems Thinking approach in all areas of the department so constantly searching to limit waste and enhance the customer experience. Number of prosecutions for Housing and Council Tax ☺☺☺ 2.29 Not comparable 0.71 ☺☺☺ benefit fraud per 1000 benefit 1.80 claimants (cumulative figures) Comments: This equates to a total of 13 prosecutions or cautions for benefit fraud for the year up to December 2011. The Fraud department continues to look for improvements to the service to ensure that those committing fraud are brought to justice and that benefit payments are going to the right people .
People – Exceptions
Vacancies Sickness Service Total No of % Days % of Comments FTE No of working available lost due available available days days lost to days lost days lost sickness
Assets 4.34 286 17 5.94% This is due to an individual being on planned leave. The individual has now returned to work. Target for sickness based on an annual target of 6.9 days per employee across the council. To meet this target we need to lose less than 2.74% of available days.
1 December 2011 Page 147 Value for Money Indicators
VFM indicators are currently being re-evaluated as to what measures add value to the management and financial effectiveness of the Finance area.
Portfolio Holder’s Quarterly Statement
PRIORITY 1 - To deliver a responsive, cost effective, high quality financial service to our customers both external and internal based. During this period the Finance Restructure was finalised. Whilst taking advantage of vacant positions to realign roles, the restructure aimed to build resilience into the department whilst also considering future resourcing needs by incorporating a trainee position into the department. The budget process commenced this quarter with members of the Finance team meeting with Service Managers and budget holders to understand the financial resources required for the next financial year. All staff across the Council have shown their commitment to reducing budget in a considered approach in a manner that would not be to the detriment of the service provided.
PRIORITY 2 - Maintaining the high collection rate of the Revenues Service whilst driving efficiency and improving customer service. The Revenues Service has continued to deliver high collection rates with Council Tax being above target this quarter at 88.76% (87.2% budget) whilst Non-domestic rates are slightly below target at 89.33% (90.4% budget). The project to replace the in house Revenues operating system is ongoing and work has been completed in this quarter to map existing data into the new Northgate system. The first test to load Blaby data into the new system is scheduled in mid January with further data loads scheduled to ensure the data transfer is correct at the go live date in September.
PRIORITY 3 - Maximising the use of the Council’s assets providing accessible, quality assets to support service delivery. The garage sites have been actively marketed during the month of October and the closure date for bids to be received was extended to 13 th January to allow all interested parties to gain valuations to inform the bidding process. The bids will be accessed in January and the outcome communicated at Council following this exercise. The negotiations with Three Oaks Homes has continued and during this period agreement has been reached for Three Oaks Homes to utilise additional space within the Council Offices. This has secured rental income for the next two years in excess of £80,000 per annum.
PRIORITY 4 - Instilling a culture of good sustainable procurement which delivers quality services in an efficient, responsible manner . The Council continues to be engaged with the Welland Procurement partnership to assist with procurement issues. Advice has been sought with regard to the installation of solar panels at the Pavilion and the project to refurbish Blaby Outreach office. Whilst the Council has sought to utilise national framework agreements suggested by the Welland it is anticipated that a more cost effective route can be found by entering a tender process for the proposed refurbishment works at the Blaby Outreach office. The Welland have however provided assistance in placing such tender information on a regional website so enhancing the transparency of our procurement process.
2 December 2011 Page 148 3 December 2011 Page 149 This page is intentionally left blank
Page 150 Corporate Services Quarter 3 2011/12
Portfolio Priorities 1. Deliver a positive approach to equality and diversity ensuring that the Council provides fair and accessible services to all 2. To enhance, monitor and maintain high performance levels using information to continually benefit the customer 3. To continue to respond to the needs of the customer ensuring that access to the Council’s services is easily and readily available 4. That the Council’s recruitment and employment policy responds fairly to both the needs of the employee, and the ambitions of the Council 5. That all the Council’s support services are efficient and cost effective
Performance – Exceptions Comparison Against
This Qtr Target Against Previous Perf. v Same Perf. v Target qtr previous qtr last last year qtr year Working days lost due to sickness 1.85 1.39 absence (average per employee) 1.73 1.76
Comments: Still on course to exceed the target for the year of 6.9 days per employee . The year to date figure is 4.77 days per employee (target for year to date is 5.18)
Exceptionally good Comparison Against performance : This Qtr Target Against Previous Perf. v Same Perf. v Target qtr previous qtr last last year qtr year % of all portfolio indicators 47% improved on 64% of indicators met or 47% improved on showing improvement against same period last exceeded target (where set) previous quarter target/previous qtr/previous year year 56% Local Land Charges % of 99.18 99.47 searches completed within 10 ☺ ☺ % 96% ☺☺ % (BDC ☺☺ days (HBBC & Blaby combined) only) Number of Unique (individual) 48,373 36,776 ☺☺☺ N/A users accessing the website N/A N/A N/A
Number of followers on Twitter 483 N/A N/A 358 ☺☺☺ N/A N/A
1 December 2011 Page 151 People – Exceptions
Vacancies Sickness Service Total No of % Days % of Comments FTE No of working available lost due available available days days lost to days lost days lost sickness
Performance & 6.18 407 17 4.17% 1 member of staff – Audit now back at work Corporate, 20.34 1342 66 4.91% One member of the Customer & team has been off with Electoral a long term illness, Services however, through a phased return is now back at work Target for sickness based on an annual target of 6.9 days per employee across the council. To meet this target we need to lose less than 2.74% of available days.
Value for Money Indicators
VFM indicators are currently being re-evaluated as to what measures add value to the management and financial effectiveness of Corporate Services.
Portfolio Holder’s Quarterly Statement
Priority 1 Deliver a positive approach to Equality and Diversity ensuring that the Council provides fair and accessible services to all. Q3: • Self-assessment for the Equalities Framework for Local Government started. • Single Equality Scheme published. • ‘Actorshop’ training sessions held for staff, very positive feedback received. • Consultation with ‘hard to reach’ groups deferred to 2012/13.
Q4: • Re-assess the value of proceeding with a formal assessment against the Equalities Framework for Local Government. • Use the knowledge gained from our own self assessment to continue to ensure fairness for all. • Work with services to ensure consultation with ‘hard to reach’ groups is included in Service Plans for 2012/13 alongside their equality objectives. • Equalities data to be published to comply with the requirements of the Equality Act 2010. • Set Council wide equality objectives. These must be published by 6 th April 2012.
Priority 2 To enhance, monitor, and maintain high performance levels using information to continually benefit the customer. Q3: • Two successful Systems Thinking Workshops held. Views about what works well/does not work exchanged between Managers. • Worked with Scrutiny Budget Working Group to develop and improve the Scrutiny budget process • Achieved best in East Midlands award for LLPG. • Website came 3 rd in the Country in a Sitemorse Local Government Benchmark Survey of over 400 websites.
2 December 2011 Page 152 Q4: • A quarterly Systems Thinking report to be produced. • Scrutiny budget process to be carried out. • Maintain an awareness of developments around ‘self-regulation’.
Priority 3 To continue to respond to the needs of the customer ensuring that access to the Councils services is easily and readily available. Q3: • Evaluation of options to improve the efficiency and cost effectiveness of support systems and operational procedures carried out. • Demographic data now available on ISIS. • Frequently requested FOI data published online. • Web contract awarded to preferred supplier.
Q4: • Demographic data to be made available to the public on website. • Evaluate the cost savings from publishing FOI data online. • Agree a formal timeline for the web project. • Identify the cost of customer interaction over the website. • Produce an Action Plan to encourage channel shift to electronic means.
Priority 4 That the Council’s recruitment and employment policy responds fairly to both the needs of the employee, and the ambitions of the Council. Q3: • Review of casual staff process completed. New robust process now in place. • Analysis of skills of middle managers now complete. • Organisational reviews supported.
Q4: • Roll out next phases of Trent which will include annual leave and sickness input. • Present findings of skills analysis and agree way forward. • Deliver training on new attendance management and recruitment procedure. • Complete review of HR pages of ISIS to ensure effective and accessible information available.
Priority 5 That all the Council’s support services are efficient and cost effective . Q3: • Outstanding Achievement Awards Dinner held. • Annual Staff Awards held, revised format was well received. • Personal Development Plan(PDP) questionnaires sent out to Members. • Review the work to date on shared legal services.
Q4: • Continue to monitor the use of social media to raise awareness of council activities. • Carry out print room study to evaluate the cost effectiveness of the service. • Donate funds raised to the staff charity (Hope Against Cancer) • Tender for outgoing post service to ensure most efficient and reliable method of distribution. • Analysis of PDP questionnaires and training plan established with Member Development Steering Group.
3 December 2011 Page 153 • Present a report to Corporate Management Board considering the future approach to delivery of Legal Services.
4 December 2011 Page 154 Health & Community Services Quarter 3 2011/12
Portfolio Priorities 1. Ensure that communities are safe and protected 2. Improve and promote health and well being for all people 3. Improve the housing options that are available to people 4. Deliver a fit for purpose Housing Benefit service
Performance – Exceptions Comparison Against
This Target Against Previous Perf. v Same Perf. v Qtr Target qtr previous qtr last last qtr year year Average number of days taken to process Housing and 12.63 6.85 8.63 7.07 Council Tax benefit claims
Comments : Staffing changes have resulted in there being more outstanding work which in turn has resulted in claims and change in circumstances taking longer to complete. The number of outstanding pieces of work will take time to reduce and will continue to impact on this Performance Indicator. Burglary other than dwelling 312 N/A N/A N/A N/A 294 (year to date figures) Comments : We are currently 18 crimes above the same time last year which equates to a 6.1% increase. Police have developed an action plan to deal with the increase. Domestic burglaries ☺☺☺ 243 233 N/A N/A 259 (year to date figures) Comments : 16 less offences than the same time last year which equates to a 6.2% reduction against a 10% reduction target Theft FROM motor vehicle 442 390 N/A N/A 415 (year to date figures) Comments: Theft from motor vehicle remains an issue and the police have developed an action plan. We are currently 27 offences above the same time last year which equates to a 6.5% increase. Homelessness - % of cases resolved successfully 48.7% N/A N/A 66.7% N/A N/A
Comments: Average for the year to date is 58.3%. This is a new indicator for 2011/2012. The number of people helped in qtr 3 was 74 compared with 98 in the previous quarter. This lower number is primarily due to decreased activity (fewer cases being concluded) in December because of the quiet Christmas period and a reduced staff team due to sickness. This issue will resolve over qtr 4.
1 December 2011 Page 155 Exceptionally good Comparison Against performance: Comparison Against
This Target Against Previou Perf. v Same Perf. v Qtr Target s qtr previou qtr last last s qtr year year
Visitors to the Pavilion 11,102 8000 ☺☺☺ 11953
Comments : These figures reflect the seasonal change in usage of leisure facilities with attendance being higher during summer months than winter months.
Pavilion Sales £49,301 £44,390 ☺☺☺ £54,842 £37,470 ☺☺☺
Comments : correlates to above comment, however increase on previous year is due to milder weather as last year had to prevent usage of external pitches due to extreme cold.
Active Together - % take up of 97.80% 91.19% ☺☺☺ opportunities available 63.00% ☺☺☺ 44.82% ☺☺☺
Comments : The project continues to perform above it's targets and above the County average. Value for money on the project is now under £1 (first time in the projects history). 4,026 opportunities were provided (sessions), with 3,636 people taking part, this is a take up rate by residents of 93% which is way above the target of 63%. Number of young people involved in sports, health & ☺☺☺ 1,161.00 1,448 recreation activities (Change 4 1,000 N/A N/A Life Project) Comments : The project continues to perform slightly above its target. This is due to the classes increasing in popularity (particularly 'Toddler Town' which has attracted between 50-100 parents with children at each session). Young people engaged via ☺☺☺ 1113 ☺☺☺ BB19 bus 784 500 524
Comments: The number of young people engaged is above target. BB19 bus held regular sessions in Glenfield, Stoney Stanton, Narborough, Whetstone, Kirby Muxloe and Countesthorpe during school time and organised three trips out during school holidays. The bus also attended the Blaby Christmas lights switch on and the Youth Council AGM (The numbers are down from the previous quarter as the previous quarters figures include the summer holidays provision)) Number of incidents of ASB 2190 reported in Blaby 1476 ☺☺☺ N/A N/A (Nov (figures are year to date at end Nov) 2010) Comments: To the end of November there has been 714 less ASB incidents Number of domestic violence ☺☺☺ ☺☺☺ ☺☺☺ victims supported by the 29 15 23 Council 23 Comments: Against a target of 45 referrals to the end of Dec, we have had 71. Some of this increase is due to the rise in the threshold for MARAC/IDVA cases, some is due to receiving more referrals from the police ARC Team. 2 December 2011 Page 156 NI 20 Assault with less serious ☺☺☺ injury 196 N/A N/A N/A N/A 215 (year to date figures) Comments: 19 less crimes than the same time last year which equates to a 8.8% reduction
DFG’s – Average number of ☺☺☺ ☺☺☺ days from first contact to 24.8 N/A N/A 39.13 54 approval (Minor adaptations) Comments: 36.6% improvement on previous quarter and 54% improvement on same time last year. Performance for the quarter shows consistent improvement against the previous 2 quarters. Changes in the process and the introduction of the pilot scheme are having a positive effect on the length of time customers have to wait for their adaptation. DFG’s – Average number of ☺☺☺ ☺☺☺ days from first contact to 99.38 N/A N/A 145.20 124.60 approval (Major adaptations) Comments: 31.6% improvement on previous quarter and 20.3% improvement on same time last year. Statistics for the quarter show an improvement on the previous 2 quarters. Changes in the process and the introduction of the pilot scheme are having a positive effect on the length of time customers have to wait for their adaptation. In qtr 3 the team also achieved their best performance yet for completing a major adaptation with an end to end time of 43 days – that’s 25 days better than our previous best.
People – Exceptions Vacancies Sickness Service Total No of % Days % of Comments FTE No of working available lost due available available days days lost to days lost days lost sickness
Community 10 660 48.50 7.35% One officer off on long Services term sick Housing 10 660 38.00 5.76% One officer off on long term sick Target for sickness based on an annual target of 6.9 days per employee across the council. To meet this target we need to lose less than 2.74% of available days.
Value for Money Indicators This Actions for Improvements Year Previous To date Year Prevention of homelessness: 212 £399 This figure is based on the number of households cost per case resolved at risk of homelessness approaching the council and salary cost for the Housing Options Team for the proportion of their time that they spend resolving housing problems. There have been more cases resolved this year than last leading to a reduction in unit cost. DFG: cost per completed 732 £1332 There have been more completed DFGs this year application due to the improvements in the process from the pilot scheme and systems thinking leading to a reduction in unit cost. Housing application cost per 92 £123 Systems thinking has lead to efficiencies in time application spent processing applications leading to a reduction in unit cost.
3 December 2011 Page 157 Anti Social Behaviour There is a considerable reduction in the cost this quarter as it is only based on one persons salary. Average number of cases 33. £349.60 £414.02 Reduction in comparison to previous year. Domestic Abuse This is based on an average of 41 existing cases £429.88 over this quarter, last quarter the average was 48. Slight increase in comparison to the previous £447.96 years costs. Young people This is an increase on the last quarter as the number of young people engaged with reduced £44.96 from 1, 113 to 784. The numbers engaged are down from the previous quarter as the previous quarters figures include the summer holidays provision Costs have reduced by more then half on the £19.32 previous year. Housing benefits: cost per claim £36.52 £36.30 Costs are comparative to previous year Pavilion – utility costs: cost per 0.274p 0.306p Achieved year on year utility cost savings of head of population per per head £3028 This equates to a 15% reduction in Gas, a (Solar PV Fitted Dec 2011) head 12% reduction in electric and over a 17% reduction in water Apr to Dec like for like. Improvements to marketing techniques have Active Together sessions – increased participation levels. The project has £0.99 £3.08 average cost per attendee also reduced expenditure which has helped to reduce costs.
Portfolio Holder’s Quarterly Statement
Priority 1 - Ensure that communities are safe and protected Qtr 3 :- 3 Community Safety Road shows were held at Fosse Park, Sainsbury’s and Asda giving advice on how to keep safe over the festive period Domestic Abuse Awareness Month was held during November promoting the help and support available. Priority 2 - Improve and promote health and well being for all people Qtr 3 :- The Pavilion once again hosted school holiday activities during October half term and Christmas Holidays attracting 154 and 152 5-14yr olds respectively over the two programmes, activities covered Arts and Physical activities including Dance, culinary creations and dodge ball. Improvements to The Pavilion Facilities included a re surfaced outdoor Pitch and refurbishment to the meeting room, sales and visits were up against target and up against the same period last year. Priority 3 - Improve the housing options that are available to people Qtr 3: - 2 first time buyers were made mortgage offers through the Local Authority Mortgage Scheme – sales set to complete. The private sector team launched the emergency minor works grant for emergency boiler repairs for vulnerable (elder/disabled) clients over winter. Priority 4 - -Deliver a fit for purpose Housing Benefit service Qtr 3:- Staff turnover has been an issue and has resulted in there being a backlog of work and reduced end to end times for claims and change of circumstances. New staff have been recruited and trained and over time this will reduce the backlog and improve overall performance.
4 December 2011 Page 158 Policy & Partnerships Quarter 3 2011/12
Portfolio Prio rities 1. A strong and vibrant local voluntary sector. 2. Profiling the housing and employment needs of the District to support present and future generations. 3. Access to quality provision for children and young people 4. Ensure effective multiagency working in the district. 5. A safer Blaby District 6. Enhance working relations with town and parish councils.
Performance – Exceptionally good performance Comparison Against
This Qtr Target Against Previous Perf. v Same Perf. v Target qtr previous qtr last last year qtr year Number of affordable homes delivered (formerly NI 155) 44 9 ☺☺☺ 2 ☺☺☺ 26 ☺☺☺
Comments: Affordable housing completions have been boosted in the last quarter by the completion of affordable units on the s106 sites at Countesthorpe (16 units) and Stoney Stanton (28 units).
34 of the units are for social rent and these have been let through the Choice Based Lettings system, the remaining 10 units have been offered on a shared ownership basis to buyers looking to get a foot onto the housing ladder.
People – Exceptions • No significant sickness
Value for Money Indicators
This Year Actions for Improvements To date Previous Year Blaby District Grant N/A Annual administrative cost 16.8 N/A Administration % of grants given Grant multiplier For every £1 of BDC funding Total project cost figures (revenue and capital ) £4.06 of provided at year end. additional funding has been levered in. (£67,960 provided to 58 groups with a total of project costs amounting to £276,283.70.)
1 December 2011 Page 159 Year to Date Grant Distribution 2011-12
Funding available:
£54,500 Revenue £13,460 Capital
Forum No. Total Revenue Capital Staying Areas successful Healthy Groups North 8 £10,330.00 £ 1,190.00 £ 8,390.00 £ 750.00
South 8 £ 7,735.60 £ 2,425.60 £ 5,310.00 £ - Central 13 £ 16,755.00 £ 1,550.00 £ 13,610.00 £ 1,595.00 District 0 £ - £ - £ - £ - Wide Totals 29 £ 34,820.60 £ 5,165.60 £ 27,310.00 £ 2,345.00
Portfolio Holder’s Quarterly Statement
PRIORITY 1: A STRONG AND VIBRANT LOCAL VOLUNTARY SECTOR Overall position this 1/4: Progress: ☺☺☺
Community Action Partnership became established this quarter as a key Voluntary and Community Sector organisation covering Blaby District and the borough of Oadby & Wigston. The “go live” date was 1st October, 2012. The organisation is now to consider its future senior management structure and on this basis will be recruiting to the post of Chief Executive in the New Year. In the interim Alyson Oliver (Chief Officer for the former Oadby & Wigston Community Action) and Andrew Ingles (Chief Officer for former Community Action Blaby District) will be interim Chief Officers. Noting however, that Andrew will retire in December, 2011. Area for targeting Improvement: Support CAP as appropriate towards establishing a new infrastructure that will contribute to a strong and vibrant local voluntary sector.
Next Quarter: Support CAP as appropriate in establishing its future infrastructure and business model.
PRIORITY 2: PROFILING THE HOUSING AND EMPLOYMENT NEEDS OF THE DISTRICT TO SUPPORT PRESENT AND FUTURE GENERATIONS.
Overall Position this 1/4:
Progress: The new Local Development Scheme for the production of the District’s New Local Plan went live on 4 th October, 2011. The programme has been adhered to and a draft Core Strategy/Local Plan went to Full Council on 13 th December, 2011 for approval as a draft for consultation. The draft Local Plan was approved for a 6 week consultation period between January and February, 2012. Area for targeting Improvement: Ensure the Local Development Scheme remains on track with consultation in January and February, 2012 and an Examination in Public scheduled for the summer of 2012.
Next Quarter: Commence and complete a period of public consultation from 19 th January, 2012 to 1 st March, 2012. Return to Full Council on 28 th March, 2012 to consider the draft Core Strategy prior to any proposed submission and following any feedback from the consultation.
2 December 2011 Page 160 PRIORITY 3: ACCESS TO QUALITY PROVISION FOR CHILDREN AND YOUNG PEOPLE Overall Position this 1/4: ☺☺☺
Progress: The Children Centre Programme remains on track and continues to deliver to the former objectives that were prescribed by “Every Child Matters” including “Be Healthy”, “Stay Safe”, “Enjoy and Achieve”, “Achieve Economic Well Being”. As part of this:-
• All the five Sure Start Children’s Centre buildings are open and running at Wigston Magna, Countesthorpe, South Wigston, Braunstone Town and Huncote Pavilion • Five additional time limited short term projects have been commissioned to enhance the Sure Start programme impact using available 2011/12 funding • The annual priorities review and project evaluation processes were completed in November
Area for targeting Improvement: Seek to ensure the programme stays on track in the face of the anticipated funding cut for 2012/13.
Next Quarter: A funding cut anticipated to be in the region of 20% was built into the 2011/12 budget to help manage the cut when it comes into place in 2012/13. Activity next quarter will be to ensure new Service Level Agreements (for the new period) are established in line with the cut, as they were in 2011/12.
PRIORITY 4: ENSURE EFFECTIVE MULTIAGENCY WORKING IN THE DISTRICT. Overall position this 1/4: ☺☺☺
Progress: A Locality Workshop was held on 20 th October, 2011 when partners considered the new Commissioning Infrastructure arrangements that are emerging from Leicestershire Together. From the workshop five “stubborn problems” were developed:-
• Transport • Obesity • Affordable Housing • Skills and Opportunities for Young People • Vulnerable People.
A draft Commissioning plan is being developed. Barriers to commissioning were fed back to Leicestershire County Council on 16 th December, 2011. Area for targeting Improvement: Continue to develop a new model for commissioning at the local level and as appropriate align this to the work of Blaby Together.
Next Quarter: Develop a draft Locality Commissioning Plan for submission to Leicestershire Together.
PRIORITY 5: A SAFER BLABY DISTRICT Overall position this 1/4: ☺☺☺
Progress: The informally merged Blaby, Hinckley & Bosworth Community Safety Partnership has, with Leicestershire County Council, now developed a draft evaluation document to help establish how well the new arrangements are working. The partnership continues to engage with work which seeks to help with the introduction of Police & Crime Commissioners later in the year and participated in the Home Office “Deep Dive” visit in Leicestershire during November, 2011.
Area for targeting Improvement: Prepare for the evaluation of the partnership through self-assessment after March, 2012.
3 December 2011 Page 161 Next Quarter: Finalise the evaluation framework for the informally merged Blaby, Hinckley & Bosworth Community Safety Partnership and engage with the Police & Crime Commissioners Transition Board as appropriate, profiling Community Safety work in Blaby District.
PRIORITY 6: ENHANCE WORKING RELATIONS WITH TOWN AND PARISH COUNCILS . Overall position this 1/4: ☺☺☺
Progress: The Annual Local Councils’ Seminar was hosted at Blaby District Council offices on 26 th October, 2011. The Seminar this year attracted the attendance of more Local Councils than in previous years with representation from 16 Parish/Town Councils. There were up to sixty people in attendance on the night and presentations included the introduction of Police and Crime Commissioners, Fosse Villages Neighbourhood Plan, Community Action Partnership etc.
Area for targeting Improvement: To build on the success of the Local Councils’ Seminar
Next Quarter: Meet with the Local Councils’ Seminar Steering Group consisting of representatives from the Local Association of Local Councils and the portfolio holder to consider how to further develop the seminar in line with items of interest and use to Local Councils in Blaby District.
4 December 2011 Page 162 Regulatory and Neighbourhood Services Quarter 3 2011/12
Portfolio Priorities 1. Further expand the range and type of materials that can be recycled in Blaby District and maximise income generated from their sale 2. Improve the appearance and cleanliness of the natural and built environment. 3. Work with “Better Business for All” to support the local economy. 4. Helping ourselves and others to respond to the impacts of Climate Change.
Performance – Exceptions
Comparison Against
This Target Against Previous Perf. v Same Perf. v Qtr Target qtr previous qtr last last year qtr year % of food establishments 87.86 BROADLY compliant with food 90.00 88.31% 87.95% % hygiene law (formerly NI 184) % Comment: In Blaby the compliance is above the national target of 75%. Work streams moving forward will focus on enabling a new regulatory culture based around ensuring that food is safe for public consumption, by focussing on making food businesses safe. Examples of some of the key activities will be demonstrations, tailored training, use of photographs and practical examples to show expected standards.
Exceptionally good performance: Comparison Against
This Qtr Target Against Previous Perf. v Same Perf. v Target qtr previous qtr last last year qtr year Not comparable Residual waste per household 350.22 359.47 367.47 (cumulative sent to landfill (formerly NI 191) kg ☺☺☺ ☺☺☺ kg figures) kg Comment:
Household waste sent for Not comparable reuse/recycling/anaerobic 48.50% (cumulative 46.18% digestion/composting (formerly 47.50% ☺☺☺ ☺☺☺ figures) NI 192) Comment:
1 December 2011 Page 163 People – Exceptions
Vacancies Sickness Service Total No of % Days % of Comments FTE No of working available lost due available available days days lost to days lost days lost sickness
Building Control 6 396 66 16.67% One long term illness. Employee now retired. Environmental 20 1320 61 4.62% Maintenance Environmental 9.93 655 23.5 3.59% Protection Waste 46 3036 86.5 2.85% Particular problems Management with employees on long term sickness absence due to serious medical problems and treatments. Short term absence is minimal. Employees concerned are being supported and monitored under the councils sickness and absence policy and are scheduled to return to work in Q4. Target for sickness based on an annual target of 6.9 days per employee across the council. To meet this target we need to lose less than 2.74% of available days.
Value for Money Indicators 2010/11 Actions for Q3 Q2 Q1 Overall Improvements 2011/12 2011/12 2011/12 figure Planning enforcement: cost per £169.70 £143.45 £186.27 £351.94 This is currently under case received review; examining measures which best reflect improvement priorities in the Planning Enforcement work area. Car parking: cost per parking £14.65 £18.72 £20.35 £26.98 This measure is space currently under review; examining those which best reflects cost, quality and performance in this work area. Building control: cost per BC £170.95 £279.11 £340.83 N/A application
Development control: cost per DC £864.67 £824.30 £899.36 N/A These figures are application likely to fluctuate to reflect the number and complexity of 2 December 2011 Page 164 submitted planning applications. Licensing: cost per licence £52.75 £55.12 £54.23 £56.49 This measure is currently under review, examining those which best reflect cost, quality and performance in this work area.
Portfolio Holder’s Quarterly Statement PRIORITY 1 Neighbourhood Services –. The 2012 collection calendar leaflet was delivered during the first two weeks in December. Mind have agreed to increase the textile collections from monthly to fortnightly and to collect small electrical items from the kerbside from January 2012. Our partnership with Glen Parva Youth Offenders Facility is continuing and we have funded and organised a recycling centre poster design competition for the offenders over Christmas. This is to encourage the environmental message and ownership of the recycling initiative that we are working with them to promote/improve. We have also introduced additional materials (plastic bottles, plastic packaging and Tetrapak) recycling in the facility, which has proved very promising.
Risk assessments have been done on the entire district recycling centres for the Health and Safety Blueprint. All centres were found in a good condition, with very little need for improvement.
The annual Christmas tree recycling scheme was a success again this year, over the five recycling sites. Above 700 trees were collected and chipped.
PRIORITY 2 Development control – listed below are the measures being established. Data included reflects Q3 and this will be used to measure progress moving forward. These measures will be used to aid learning and are designed to reflect what matters to the customer.
Q3 Number of planning applications received 222 Demand Front loaded process designed to help Number of pre-application requests received 111 customers and ensure better quality schemes and outcomes % of determined applications approved 80.18% An indicator of rework and a measure of the % applications valid on receipt 48.43% effectiveness of the pre- application process/advice Time is an important factor End to end time - Householder applications (52.5%) 42.62 days for the customer Time is an important factor End to end time – major applications (1.9%) 172.70 days for the customer Time is an important factor End to end time – minor applications (29.7%) 74.36 days for the customer Time is an important factor End to end time – other applications (15.9%) 51.82 days for the customer Seeking to ensure quality Number of amended applications sought 17 development as an 3 December 2011 Page 165 outcome Identifying service delivery Number of complaints 2 failures and learning/understanding Understand and Number of compliments 3 acknowledge what the customer values One indicator of decision Number of determined appeals 5 making process Measure indicating where Number of withdrawn applications 6 the planning process has failed Measure of effectiveness Number of approvals requiring the discharge of of pre-application 45 (28.71%) conditions discussions, demand & outcome Planning applications approved requiring Section 106 Community benefit & 16 (£39,811) contributions outcome
Environmental Health – Phase 1 of the Environmental Health and Licensing Review was completed with a new management structure now in place following integration of four previous teams. Fly tipping response as measured by the Environment Agency remains as Grade 1 (very effective), the response to all requests for service has maintained at 96% within 48 hours despite an increase in demand and time taken to resolution (a new measure) has dropped to an average 7 days for this quarter. There have been three cases in court during this quarter. Two cases were littering offences, both of related to cigarette ends being discarded. The Magistrates Court found both of the defendants guilty and fines of £255 and £265 (including costs and victim surcharge) were imposed. The other case in court related to breaches of a caravan site licence. The defendant pleaded guilty to these offences and was fined £3,515
A Street Trading Policy was adopted by the Council following consultation to regulate street traders and address known problems of nuisance, highway obstructions, the adverse affect this can have on the business of local shops/catering premises and the appearance of the locality and to help resolve territory disputes between traders.
A PCSO will start to work 1 to 2 days a week within the Team to share learning and work closer together.
Planning Enforcement – There has been a 10% reduction of complaints relating to unauthorised ‘house holder’ development since the introduction of pro-active ‘Development Monitoring’. Also during this year as a direct result of investigations, many of them from development monitoring, over 54 planning applications have been submitted which has generated an income in excess of £6,750.
Building Control – continue to achieve 100% of inspections carried out on the same day requested. In the last quarter this totalled 666. Work continues with agents and we have appointed new partners recently ensuring our market share of the business can be maintained and where possible improved. One of the team is completing a qualification as a fire risk assessor. This will enable the Council to possibly sell this service moving forward and ensure any internal surveys are completed ‘in house’.
PRIORITY 3 Better Business for All (BBFA) – We have developed a new webpage which gives businesses information about the BBFA partnership and how they can benefit from it. We have also updated a number of our business
4 December 2011 Page 166 information pages to now include the link through to the BBFA website so they can access any further advice they might need.
Workshops are intended during January 2012 to identify outcomes of its activity, prioritise the activity of the group and monitor progress towards the desired impacts that the group would like to achieve towards supporting more effective regulation which supports economic growth.
PRIORITY 4 Helping ourselves and others to respond to the impacts of Climate Change – We have achieved a gold award from Motorvate for reducing our transport emissions by 18.7% in the last year. In addition our 19.25% reduction in emissions from our assets was the largest achieved by any Local Authority across the County.
The Council have successfully bid for a grant from the Leicestershire Sustainable Travel Grant Scheme to support delivery of our Green Travel Plan. We were awarded a Green Apple Award for our Time 4 Change programme and were silver regional winners. The Solar PV project at the Pavilion was delivered on time and to budget to ensure we receive the higher rate of feed in tariffs for solar energy created and delivered to the grid.
Climate East Midlands gave a presentation to elected members in December 2011 about the Council’s Climate Change achievements so far, role of the Council’s Climate Change Champion and Members’ Climate Change Working Group; • An update on the new local government sector-led approach to tackling climate change (following the recent national consultation on the Nottingham Declaration); • Key messages from the forthcoming UK Climate Change Risk Assessment (due before Parliament in January 2012) and potential local responses; • An explanation of the current Climate East Midlands Skills Programme and the outcomes from the various projects; Emphasis on why tackling climate change is still relevant in a time of austerity – the benefits of resource efficiency, income generation, resilience and low carbon economy development.
5 December 2011 Page 167 This page is intentionally left blank
Page 168 Agenda Item 16
BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20th February 2012
Subject: Street Naming and Numbering Service
Report of: Regulatory Services Group Manager
Councillor Guy Jackson, Portfolio Holder for Portfolio Holder: Regulatory and Neighbourhood Services
Status: Public
1. Purpose of Report
1.1 To approve charges for the Street Naming and Numbering Service run by the Council and formally adopt the enabling legislation.
2. Recommendations
2.1 That the scale of charges set out in Appendix 1 for the Street Naming and Numbering Service be introduced from 1 April 2012.
2.2 Section 18 of the Public Health Act 1925 be formally adopted.
3. Reasons for Decisions Recommended
3.1 To recover costs associated with running the Street Naming and Numbering Service.
3.2 In the case of the Street Naming and Numbering Service it would appear the Council has traditionally exercised powers under this Act. Although this is an Act which requires adoption there is no formal minute which can be found confirming this.
4. Forward Plan
4.1 Forward Plan Reference Number 11/11(043).
5. Key Decision
5.1 Yes.
6. Matters for Consideration
6.1 The Street Naming and Numbering Service is provided by the Building Control
Page 169
Section of the Council. Its purpose is to ensure any new or amended street and building names and/or numbers are allocated logically and in a consistent manner. This facilitates effective service delivery from public and private sector bodies along with all the emergency services.
6.2 No charge is currently levied for this service or the additional discretionary services and ancillary work undertaken. As both require a significant amount of administrative effort in terms of consultation, liaison and preparation of schedules and plans it is proposed that we levy charges for this service in accordance with those shown in Appendix 1.
6.3 The internal Local Land and Property Gazetteer (LLPG) function has helped to reduce duplication on simple name changes and updating of records however larger sites still require considerable input.
6.4 With regard to enquires relating to street names and numbers the Council has the ability to charge for this service but only where the enquiries are raised in the context of potential land sales.
6.5 Appropriate street naming can contribute towards creating vibrant places by generating a sense of place and connecting new developments to the communities within which they sit.
6.6 However the Building Control function competes with Appointed Inspectors from the private sector for work. To help maintain and improve our market share it is proposed that the Street Naming and Numbering Service is included without additional cost as part of the Building Control package for developers should they opt to use our Services.
7. Other Relevant Considerations
7.1 Human Rights Act 1998
Human rights have been considered but there are no issues of concern in relation to this report.
7.2 Legal Implications
Section 93 of the Local Government Act 2003 provides the Council with a general power to charge for discretionary services where there is no such statutory duty to provide for the service and no specific charging powers. However such charges can only be imposed on a cost recovery basis.
7.3 Human Resources Implications
There are no human resource implications arising from this report.
7.4 Risk Assessment & Business Continuity
There are no risks, business continuity or resilience issues associated with the content of this report.
Page 170
7.5 Equalities
An Equality and Impact Needs Assessment has been carried out and no adverse impacts identified.
7.6 Nottingham Declaration and Climate Change
There are no climate change implications associated with this report.
7.7 Crime & Disorder
There are no crime and disorder implications arising from this report.
7.8 Other
All relevant matters are included above.
8. Other Options Considered
8.1 Continue to deliver the service without levying a charge. This is disregarded as the cost can be offset by the service user and any charge can be positively used to support the future delivery of the Council’s Building Control Services.
8.2 Cease delivery of the service. The Council has a statutory obligation for the naming and numbering of streets and buildings within its administrative boundary.
9. Appropriate Consultations
9.1 Other Leicestershire Local Authorities. North West Leicestershire and Hinckley and Bosworth Borough Council currently charge for this service.
9.2 Planning Agents. Mixed response but no strong objections received.
10. Financial and Efficiency Implications
The costs related to operating this service are currently met within existing budgets. If the proposed charges are accepted this would provide additional income for the Authority. Although it is hard to estimate accurately how many new developments will take place each year, based on the current year this would amount to approximately £8,000 based on 103 requests some for existing properties and others for streets. In addition it is anticipated that this could help to bring in additional work in the form of Building Control Fee income.
11. Appendix to this report
11.1 Appendix 1 – Charging Schedule for Street Naming and Numbering Service
Page 171
12. List of Background Papers
12.1 Public Health Act 1925 12.2 Local Government Act 2003
The following Officers/Members have been consulted (identified by ): bbb Head of Paid Service (Chief Executive) bbb S. 151 Officer (Deputy Chief Executive) bbb Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 172
Appendix 1 – Charging Schedule for Street Naming and Numbering Service
Service Charge Renaming/renumbering of existing £40 property Naming/numbering of 1-5 properties £40 each Naming/numbering of more than 5 £20 each additional plots Naming of a street £150 each Change to a development after £50 admin fee plus £15 per plot notification Written confirmation of postal address £25 Numbering of new flat complex £25 per flat Street renaming at residents request £250
Note
All above fees to be waived if the developer uses Blaby District Council Building Control Services.
Page 173 This page is intentionally left blank
Page 174 Agenda Item 17
BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20th February 2012
Subject: Development Management and Pre-Application Advice for Householders
Report of: Regulatory Services Group Manager
Councillor Guy Jackson, Portfolio Holder for Portfolio Holder: Regulatory and Neighbourhood Services
Status: Public
1. Purpose of Report
1.1 To approve the introduction of a charge for Householder Pre-Application advice as part of the planning application process from 1 April 2012.
2. Recommendations
2.1 That a charge of £50 be introduced for all Householder Pre-Application advice requests with effect from 1 April 2012.
2.2 50% of the cost of any Pre-Application advice fee is used to offset the cost of a planning application should one be necessary.
3. Reason for Decision Recommended
3.1 To recover a proportion of the costs associated with the Development Management and Planning service.
3.2 To deliver a front loaded system better designed to help customers, reduce rework and make more effective use of available resource.
3.3 Recovery of a proportion of the fee to act as an incentive to the customer.
4. Forward Plan
4.1 Forward Plan Reference Number 12/11(050).
5. Key Decision
5.1 Yes.
Page 175
6. Matters for Consideration
6.1 The planning system delivers critically important objectives – providing places to live, work, delivering regeneration and protecting our natural and historic environment.
6.2 A key component in the planning system is the provision of pre-application advice. The Council introduced paid pre-application advice in the form of chargeable meetings and correspondence for commercial, business, all major and other small scale developments in 2009 (Cabinet Executive minute 398; 2009 refers). In addition a charge is now levied for monitoring the delivery of the Council’s own specific requirements under Section 106 Agreements (commuted sum payments made for open spaces, play areas etc).
6.3 Since the introduction of this pre-application advice service, feedback received is extremely positive; with reduced time of decision, improved quality of scheme and reduced appeals cited as the main benefits.
6.4 Measures are now in place to help better understand the planning process and systems. These have shown the following:
• There are two types of demand with householders accounting for 61% on average (549 per year approximately) • 30% of all planning applications received are invalid, of which 80% are householders (216 per year approximately) • Nearly 22% (180 per year) of all applications are withdrawn or refused • The monthly average number of pre-application enquiries received is 35, of which 28 are householders. • Approximately 75% of all householder planning approvals (315 up to quarter three for 2010/11) have pre-commencement conditions requiring discharge before development can commence. • Upward trend of self serve by customers who use the planning portal to submit planning applications in the last six months (resulting in larger numbers of electronic invalid applications made direct without any dialogue with Officers).
6.5 There are many new initiatives being developed in response to feedback and data such as the establishment of a dedicated householder team, development of the internet based system, the provision of clearer guidance from statutory consultees, progression of an accredited agents scheme, use of a ‘cool wall’ to identify good examples of design, challenge and question quality development and more recently work around introducing a design award
6.6 The main benefits of introducing a chargeable single rate householder pre- application advice service are:
• A front loaded system designed to help customers • Delivery of better quality schemes and outcomes • Reduced number of invalid applications (rework – that is repeat work caused by the failure of doing the right thing for the customer first time), those withdrawn or refused • More timely decisions without the need for further contact with the Council to
Page 176
discharge pre-commencement conditions • Greater opportunity for early involvement with Parishes and Elected Members on proposals and increased opportunity to secure developer contributions for local community benefit where applicable • A degree of assurance for the prospective applicant if the development in principle is acceptable • More effective use of the resource available • Strengthen links and maximise the opportunity to sell our Building Control Services • Demand already exists for this service and this can be offered at a lower cost
6.7 It is therefore proposed to provide a similar service for householders based on the feedback obtained to reflect what actually matters to customers – timely and quality advice, right first time, consistency and an element of assurance.
6.8 It is acknowledged that there will be possible issues arising from the proposal. The principle will undoubtedly be questioned – should the service be service user funded or council tax funded. In addition others will be deterred from seeking pre-application advice due to cost. In both cases good marketing of the service is essential to sell the benefits.
6.9 The demand currently exists for this service as approximately 63% of all householder applications are made by agents on householders’ behalf. The proposal offers a better value service by helping to shape the proposals and provide support and guidance to the customer on relevant material considerations at the right time.
7. Other Relevant Considerations
7.1 Human Rights Act 1998
Human rights have been considered but there are no overarching matters for concern in relation to this report.
7.2 Legal Implications
Section 93 of the Local Government Act 2003 provides the Council with a general power to charge for discretionary services where there is no such statutory duty to provide for the service and no specific charging powers. However such charges can only be imposed on a cost recovery basis.
7.3 Human Resources Implications
There are no human resource implications arising from this report.
7.4 Risk Assessment & Business Continuity
There are no risks, business continuity or resilience issues associated with the content of this report.
7.5 Equalities
An Equality and Impact Needs Assessment has been carried out and no
Page 177
adverse impacts identified.
7.6 Nottingham Declaration and Climate Change
There are no climate change implications associated with this report.
7.7 Crime & Disorder
There are no crime and disorder implications arising from this report.
7.8 Other
All relevant matters are included above.
8. Other Options Considered
8.1 Continue to deliver the service without levying a charge. This is disregarded as the cost can be offset by the service user and any charge can be positively used to support the future delivery of the Council’s Development Management Service.
9. Appropriate Consultations
9.1 Planning Agents. Mixed response but no strong objections received.
10. Financial and Efficiency Implications
10.1 The proposals can be implemented within existing resources. If the proposed charges are accepted this would provide additional income for the Authority. Although it is hard to estimate accurately how many pre-applications the Council will receive each year based on current demand this could amount to approximately £5,000 per year. It is also anticipated that this could help to bring in additional work for the Building Control Service.
10.2 Other less tangible benefits include more effective use of staff resource, reduced time taken to process applications, more timely decisions and reduced rework and waste.
10.3 Some of the measures currently being monitored are outlined below:
• Number of planning applications received • Number of pre-application requests received • % of determined applications approved • % applications valid on receipt • End to end time - Householder applications • End to end time – major applications • End to end time – minor applications • End to end time – other applications • Number of amended applications sought • Number of complaints • Number of compliments • Number of determined appeals
Page 178
• Number of withdrawn applications • Number of approvals requiring the discharge of conditions • Planning applications approved requiring Section 106 contributions
11. Appendices to this report
11.1 None.
12. List of Background Papers
12.1 Cabinet Executive 23 February 2009. 12.2 Local Government Act 2003.
The following Officers/Members have been consulted (identified by ): Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 179 This page is intentionally left blank
Page 180 Agenda Item 18 BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20 February 2012
Subject: Draft Green Space Strategy
Report of: Health & Recreation Manager
Cllr. D. Jennings – Health & Community Services Portfolio Holder: Portfolio Holder
Status: Public
1. Purpose of Report
1.1 To provide Cabinet Executive with an opportunity to shape and develop the Green Space Strategy for the Blaby District.
2. Recommendation
2.1 To approve the Draft Green Space Strategy for consultation.
3. Reason for Decision Recommended
3.1 To support the development of this draft strategy.
4. Forward Plan
4.1 Forward Plan Reference Number: 11 / 11 (047).
5. Key Decision
5.1 Yes.
6. Matters for Consideration
6.1 Background
Green space is an essential ingredient of successful neighbourhoods and it provides a wide range of social, economic and environmental benefits to local communities. There is huge national demand for better quality green spaces. Surveys repeatedly show how much the public values them, while research reveals how closely the quality of green spaces links to levels of health, crime and the quality of life in every neighbourhood. Well designed green space provides space for recreational activities, improving physical health and fitness and improving mental health and well being.
Page 181 In 2008, the Council established a Green Infrastructure Forum made up of officers from a range of internal departments with an interest in Green Space. The need for a Green Space Strategy was identified and this has been developed by the forum during 2011. The Forum is currently chaired by Cllr David Jennings and includes officers from planning, grounds maintenance, health & recreation and asset management.
6.2 What will the Green Space Strategy do?
Considering the broad range of issues green space contributes towards and the requirement for a joined up approach across the different Council departments, a Green Space Strategy will:
• Gather information on supply and demand for green space (using the Council’s PPG 17 Open Space, Sports & Recreation Facilities Assessment (2009). • Improve how we manage and maintain green space. • Improve how green space is designed & adopted through the planning process. • Develop strategic criteria for green space so sites can be prioritised. • Make best use of developer contributions in partnership with Parish Council’s. • Support applications for external funding.
6.2 What does it cover?
The strategy covers the following classifications of green space:
• Parks & recreation grounds • Outdoor sports space • Children’s & young people’s space • Informal open space • Natural green space • Allotments • Churchyards & Cemeteries • Green Corridors • Green Wedges • Public Rights of Way • Civic spaces • Sites of Special Scientific Interest (SSSI).
In relation to the above categories, the strategy considers the current level of provision, public opinions and perceptions on green space, other related policy and sets out a vision for the future along with an action plan to deliver this.
6.3 Key findings from the strategy:
• Improved Play provision required for Children & Young People (more natural play sites). • Improved access and promotion of green space sites required. • Increased provision of Allotments required. • Opportunity to improve green space provision through new
Page 182 developments. • Existing stock to be prioritised and to make best use of resources.
6.4 Challenges for the Strategy to address:
The draft Green Space Strategy will benefit from the input of the Cabinet Executive. In particular it is hoped that Cabinet Executive will provide feedback on the following sections of the Strategy:-
• The Vision for the Future (section 3) • The Strategic Criteria for assessing sites (appendix 3) • The improvements made to the process of site adoption (appendix 5) • The improvements made to the process for considering alternative use for sites (appendix 4)
7. Other Relevant Considerations
7.1 Equalities - An EINA has been carried out and any adverse impacts identified have been mitigated in the EINA Action Plan.
8. Other Options Considered
8.1 The alternative option is not to consult, however, this is not considered an appropriate course of action as this would not serve in the interest of improving the District’s Green Spaces.
9. Appropriate Consultations
9.1 Early consultation has been conducted with relevant internal officers, Scrutiny Commission, the County Council, Parish Council’s and the Leicestershire Access Forum.
9.2 The consultation period on the draft will be open until 12 th April 2012.
10. Financial and Efficiency Implications
10.1 Recommendation can be implemented within existing resources .
11. Appendices to this report
11.1 Appendix A - Timetable for Strategy development. 11.2 Appendix B - Draft Green Space Strategy.
12. List of Background Papers
12.1 Detailed in the report.
The following Officers/Members have been consulted (identified by ): Head of Paid Service (Chief Executive) S. 151 Officer (Deputy Chief Executive) Monitoring Officer (Legal Services Manager) Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 183 This page is intentionally left blank
Page 184 Appendix A
Draft Green Space Strategy
Timetable 2012
Meeting Date Progress
Management Board Tuesday 17 th January 2012 √
Green Infrastructure Forum Wednesday 18 th January 2012 √
th
Page 185 Scrutiny Commission Wednesday 8 Feb 2012 √
Cabinet Briefing Wednesday 8 th February 2012 √
Cabinet Executive Monday 20 th February 2012
Consultation period on Final Draft Thursday 1 st March 2012 – Thursday 12 th April 2012
Full Council Tuesday 22 nd May 2012
This page is intentionally left blank
Page 186 Appendix B
BLABY GREEN SPACE STRATEGY
DRAFT
1 Page 187
CONTENTS
1.0 Forward
2.0 Introduction
3.0 Vision for the Future 3.1 Strategic Vision 3.2 Category Specific Vision & Actions
4.0 Purpose & Scope of the Strategy 4.1 Purpose 4.2 Scope
5.0 The Benefits of Open Spaces
6.0 Policy Context
7.0 Assessment of current Open Space provision (Supply) 7.1 Parks & Recreation Grounds 7.2 Outdoor Sports Space 7.3 Equipped Children & Young People’s Space 7.4 Informal Open Space 7.5 Natural Green Space 7.6 Allotments 7.7 Churchyards & Cemeteries 7.8 Green Corridors 7.9 Green Wedges 7.10 Public Rights of Way 7.11 Civic Spaces 7.12 Sites of Special Scientific Interest (SSSI) 7.13 Key Findings from the Assessment
8.0 Consultation (Demand & Need) 8.1 Existing Demographic Information 8.2 Blaby Residents Survey 8.3 Public Satisfaction with Parks & Open Spaces Report 8.4 Community Survey & Young Persons Survey 8.5 Key Findings from the Consultation
9.0 Standards of Provision 9.1 Strategic Green Space & Hierarchy 9.2 PPG17 Standards 9.3 Consultation 9.4 Partnership Working 9.5 Quality Assessment 9.6 Management & Maintenance 9.7 Signposting, Interpretation and Marketing 9.8 Biodiversity Action Plan
2 Page 188 9.9 Value for money, External Funding & Investment 9.10 Surplus Facilities 9.11 Anti-Social Behaviour 9.12 Adoption 9.13 Developer Contributions 9.14 Strategy Review
10.0 Action Plan
Appendix 1 - Relationship with other strategies
Appendix 2 – Policy Review
Appendix 3 – Strategic Criteria Site Assessment Form
Appendix 4 – Decision Making Process for Re-Development of Green Spaces
Appendix 5 - Site Adoption Process
Maps
Figure 1 - Parks & Recreation Grounds Figure 2 - Outdoor Sports Space Figure 3 - Equipped Children Figure 4 - Young People’s Space Figure 5 - Informal Open Space Figure 6 - Natural Green Space Figure 7 - Allotments Figure 8 - Churchyards & Cemeteries Figure 9 - Green Corridors Figure 10 - Green Wedges Figure 11 - Footpaths Figure 12 - Cycle Routes Figure 13 - Civic Spaces Figure 14 - Sites of Special Scientific Interest (SSSI)
3 Page 189
1.0 Forward (insert when approved)
4 Page 190 2.0 Introduction
Green space in towns and villages is essential to health and well-being. Good quality and maintained spaces make a considerable contribution to the quality of life of residents and visitors and to sustainable communities. In recent years the Department for Communities and Local Government recognised this and encouraged a holistic and strategic approach to the provision and care of open space.
The District Council will seek to balance the need to protect and enhance the ecology and landscape of the area without hindering regeneration and economic growth whilst developing the recreation potential of the area. This will involve improving and enhancing green spaces through initiatives and partnership working. Green Space can be said to include parks & recreation grounds, outdoor sports space, children’s & young people’s space, informal open space, natural green space, allotments, churchyards & cemeteries, green infrastructure, green wedges, public rights of way, civic spaces, sites of special scientific interest (SSSI) and deal with issues such as biodiversity, recreation, access, and climate change. The role of green spaces in off- setting extremes of heat, reducing flood risk, carbon storage and providing a green lung cannot be over-estimated.
The District’s the green space network will be safeguarded and enhanced by not permitting development that compromises its integrity and ensuring developer contributions are utilised to facilitate improvements. The importance of community involvement in the planning, creation and management of green spaces cannot be overstated nor the need to encourage access to and awareness of the benefits of green space for education, health and leisure. The Council will pursue opportunities to make green space, sport and recreation facilities more accessible and improve links and connections between spaces. The network of Rights of Way provide local routes that join communities and provide routes to access shops, schools and workplaces and will provide the link from urban areas to open countryside.
The landscape within the district is broadly similar, consisting of gently undulating farmland intersected by transport routes and by the floodplains of the Rivers Sence, Soar and Rothley Brook. There are large settlements around the south and west of Leicester and a scattering of smaller settlements throughout the rest of the district. There are also some large industrial and employment areas, mostly located in close proximity to the motorway. Quarrying activity is evident across the district. Localised changes in landscape character tend to occur around river valleys and towards the edges of the district. Croft Hill forms an important landscape feature within the district rising 60m above the surrounding land.
The present economic crisis is now however impacting widely upon services and provision. Funding from a variety of sources is no longer available and there is a pressing need to consider what is affordable and how we can maximise the effective use of resources to continue to protect and enhance green spaces.
Blaby District Council has risen to the challenge of preparing a strategy for its green spaces in the light of the current financial situation to make the greatest use of the resources and meet the needs of local people.
5 Page 191
This strategy will achieve this by:
• Developing a clear and shared vision between the community, Council and other stakeholders • Demonstrating the value of green space in achieving corporate, strategic and community objectives • Establishing a cross-cutting framework for provision, design, management, accessibility and maintenance • Ensuring that existing and future green spaces enhance the quality of life of local communities and the environment and promote greater pride of place and social inclusion • Maximising resources to support green space maintenance, development and improvements through external funding opportunities and allocation of revenue budgets • Providing a clear framework for voluntary and community groups to contribute to on going management and maintenance of green spaces • Producing an Action Plan that sets out to rationalise and deliver an approach to green spaces that can be afforded
The Green Space Strategy is one of a number of plans reflecting the Community Plan and will inform the development of the Council’s Local Development Framework. The Strategy will inform planning policy and enable the Council to make a robust defence of those green spaces that it wants to protect.
6 Page 192
3.0 Vision for the Future
3.1 Strategic Vision:
The Strategic vision for Blaby’s green spaces was developed by the Council’s Green Infrastructure Forum with key stakeholders and has the support of members. The strategic vision for Blaby’s green space strategy is shown below:
Strategic Vision
‘To provide green spaces that make a positive contribution to the quality and diversity of the local environment and to the health and well-being of our residents. Our green spaces will be used, valued, and enjoyed by everyone’
Strategic Actions
• Develop a marketing strategy to increase usage and encourage the use of green spaces as part of a healthy lifestyle.
• Conduct consultation with vulnerable groups to understand the reasons why they don’t use open spaces and to encourage use.
• To deliver events at Green Spaces.
• Reduce deficiencies in green space across the district through the planning system and update PPG 17 data to reflect new green space from recent developments.
• Apply the strategic criteria to prioritise green space sites and identify sites of strategic importance.
• Conduct quality audits for sites to prioritise investment & improvements.
• Work in partnership with Parish Councils to ensure a co-ordinated approach to green space issues.
• Monitor this Green Space Strategy and review it at regular intervals.
7 Page 193
3.2 Category Specific Vision & Actions:
The above strategic vision is an over-arching principle for the strategy. This has been used to develop a vision and actions for each of the green space categories, shown below:
Parks & Recreation Grounds
This category includes recreation grounds, parks and formal gardens. They can be in many different forms and often include some of the other categories, such as, Outdoor Sports Space and Children’s Play Areas. Vision: ‘To protect, improve and raise the profile of Parks & Recreation Grounds so local residents are proud of them, use them regularly, look after them & enjoy them’
What we will do How we will do it Raise standards at Parks & Recreation Maintain Parks & Recreation Grounds to Grounds to meet the needs and demands of Green Flag standards. the local community. Bid for funding from external sources to improve Parks & Recreation Grounds. Improve access to Parks & Recreation Identify site specific improvements. Grounds for all communities to use, appreciate and enjoy. Increase the number of Parks & Recreation Grounds. Encourage and involve local communities in Encourage, support & develop volunteers for managing and developing Parks & Parks & Recreation Grounds. Recreation Grounds. Encourage dog owners to act responsibly and to clean up after their dogs. Protect & enhance the historic & Review and update site management plans. environmental context of the District’s Parks & Recreation Grounds. Identify sustainable ways of maintaining Parks & Recreation Grounds. Key Performance Measures: • Public satisfaction levels with Green Spaces. • Increased number of Parks & Recreation Grounds. • Revised and updated Management Plans for all strategic sites. • Green Flag Award for Fosse Meadows.
8 Page 194
Outdoor Sports Space
Fixed sports spaces that are openly accessible to the public. Facilities include sports pitches, including cricket, football and rugby. They also include fixed sports spaces such as tennis courts, and bowling greens. Very often these facilities are located within Parks or Recreation Grounds, and as such, many of the facilities are multifunctional. Vision: ‘To provide residents with access to good quality formal outdoor sports space and changing facilities that contribute to increasing participation levels and the visual amenity of the area’ What we will do How we will do it Raise standards at Outdoor Sports Spaces to Seek to improve facility & pitch quality at meet the needs and demands of the local Outdoor Sports Spaces. community. Identify sustainable ways of maintaining Parks & Recreation Grounds.
Bid for funding from external sources to improve Outdoor Sports Spaces. Improve access to Outdoor Sports Space for Identify site specific improvements. all communities to use, appreciate and enjoy. Increase the number of Outdoor Sports Spaces.
Ensure Outdoor Sports Space on school sites will be developed to allow community access. Encourage and involve local communities in Encourage, support & develop local sports managing and developing Outdoor Sports clubs at Outdoor Sports Space. Space. Key Performance Measures: • Public satisfaction levels with Green Spaces. • Increased number of Outdoor Sports Spaces.
Equipped Children & Young People's Space This category considers formal play space for young people. This includes, equipped children’s space (for children up to and around 12 years old) and provision for teenagers (skateboard parks, basketball courts and multi-use games areas). Vision: ‘Children & young people living in the Blaby district have access to play provision and teenage facilities that meet their needs in terms of quality, quantity and accessibility’ What we will do How we will do it Raise standards at Children & Young Manage & maintain sites through regular People’s Space to meet the needs and inspections. demands of the local community. Bid for funding from external sources to improve Children & Young People’s Space. Improve access to Children & Young Identify site specific improvements. People’s Space for all communities to use, appreciate and enjoy. Increase the number of Children & Young People’s Space. Encourage and involve local communities in Encourage & support local involvement in the managing and developing Children & Young design of Children & Young People’s Space People’s Space. and promote natural play space design. Key Performance Measures: • Public satisfaction levels with Green Spaces.
9 Page 195 • Increased number of Children & Young People’s Spaces.
Informal Open Space Spaces open to free and spontaneous use, but neither laid out or managed for a specific function. These spaces will vary in size, usually mown grass, unlikely to have identifiable entrance points, no formal layout or recreational facilities. Vision: ‘To provide opportunities for informal activities close to home or work and to enhance the visual appearance an area’ What we will do How we will do it Improve access to Informal Open Space for Ensure adequate supply of Informal Open all communities to use, appreciate and enjoy. Space is provided within new developments.
Maintain Informal Open Space to consistent standards. Encourage and involve local communities in Encourage Parish Council’s and local managing and developing Informal Open communities to take ownership of Informal Space. Open Spaces. Key Performance Measures: • Public satisfaction levels with Green Spaces. • Informal Open Spaces maintained to consistent standards.
Natural Green Space Natural Green Space covers a variety of spaces including meadows, river floodplain, woodland and copse all of which share a trait of having natural characteristics and wildlife value, but which are also open to public use and enjoyment.
Vision: ‘To protect natural green spaces and provide accessibility for people to enjoy for recreation, to experience and learn about nature and to provide important wildlife habitats’
What we will do How we will do it Improve access to Natural Green Space for Indentify improvements in terms of signage, all communities to use, appreciate and enjoy. interpretation & any site specific access issues.
Increase the number of Natural Green Space sites through the planning system. Protect & enhance the wildlife and To work with partners to have appropriate biodiversity value of Natural Green Space. management plans in place that will improve access, understanding & sustainability of these sites. Key Performance Measures: • Public satisfaction levels with Green Spaces. • Number of new Natural Green Space sites.
10 Page 196
Allotments Allotment sites provide areas for residents to grow their own produce and plants. Vision: ‘To have a range of well managed, productive and well used Allotment sites across the District’
What we will do How we will do it Raise standards at Allotment sites to meet Improve facilities available at existing sites. the needs and demands of the local community. Ensure new sites provide the facilities set out in the quality standards for Allotment sites. Improve access to Allotment sites for all Increase the number of Allotment sites. communities to use, appreciate and enjoy. Key Performance Measures: • Public satisfaction levels with Green Spaces. • Increased number of Allotments.
Churchyards & Cemeteries
Although the primary purpose of churchyards and cemeteries is not for recreation, in many areas they can provide a tranquil haven for residents and wildlife. Vision: ‘To ensure they are protected and managed as places for burial and spiritual reflection, as places to promote health and well being, for their importance for heritage, nature conservation and biodiversity’
What we will do How we will do it To protect & maintain the District’s Carry out regular inspections, condition Churchyards & Cemeteries from dereliction & surveys & ecological surveys to make safeguard those areas with important nature appropriate plans to manage Churchyards & conservation, heritage or archaeological Cemeteries. features as far as possible to retain unique characteristics. Improve access and raise awareness of the To maintain a database of memorials in all important benefits these areas of open space closed churchyards and provide internet have to our quality of life and well-being and access to this. encourage all communities to use, appreciate and enjoy. Encourage and involve partners & local We will liaise with partners to determine likely communities in managing and developing uses & ensure our maintenance Churchyards & Cemeteries. arrangements are such that a good impression is created for visitors. Key Performance Measures: • Public satisfaction levels with Green Spaces. • No. of closed churchyards with up to date memorial databases accessible on line. • No. of memorials inspected, no. of memorials restored/repaired. • No. of closed churchyards with current condition surveys.
11 Page 197
Green Corridors Green Corridors are networks of multi-functional green spaces. They can be a combination of public and privately owned land and can include towpaths along riverbanks, cycle routes, rights of way and disused railway lines. Vision: ‘To provide opportunities for walking, cycling and horse riding whether for leisure purposes or travel and opportunities for wildlife migration’
What we will do How we will do it Protect & extend the Green Corridor network Identify opportunities for further development where appropriate and possible to do so. of Green Corridors through the planning system linking urban areas into the wider countryside.
Improve access to Green Corridors for all Indentify improvements in terms of signage, communities to use, appreciate and enjoy. interpretation & any site specific access issues. Protect & enhance the wildlife & biodiversity To work with partners to have appropriate value of Green Corridors. management plans in place that will improve access, understanding & sustainability of these sites. Key Performance Measures: • Public satisfaction levels with Green Spaces. • Number of management plans in place.
Green Wedges Green Wedges are important strategic gaps between settlements. They are designated to prevent the merging of settlements, guide development form, provide a green lung into urban areas and provide a recreational resource. Vision: ‘To balance the need for Green Wedges against the need to provide new development and to seek opportunities to create new Green Wedges through new development’
What we will do How we will do it Protect existing & provide new Green Identify new opportunities for Green Wedges Wedges where appropriate and possible to through the planning system. do so. Improve access to Green Wedges for all Indentify improvements in terms of signage, communities to use, appreciate and enjoy. interpretation & any site specific access issues. Protect & enhance the wildlife & biodiversity To work with partners to have appropriate value of Green Wedges. management plans in place that will improve access, understanding & sustainability of these sites. Key Performance Measures: • Public satisfaction levels with Green Spaces. • Number of management plans in place.
12 Page 198
Civic Spaces Civic spaces include civic and market squares and other hard surfaced community areas designed for pedestrians with the primary purpose of providing a setting for civic buildings, public activities and community events. Vision: ‘To provide civic spaces for residents, visitors and traders to interact. This could include open air markets, a local meeting point and public events. Our Civic Spaces will be a hub and enhance the surrounding area’ What we will do How we will do it Improve access to Civic Spaces for all Ensure adequate supply of Civic Space is communities to use, appreciate and enjoy. provided through the planning system.
Indentify improvements in terms of signage, interpretation & any site specific access issues.
Ensure Civic Spaces are clean, well maintained and safe. Encourage and involve local communities in Encourage Parish Council’s and Town managing and developing Civic Spaces. Centre Partnerships to deliver local events and activities on Civic Spaces. Key Performance Measures: • Public satisfaction levels.
Sites of Special Scientific Interest (SSSI) Sites of Special Scientific Interest (SSSIs) are the country's very best wildlife and geological sites. There are over 4,000 SSSIs in England, with six of these within the Blaby District. They include some of our most spectacular and beautiful habitats. Vision: ‘To safeguard and enhance all SSSI sites throughout the District’
What we will do How we will do it Protect all SSSI sites within the District. Any development proposals which will have an adverse impact will be resisted through the planning system.
Work with partners (Natural England) to ensure that land owners manage SSSI sites properly. Key Performance Measures: • Public satisfaction levels with Green Spaces. • Number of reported issues with SSSI sites.
13 Page 199
4.0 Purpose & Scope of the Strategy
4.1 Purpose
This strategy for green spaces will set out the vision and goals to be achieved along with the resources, methods and time needed to deliver them. This strategy will:
Provide a shared vision for the future and ensure the linkages are evident The strategy helps everyone understand the value of parks and green spaces in achieving corporate, strategic and community objectives. The strategic links that are made between this strategy and other Blaby District Council strategies are found in Appendix 1. Green space is an important element of other Council strategies. The Green Space Strategy is therefore important in establishing a cross-cutting policy framework for provision, design, management, accessibility and maintenance and for establishing political and inter-departmental officer support and responsibility.
Provide a framework for community groups The District of Blaby already has a history of developing Friends of Parks groups, which helps ensure that those green spaces meet the needs of local people, and provides a clear framework for voluntary and community groups to contribute to on going management and maintenance of green spaces. This strategy process is a catalyst to enhance community engagement and the District Council is committed to working with the local community to ensure the needs of existing and future communities are being met.
Help to identify improvements required and to set priorities This strategy will ensure that existing and future green spaces enhance the quality of life of local communities and the environment and promote greater civic pride and social inclusion. It will identify what needs protecting, enhancing or creating and will help recognise open space that is not achieving objectives, which may then be considered for rationalisation.
Help make the case for funding opportunities and planning obligations The District of Blaby has had some success in accessing funds for developing green spaces. The Council will continue to make applications where appropriate and will aim to maximise resources to support green space improvements through external funding opportunities as well as allocation of revenue budgets. This Strategy sets out the policies and aspirations for the District’s green space, which will aid future applications for funding and give developers a clear view on what might be required within future development agreements.
Be responsive to the changing financial, planning and policy environment Planning Policy Guidance 17 on Planning for Open Space, Sport and Recreation urges the need for strategic assessments of community need for open space, sport and recreation facilities as part of the new Local Development Frameworks (LDF).
14 Page 200 The Coalition Government has made clear the need to reduce very significantly public expenditure and has begun to remove many of the regional and national structures which channelled funding. It is clear that we need to reassess what we provide, how it is provided and funded and who is commissioned to deliver the agreed provision. This Strategy responds to national, regional and local policies and guidance.
Understand & manage public expectations in relation to green space issues Consultations on the Sustainable Community Strategy, Green Space liaison meetings and feedback from Residents Surveys showed that green space issues are often at the forefront of communities’ aspirations and are a major factor in satisfaction with the area as a place to live. The current financial situation will mean many and widespread reductions in the levels of services currently being provided. Given this, it is more essential than ever before to ensure efficient use of available resources and effective engagement with the residents of the District to explain and involve them in the decisions that will have to be made over the next few years.
Improve Access & Usage In order to ensure that everyone has access to green space, the accessibility of sites should be maximised. Opportunities to improve access between sites and other green spaces in the vicinity will be considered where possible. In planning for improved access stakeholders should consider enhanced public transport links, the position of existing entrances, disability access provision, good quality footpaths and ramps, maximising connectivity between open spaces, installation of bicycle racks where necessary, clear entrance signs.
4.2 Scope
The scope of this strategy will include the following classifications of green space:
• Parks & recreation grounds • Outdoor sports space • Children’s & young people’s space • Informal open space • Natural green space • Allotments • Churchyards & Cemeteries • Green Infrastructure • Green Wedges • Public Rights of Way • Civic spaces • Sites of Special Scientific Interest (SSSI)
15 Page 201
5.0 The Benefits of Green Spaces
Green space is an essential ingredient of successful neighbourhoods and it provides a wide range of social, economic and environmental benefits to local communities. There is huge national demand for better quality green spaces. Surveys repeatedly show how much the public values them, while research reveals how closely the quality of green spaces links to levels of health, crime and the quality of life in every neighbourhood.
In Blaby green space includes Parks & recreation grounds, Outdoor sports space, Children’s & young people’s space, Informal open space, Natural green space, Allotments, Churchyards & Cemeteries, Green Infrastructure, Green Wedges, Public Rights of Way, Civic spaces and Sites of Special Scientific Interest (SSSI). Well designed green space provides space for recreational activities improving physical health and fitness and mental health and well being. Green spaces like allotments are also productive, yielding the fresh fruit and vegetables that are essential to a healthy diet.
Green space affords opportunities for social interaction between people of different communities, fostering social inclusion and community development. It can often become a focus for community activity, involvement and capacity building, thereby helping to develop citizenship and local pride and reducing anti-social behaviour and crime.
Green space provides opportunities for people to get involved in creative and cultural activities by supplying a venue for cultural events and festivals or public art installations. In themselves, green spaces contribute to heritage and culture by providing reservoirs of collective memory. For example, churchyards can operate as the biography of our communities containing important historical and cultural features that help identify our heritage.
Good quality green space contributes significantly to regeneration and neighbourhood renewal projects by improving the image of places and attracting investment. It improves investor and resident perception of the place by raising confidence in the area. Quality green space is known to have a significant positive impact on house prices, supporting the creation of stable housing markets.
Green space corridors provide visual interest along main roads and can improve drivers’ perceptions of the District, encouraging tourism and stimulating the local economy. Green space helps create an attractive environment in which to live, work, visit and invest, thereby assisting economic growth in the District.
A high quality public environment makes a positive contribution to the townscape. Attractive parks and other public spaces create a pleasant and varied townscape improving the setting of the built environment. In town centres, a pleasant and well maintained environment supports a healthy economy as it attracts new businesses and workers and increases the number of people visiting retail areas.
Green space provides a wealth of opportunities for outdoor play, which is known to have developmental and therapeutic benefits for children and young
16 Page 202 people. It is important for building social, emotional and life skills and can provide a means for children to learn about risk and develop confidence and independence. Green space helps children and young people to stay healthy and tackle problems of obesity by providing opportunities for exercising and fresh air. It can also provide essential diversionary activities for young people, helping to reduce anti social behaviour. Spaces that are designed with young people’s involvement also offer a safe place for young people to meet, play and hang out.
Well designed Green space contributes towards ecological diversity, supports environmental sustainability and helps to counter pollution. Within urban green space, varied habitats help to relieve the monotony of the urban landscape with different colours and sounds and help to bring the delights of the countryside into our towns. As well as providing important visual amenity benefits in built up areas urban green space gives people the chance to experience and learn about nature and wildlife close to where they live.
Green space can function as an ‘outdoor classroom’ offering formal and informal learning opportunities for schools and communities thereby contributing to lifelong learning and helping to improve educational attainment.
This strategy provides a working document for users and managers to direct the protection, maintenance and development of green spaces and ensure that they continue to provide as many benefits as possible to residents and visitors to Blaby District.
17 Page 203
6.0 Policy Context
The Green Space Strategy is set within the context of national, regional and local policies. Strategies and evidence base documents have been reviewed and are presented in Appendix 2. Key documents include:
National / Regional:
National policy for green space, sport and recreation emphasises the role that green spaces should play in urban regeneration. It is recognised that green spaces have a role to play in maximising quality of life, improving health, education and biodiversity conservation in addition to their recreational value. Strategic planning and management of green spaces can help to ensure adequate provision, appropriate usage and can maximise the value of capital investment. National policy advocates that local authorities produce green space strategies in order to obtain the greatest possible benefits. Key documents which are particularly relevant to setting the national and regional context are shown below:
• Planning Policy Guidance – PPG17: Planning for Open Space, Sport and Recreation (2002)
• Urban Green Spaces Task Force report – Green Spaces Better Places (2002)
• Living Spaces, Cleaner, Safer, Greener (2002)
• European Landscape Convention
• The Natural Environment & Rural Communities (NERC) Act
• Green Space Strategies – A Good Practice Guide (2004)
• 6C’s Green Infrastructure Strategy (2010)
• East Midlands Green Infrastructure Scoping Study (2009)
Local:
It is important for the green space strategy to reflect the local needs of the district. To ensure this strategy can be embedded as a local working document the following district related policies have been considered:
• Building a Big Society for our area – A Community Plan for Blaby District (2011)
• Blaby District Council Local Development Framework (LDF) Core Strategy Submission Version (January 2012)
• Blaby District Council PPG 17 Open Space, Sports & Recreation Facilities Assessment (2009)
18 Page 204 • Blaby District Council Children’s Play Strategy (2007-2012)
• Local Health Data (various sources)
• Leicester, Leicestershire & Rutland Biodiversity Action Plan
19 Page 205
7.0 Assessment of current Green Space provision
The following information considers the existing provision of green space in Blaby. These green spaces have been put into categories based on type, as identified in the Council’s PPG17 Study.
7.1 Parks & Recreation Grounds
For the purpose of this study all sites including recreation grounds, parks, and formal gardens have been placed under a single classification called Parks, and Recreation Grounds. They take on many forms, and may embrace a wide range of functions, such as: • Informal recreation and outdoor sport. • Play space of many kinds (including for sport and children’s play). • Providing attractive walks to work. • Offering landscape and amenity features. • Areas of formal planting. • Providing areas for ‘events’. • Providing habitats for wildlife.
Quantity:
• The District has around 23 Parks & Recreation Grounds. • The average level of provision for Parks & Recreation Grounds across the District is 0.41 hectares per 1000 people (this is below the required standard, see section 9.2 for required standards).
Quality:
The PPG17 study identified a need to improve the general quality of this type of provision. Overall maintenance has been identified as the key area of improvement, fencing, bins, seats and paths in many of the parks were not acceptable and scored poorly on the assessment. It was clear from the on site assessments that where parish groups are directly involved with maintaining and enhancing their provision, the quality was significantly better.
Accessibility:
• The required standard for Parks & Recreation Grounds is 0.8ha per 1000 people. The average level of provision within the District is 0.41 hectares per 1000 people, 0.39 ha below the required standard. • Public consultations have identified that around 75% of respondents are prepared to travel between 5 and 10 minutes to reach a Park or Recreation ground. • Enderby and Narborough had the highest deficiencies in relation to Parks & Recreation grounds.
20 Page 206
7.2 Outdoor Sports Space
Fixed sports spaces that are openly accessible to the public. Facilities include sports pitches, including cricket, football and rugby. They also include fixed sports spaces such as tennis courts, and bowling greens. Very often these facilities are located within Parks or Recreation Grounds, and as such, many of the facilities, especially sports pitches are multifunctional. That is they can be used for sport one day, and for the rest of the week function as a space to walk and play. Outdoor sports space with limited public access (e.g. private sports grounds), have also been recorded and mapped where known.
Quantity:
• The district has around 183 Outdoor Sports spaces. • The average level of provision for the district is 1.52 ha per 1000 people (1.92 ha per 1000 people including sites with limited access). This is above the required standard of 1.0ha per 1000 people (see section 9.2 for standards).
Quality:
• The study found a considerable variation in the quality of outdoor sports space across the district, with some sites having good quality and well maintained facilities, whilst others are in need of improvement. • Limited access sites are of a higher quality compared to open access sites. • The quality of the sites is significantly better than the views expressed in the consultation.
Accessibility: • The required standard is 1.0ha per 1000 people, the average level of provision for the district is 1.52 ha per 1000 (above the standard). • It is worth noting that often people who play in formal sports teams usually use cars to access these types of facilities as where they play is determined by other factors such as league structures. For larger facilities or sites with several outdoor sports the standard of a 20 minute drive time is used (Sport England guidance). • The district has a sufficient supply of outdoor sports space.
7.3 Equipped Children & Young People’s Space
It is important at the outset to establish the scope of the audit in terms of this kind of space. Children and young people will play/’hang out’ in almost all publicly accessible “space” ranging from the street, town centres and squares, parks, playing fields, “amenity” grassed areas etc as well as the more recognisable play and youth facility areas such as equipped playgrounds, youth shelters, BMX, skateboard parks, Multi-use Games Areas etc. Clearly many of the other types of open space covered by this study will therefore provide informal play opportunities. To a child, the whole world is a potential playground: where an adult sees a low wall, a railing, kerb or street bench, a child might see a mini adventure playground or a challenging skateboard obstacle. Play should not be restricted to designated
21 Page 207 ‘reservations’ and planning and urban design principles should reflect these considerations. This strategy has focused on the following:
• Equipped children’s space • Provision for teenagers
The former comprises equipped areas of play that cater for the needs of children up to and around 12 years. The latter comprises informal recreation opportunities for, broadly, the 13 to 16/17 age group, and which might include facilities like skateboard parks, basketball courts and ‘free access’ Multi Use Games Areas (MUGAs). In practice, there will always be some blurring around the edges in terms of younger children using equipment aimed for older persons and vice versa.
Quantity:
• The district has around 35 Children & Young People’s Spaces. • The average level of provision in the district is 0.05ha per 1000 people, this is below the required standard of 0.30ha per 1000 people.
Quality:
• The study identified a vast range in quality of equipped children’s & Young People’s Spaces. The majority of these play areas are dated and offer a limited range of activities. Where facilities for teenagers had been installed these were of good quality. There is a clear need for additional facilities for this age group.
Accessibility:
• The required standard is 0.30ha per 1000 people, the average level of provision for the district is 0.05 ha per 1000 (below the required standard). • The standard for children’s provision is a walking time of 10 minutes, for young people’s provision (teenagers) the standard is increased to 15 minutes. • All areas of the district have a deficiency in equipped children’s & young people’s space.
7.4 Informal Open Space
This category considers those spaces open to free and spontaneous use by the public, but neither laid out nor managed for a specific function such as a park, public playing field or recreation ground; nor managed as a natural or semi-natural habitat. These areas of open space will be of varied size, but are likely to share the following characteristics: • Unlikely to be physically demarcated by walls or fences. • Predominantly lain down to (mown) grass. • Unlikely to have identifiable entrance points (unlike parks). • Unlikely to have planted flower beds or other formal planted layouts, although they may have shrub and tree planting. • Generally no other recreational facilities and fixtures (such as play equipment or ball courts), although there may be items such as litter bins and benches.
22 Page 208
Examples might include both small and larger informal grassed areas in housing estates and general recreation spaces. They can serve a variety of functions dependent on their size, shape, location and topography. Some may be used for informal recreation activities, whilst others by themselves, or else collectively, contribute to the overall visual amenity of an area.
Quantity:
• The district has around 269 Informal Open Spaces. • The average level of provision in the district is 1.31 ha per 1000 people, this is above the required standard of 0.5 ha per 1000 people.
Quality:
• Informal open space throughout the district offers more visual benefit rather than significant recreational use. • The majority of theses spaces provide links to larger sites or are laid out as road buffers. • The study found most of these sites to be of average quality.
Accessibility:
• The required standard is 0.5 ha per 1000 people, the average level of provision for the district is 1.31 ha per 1000 (above the required standard). • A distance of 480 metres or about a 10 minute walking time is proposed for informal open space as this space should be within easy reach of home for informal play & recreation opportunities. • The district has a sufficient supply of informal open space.
7.5 Natural Green Space
For the purpose of this study Accessible Natural Green Space covers a variety of spaces including meadows, river floodplain, woodland and copse all of which share a trait of having natural characteristics and wildlife value, but which are also open to public use and enjoyment. Research shows these areas have a value attached to them for recreation and emotional well-being. A sense of ‘closeness to nature’ with its attendant benefits for people is something that is all too easily lost in urban areas. Accessible Natural Green Spaces should be viewed as important a component of community infrastructure in planning for new development as other forms of open space or ‘built’ recreation facilities. Accessible Natural Green Spaces can make important contributions towards local Biodiversity. Some sites will have statutory rights or permissive codes allowing the public to wander in these sites. Others may have defined Rights of Way or permissive routes running through them. For the remainder of sites there may be some access on a managed basis. Although many natural spaces may not be ‘accessible’ in the sense that they cannot be entered and used by the general community, they can be appreciated from a distance, and contribute to visual amenity. Natural Green Space with limited public access (e.g. RSPB reserves) has been mapped where known.
23 Page 209 Quantity:
• The district has around 36 Natural Green Spaces. • The average level of provision in the district is 2.24 ha per 1000 people, this is above the required standard of 1.0 ha per 1000 people. • This is one of the largest types of provision within the district.
Quality:
• Natural green space across the district generally appears in good condition. • Generic improvements are required across these sites in terms of signage and improvements to entrances and exits.
Accessibility
• The required standard for natural green space is 1.0 ha per 1000 people, the average level of provision for the district is 2.24 ha per 1000 (above the required standard). • A distance of 960 metres or about a 20 minute walking time is proposed for natural green space. • It is not possible to achieve a uniformly good level of provision throughout the district as it is not feasible to remove large areas of natural green space in areas of over provision and similarly it is not possible to create large areas of natural space in urban areas. The standard is therefore more useful when considering a new housing development. • Blaby, Cosby, Countesthorpe, Glen Parva, Kilby & Whetstone were identified as having an under supply of natural green space.
7.6 Allotments
Allotments provide areas for people to grow their own produce and plants. It is important to be clear about what is meant by the term ‘Allotment’. The Small Holdings and Allotments Act 1908 obliged local authorities to provide sufficient allotments and to let them to persons living in their areas where they considered there was a demand for allotments. The Allotment Act of 1922 defines the term ‘allotment garden’ as “an allotment not exceeding 40 poles (40 Poles equals 1,210 square yards or 1,012 square metres. A Pole can also be known as a Rod or Perch) in extent which is wholly or mainly cultivated by the occupier for the production of vegetable or fruit crops for consumption by himself or his family”. The Allotments Act of 1925 gives protection to land acquired specifically for use as allotments, Statutory Allotment Sites, by the requirement for the need for the approval of Secretary of State in event of sale or disposal. Some allotment sites may not specifically have been acquired for this purpose. Such allotment sites are known as “temporary” (even if they have been in use for decades) and are not protected by the 1925 legislation. In this country an Allotment Garden is generally distinct from a ‘Community Garden’. A Community Garden in the UK tends to be situated in a built-up area and is typically run by an independent non-profit organisation. It is also likely to perform a dual function as an open space or play area while it may offer plots to individual cultivators the organisation that administers the garden will
24 Page 210 normally have a great deal of the responsibility for its planting, landscaping and upkeep.
Quantity:
• The district has around 12 Allotment sites. • The average level of provision in the district is 0.16 ha per 1000 people, this is below the required standard of 0.30 ha per 1000 people.
Quality:
The quality audit only allows for assessment against key criteria such as the level of cultivation and general maintenance which is less comprehensive than assessments of the other green spaces. Therefore, a number of principles are recommended that should be applied for the districts allotment provision, these are shown below:
• Well-drained soil which is capable of cultivation to a reasonable standard. • A sunny, open aspect preferably on a southern facing slope. • Limited overhang from trees and buildings either bounding or within the site. • Adequate lockable storage facilities and a good water supply within the easy walking distance of individual plots. • Provision for composting facilities. • Secure boundary fencing. • Good access within the site both for pedestrians and vehicles. • Good vehicular access into the site and adequate parking and manoeuvring space. • Disabled access. • Toilets. • Notice boards.
Accessibility:
• The required standard is 0.30 ha per 1000 people (this allows for future housing growth), the average level of provision for the district is 0.16 ha per 1000 (above the required standard). • A distance of 480 metres or about a 10 minute walking time is proposed for allotments, however, given the need to transport equipment to and from sites it is accepted that users may often need to drive to the site. • The district has a sufficient supply of allotments.
25 Page 211
7.7 Churchyards & Cemeteries
Although the primary purpose of churchyards and cemeteries is not for recreation in many areas they can provide a tranquil haven for people and wildlife. Blaby District Council is not a burial authority, however under Section 215 of the Local Government Act 1972 Blaby District Council has got liability for the maintenance of 8 Closed Churchyards and 1 Closed Cemetery within the District’s boundaries (Closed meaning no further burials). Liability extends to boundary walls, fences, trees, and footpaths but excludes the Church building or lych gates. The District Council does risk assess/test memorials and make safe where the families cannot be contacted.
Quantity:
• The district has 26 churchyards & cemeteries. • The District Council manages 8 closed churchyards and 1 closed cemetery. • The average level of provision in the district is 0.19ha per 1000 people.
Quality:
• No standard for provision has been set as although churchyards & cemeteries can provide important open space, there is virtually no opportunity to have strategic influence over them. So whilst there may be the opportunity to ‘enhance’ provision there is little opportunity to provide ‘new’ or ‘relocated provision’.
Accessibility:
• Sub Area 2 (Huncote, Leicester Forest West & Thurlaston) had the lowest level of churchyard and cemetery provision. The highest level of provision is in Sub Area 4 (Blaby, Cosby, Countesthorpe, Glen Parva, Kilby & Whetstone).
7.8 Green Corridors
Blaby District Council and its partners will seek to maintain existing, and provide new, ‘networks of multi-functional green spaces’. This network will comprise public and privately owned land. Green Infrastructure can include formal open spaces for sport and recreation, green areas that can be used for informal recreation, areas that are valuable for their bio-diversity (flora and fauna and network links), areas that are of cultural importance (heritage assets and their settings), areas that maintain natural and ecological processes (such as floodplains) and other areas that contributes to the health and quality of life of communities. The growth proposed as part of a Sustainable Urban Extension west of Leicester provides an opportunity to plan for a green infrastructure network, serving the needs of new communities and providing green links (for people and wildlife) from the urban area to the wider countryside. Opportunities will be explored with partners to improve access to:
• The River Soar and River Sence corridors and Grand Union Canal.
26 Page 212 • The Rothley Brook corridor. • The network of Green Wedges that adjoin the urban areas (see 6.9).
In accordance with the Blaby Town Centre Masterplan opportunities will be explored with partners to improve Bouskell Park (Blaby) as a recreational resource.
Opportunities to incorporate key landscape features such as woodlands, ponds, rivers and streams and the local topography should be used to create high quality design incorporating a wide range of high quality, functional and useful open spaces and links. Croft Hill, Fosse Meadows, Aston Firs / Burbage Common (adjacent to Hinckley and Bosworth administrative area), Fosse Way and Disused railway lines (particularly around Countesthorpe) will be retained as important recreation resources.
7.9 Green Wedges
The Green Wedge designation is a strategic planning policy tool and Green Wedges commonly cross Local Authority boundaries. Green Wedges are important strategic areas. They will be designated in order to:
• Prevent the merging of settlements; • Guide development form; • Provide a green lung into the urban areas; and • Provide a recreation resource.
The detailed extent of Green Wedges will be determined through the Allocations and Designations Development Plan Document but will be in the following general locations:
• Between Blaby and Glen Parva (Sence Valley); • Between Whetstone, Blaby and Countesthorpe; • Between Whetstone, Enderby, Glen Parva, Braunstone, Blaby, Littlethorpe, Narborough and Cosby (Soar Valley South); • Between Glenfield, Kirby Muxloe, Kirby Fields and towards Ratby, Groby and Leicester; • Between Glenfield towards Beaumont Leys, Anstey and Groby; and • From Elmesthorpe towards Barwell and Earl Shilton.
The need to retain Green Wedges will be balanced against the need to provide new development (including housing) in the most sustainable locations. Opportunities to create new Green Wedges will be explored particularly in areas around the proposed Sustainable Urban Extension to the west of Leicester. Along with its partners the Council will encourage the active management of land that promotes environmental improvements, recreational facilities (other than built development) and improved access within Green Wedges.
Uses that are appropriately located in Green Wedges include: agriculture (including allotments and horticulture – not garden centres); outdoor recreation (where associated buildings are small in scale); and, forestry. In circumstances where the development would not be harmful to the functions of Green Wedges, the following uses will be allowed: wind turbines (and other renewable energy facilities that are not within buildings); park and ride
27 Page 213 schemes; transport infrastructure (including new roads) and, mineral extraction.
Improvements will be delivered to Green Wedges by working in partnership with the County Council’s Stepping Stones project who are developing management plans for Green Wedges throughout the Leicestershire area.
7.10 Public Rights of Way
Public rights of way can include bridleways, paths and cycle routes. These may be sections of national networks such as the 'National Cycling Network' or long-distance footpaths. The district has a range of public rights of way, a selection of these are shown below:
• National Cycle Route 6
National Route 6 of the National Cycle Network connects London to Keswick in Cumbria. This route passes through the district and can be joined in Countesthorpe, Blaby and Glen Parva.
• Parish Walks & Strolls on your Doorstep
A range of local walks have been mapped by the County Council to encourage and support people to explore their local area, these are available on the County Council website. Some Parish Council’s have also developed local routes, for example, five circular walks around Glenfield.
• Jubilee Walks
A network of 6 walks has been created by the parish councils of Leicester Forest East, Braunstone Town and Enderby and also covering Lubbesthorpe parish.
7.11 Civic Spaces
The district has one main market square which is St. John’s Court located in Blaby Town Centre and owned by Leicestershire County Council. This market square is surrounded by shops and is a busy shopping area. It is within easy walking distance of Bouskell Park, one of the districts main green spaces.
7.12 Sites of Special Scientific Interest (SSSI)
The District of Blaby includes several SSSIs and Local Nature Reserves. Where these are affected directly or indirectly, they will be safeguarded and enhanced. Developments that would have an adverse impact on ‘Protected and notable species’ (under the Wildlife and Countryside Act 1981 as amended) will be resisted. Any proposal which would have an affect on the sites listed below will need to demonstrate that there would be no adverse impacts resulting from development. These areas will be safeguarded and enhanced where they could be directly or indirectly affected by development:
• Ecologically important SSSIs include :
28 Page 214
Aston Firs – The site comprises one of the best remaining examples of ash- oak-maple woodland in Leicestershire and is representative of semi-natural woodland developed on the clays of eastern England.
Croft Hill – Croft Hill supports a nationally rare vegetation type of short, tussocky grasses in open sward. The site is the largest known area of this grassland type in Leicestershire.
Croft Pasture – The site includes unusual Leicestershire examples of acidic mixed grassland.
Narborough Bog - The site contains one of the largest natural reedbeds in Leicestershire together with areas of wet woodland and meadow.
• Geologically important SSSIs are :
Croft and Huncote Quarries - The quarries at Croft and Huncote are important in exposing tonalitic igneous rocks of Ordovician age together with attendant zeolite mineralisation, and much younger manganese mineralisation of Triassic age.
Enderby Warren Quarry - This is the only British locality where it can be demonstrated that the palygorskite, found here at, below and above the unconformity of the Croft microtonalite and the superjacent Triassic sediments, originated through the action of the post-Triassic groundwaters on the underlying beds.
Opportunities to improve Biodiversity will be explored as part of the SUE west of Leicester. Potential to improve the bio-diversity of Green corridors (particularly those adjacent to the Lubbesthorpe Brook to the south of the site) and linkages to the open countryside to the west should be explored. The existing hedgerows and fox coverts on the site will provide further opportunities to provide green linkages. Several ponds and water features exist that need to be retained. The Council will work closely with national and local wildlife organisations, local communities and landowners in order to encourage the creation of new wildlife sites and the identification, restoration, protection and enhancement of existing sites and new priority habitats. The Council will explore the potential for new ‘Local Wildlife Sites’ in association with major development. Bio-diversity, Wildlife and Habitats will continue to be designated and afforded protection where evidence supports this approach. Local Wildlife Sites will be designated in partnership with the Local Wildlife Trust and Leicestershire County Council where they are considered of sufficient merit.
29 Page 215
7.13 Key Findings from the Assessment
The information below summarises some of the key findings from the above assessment. The bullet points below provide an overview, followed by a table showing the green space classifications at a parish level. The table highlights the supply and deficiencies in green space within each parish (district maps of each classification are shown in the Maps section at the end of this document):
• Protect existing:
Significant overlap occurs in a number of parishes throughout Blaby, with natural green space and outdoor sports space frequently appearing to be ‘oversupplied’. The majority of natural green spaces, although numerous in many parishes, are key to the districts character and should not be deemed ‘surplus’ to requirements, although overlap occurs. Outdoor sport is prominent throughout the district with many parishes indicating an overlap, however, the analysis justifies the need to ensure the pitches are protected to meet the established demand.
• Increase Play Areas:
There is a significant under supply in terms of quantity for the provision of equipped children’s and young people’s play across the district, deficiencies occur in all five sub areas. The loss of any existing provision should be avoided, unless alternative new provision can be provided.
• Increase Facilities for Young People:
There is a clear lack of youth facilities across the whole district, priority should be given to ensuring the protection of existing facilities.
• Improve Rural Provision:
For small rural settlements which do not have any provision of publicly accessible green space and where new provision through development is unlikely, opportunities to improve links to neighbouring facilities should be explored and the potential to utilise private space where possible.
• Develop Existing Sites:
There are a number of outdoor sports sites throughout the district that could serve as parks with minimal investment. Where parks & recreation grounds are deficient, accessible outdoor sports space should be considered for improvements to provide the multi functionality that park and recreation grounds offer.
• Produce an Action Plan:
Produce an action plan for BDC sites & encourage other green space sites to prioritise investment and make improvements.
• Develop Natural Play Sites:
30 Page 216
Enhancement of green spaces to include natural play, environments that are safe, litter free and have an element of risk that children can’t experience in equipped play areas. Natural play areas can be as simple as mounding, cut down trees for climbing or a range of scrubs and robust planting providing different textures and senses. Play provision priority should be geared to new innovative natural play spaces in conjunction with the upkeep of the equipped play areas.
• Provide Play Areas For All Ages:
Youth facilities should be improved and each parish should focus on providing multi-functional space that caters for all ages of informal and formal play.
• Provide Multi-functional Spaces:
New provision to ‘fill the gaps’ should be sought through new development when the opportunity arises. Where new development is unlikely to occur, new open space provision should be aimed at multi functional spaces, which can provide a range of experiences to the user in order to ensure they have access to the full range of typologies.
• Promote & Improve Access to Green Space:
Parish boundaries are one of a number of considerations when planning for new green space. Consultation indicated a willingness of users to travel in and around their respective parishes to access green space. Residents should be encouraged to access green spaces across the district.
• Provide Quality Green Space From New Development:
New provision of green space may be required as part of a new development in order to meet any deficiencies in provision in both quantity and access within the parish or sub area within which the development takes place. Where on site provision is required, it should be provided in line with the proposed open space standards (section 9.2). Where on site provision is deemed impractical, off site contributions will be required to provide provision within the locality.
• Increase Allotment Provision:
Consideration needs to be given to the supply of allotments. In areas with a surplus provision of open space of a different kind, conversion to allotments should be explored. • Utilise Existing Natural Green Space:
Numerous natural green spaces are in remote locations within the rural parishes and are too far from the settlements to provide local use. Statistically some parishes meet the quantity standards set, but in reality access is very limited. Where this occurs, opportunities to land swap spaces in closer proximity to settlements should be considered.
31 Page 217
• Maximise Potential of Existing Stock:
The potential to gain revenue from remote sites in areas that currently have sufficient accessible green spaces should be explored, with any receipts reinvested into accessible open spaces or into encouraging the provision of access to privately owned areas with recreational potential. Short and medium term letting should be considered to retain long term ownership against changing future requirements.
32 Page 218 Page 219
33
Page 220
34
Page 221
35
Page 222
36
Page 223
37
Page 224
38 8.0 Consultation (Demand & Need)
8.1 Existing Demographic Information
The District of Blaby is located to the south and west of the City of Leicester. It covers an area of about 129 square kilometres (50 sq miles) and contains a wide mix of urban areas in the north and rural areas to the south of the district. There are 18 District Wards and 24 Parishes. National Statistics data estimates the population at 93,600, growth of 4% since 2001. Some key facts about the District:
• Around 39,000 households. • 49.7% of the population is male and 50.3% is female. • Overall life expectancy in the District is 80 years for men and 83.2 years for women. • 13,298 of the population define themselves as having a Limiting Long- Term Illness. • 92% of the population is white, 5.5% is Indian or other Asian, 2% Black or Black British and 1% Chinese or other ethnic group. • 81% of residents think that Blaby District is a good place to live, and 86% believe people from different backgrounds get along (2008 Place Survey). • The district is the 28th least deprived in the Country (2007 indices of deprivation).
8.2 Blaby Residents Survey
The Blaby Residents Survey is used to measure how residents experience life, what they think about their local area and their satisfaction with a range of local public services. The Residents Survey for Blaby was conducted in June 2011 and consulted with 600 residents. Key findings in relation to green spaces shown below:
• 84% of respondents were satisfied or very satisfied with parks & open spaces. • 6% of respondents were dissatisfied or very dissatisfied. • 10% of respondents stated ‘didn’t know’ if they we satisfied or dissatisfied with parks & open spaces. • Satisfaction levels were consistent across the three Community Forum areas of Blaby North, Blaby Central and Blaby South. • 90% of respondents did not want volunteer to improve a local area. • 78% of respondents are satisfied with provision for children, however, only 28% are satisfied with provision for teenagers.
8.3 Public Satisfaction with Parks & Open Spaces Report
In 2010 public consultation was conducted to review satisfaction levels with parks & open spaces as a result of reduced public satisfaction levels reported in the Place Survey in 2008. Key findings shown below:
• 89% of respondents were very satisfied or fairly satisfied with parks & open spaces.
39 Page 225 • Dog walking, walking, and visiting a children’s play area were the top three reasons for using a park or open space. • Less dog fouling, more benches/seats and lighting were the top three suggestions for improving parks & open spaces. • Things people liked about the parks & open spaces were a peaceful environment, large area for walking and nature. • Things people disliked about parks & open spaces were dog fouling, youths hanging around, not enough seats/bins/lighting and no play areas for children. • 11% of respondents were interested in joining a community group/forum to discuss issues relating to parks & open spaces.
8.4 Community Survey & Young Persons Survey
In preparation for the Council’s PPG 17 study on Open Space, a Community Survey and Young Persons Survey were undertaken to identify local need for various types of open space and related issues. Key findings are shown below:
• Respondents felt there was a lack of facilities for teenagers. • Residents do not want to have less open space. • Barriers to greater use of open spaces included ‘stranger-danger’, bullying and traffic. • Respondents were prepared to travel up to 20 minutes by car to a local countryside or wildlife area. • Respondents felt litter bins, dog bins and seats are important facilities. • Residential gardens are children & young people’s most commonly used open space. • Respondents felt it was important for children to have access to some kind of open space within a ten minute walk. • Teenagers want to have access to open space close to home but are prepared to walk further to an open space with is challenging, interesting and suitable for their age group.
8.5 Key Findings from the Consultation
From the above consultations that have been undertaken common themes can be drawn, these are shown below:
• Increasing the amount of provision for teenagers is a priority. • Increasing the amount of park furniture (benches, bins, lighting). • Reducing the amount of dog fouling. • Satisfaction levels with open spaces remains high. • Only a small proportion of local residents want to volunteer at a local open space.
40 Page 226 9.0 Standards of Provision
9.1 Strategic Green Space & Hierarchy
Blaby District Council’s existing green spaces and new green spaces submitted through the planning process will be assessed against a strategic criteria to determine their strategic value. This strategic value will be used to determine green spaces when considering the following:
• Their relationship to the Green Space Hierarchy
• Adoption, ownership and management of green spaces
• Disposal or leasing out of existing green spaces
The Council’s criteria for assessing green space is shown below (scoring sheet shown in appendix 3):
• Usage • Facilities • Size • Biodiversity & wildlife • Linkages to strategic green infrastructure / wedges or corridors
When sites have been assessed against the strategic criteria they will be categorised into one of the following areas within the Blaby Green Space Hierarchy of sites:
Strategic Green Space
Local Green Space
41 Page 227 9.2 PPG17 Standards
Typology Quantity Standard Access Standard Parks and Recreation 0.8 ha/1000 800 metres (15 minutes Grounds straight line walk time) Outdoor Sports Space 1.0 ha/1000 480 metres (10 minutes straight line walk time) Children & Young 0.30 ha/1000 Junior Provision – 450m people’s Space (just under 10 minutes straightline walk time) Youth Provision – 800 m (15 minutes straightline walk time) Informal Open Space 0.5 ha/1000 480 metres (10 minutes straight line walk time) Natural Greenspace 1.0 ha/1000 960 metres (20 minutes straight line walk time) Allotments 0.3 ha/1000 480m (10 minutes straight line walk time)
9.3 Consultation
We will consult when appropriate with local residents, users and Friends’ groups, on proposals for new and existing open space and recreation facilities. The Council is committed to maintaining a dialogue with residents and users of all of its green spaces and will continue to consult on all proposals for new and improved facilities through a variety of means. Friends Groups for Parks will continue to be supported and the establishment of new ones encouraged to represent the views of local people and help guide the future development of facilities. The views of the wider public towards green space will continue to be monitored through regular satisfaction surveys and the results used to inform the direction of the strategy.
9.4 Partnership Working
We will work in partnership with the public, private and voluntary sectors to manage and enhance our green spaces. The Council needs to develop strong relationships with external organisations and its residents and work closely with these bodies and individuals to provide, develop and enhance services. It will continue to work with its partners to improve the District’s green spaces, from listening to what local users want to adopting new ideas on their use, layout and management.
9.5 Quality Assessment
All Council-owned green spaces and recreation facilities will be subject to audit to measure quality. Quality is an essential element of green space and the Council aims to improve standards for the benefit of users and visual amenity. The Quality audit will help to inform plans and proposals for
42 Page 228 individual sites, planning and disposal policy. It will be updated on a regular basis in line with the action plan.
9.6 Management & Maintenance
Green Spaces within the district are managed and owned by a variety of different organisations such as the county council, district council, parish council’s, developers and churches. BDC will review its green space management and maintenance specifications and approach. The Council is currently reviewing the management and maintenance of all of its public spaces and assets. The review will inform changes to current specifications, principally with a view to using resources more efficiently in a “systems thinking” approach focussed around “purpose” and customers needs. The opportunity will also be taken to consider whether the treatment is the most appropriate for the site and meets local requirements. Sites currently unmanaged will be included in the review.
9.7 Signposting, Interpretation & Marketing
We will ensure that appropriate marketing materials, signs and interpretation boards are in place for the green spaces that need them. The District’s green spaces are an asset for local people and visitors to enjoy. Some of the smaller, very local facilities are intended only to be used by residents in the immediate area and generally need no interpretation or publicity. However, others should serve a much larger catchment and should be marketed appropriately, with the relevant signposts in place to ensure they can be found. Some sites need a degree of interpretation to explain what’s there/available. This is especially the case with nature conservation and archaeological sites to ensure the public gets maximum benefit from visits.
9.8 Biodiversity Action Plan
We will develop biodiversity targets and incorporate these into our management and maintenance regimes. These targets will inform the management and maintenance of all Council-owned areas of green space to improve the biodiversity of the District for the benefit of wildlife and people.
9.9 Value for Money, External Funding & Investment
We will maximise external funding opportunities to invest in our green spaces and recreation facilities. The Council will seek to identify appropriate sources to raise the resources required to improve our green spaces and recreation facilities. We will continue to seek contributions, where appropriate, from developers to improve our green spaces. Section 106 agreements will continue to be sought with developers to make a contribution towards the recreational needs of the prospective residents in accordance with the Council’s required standards (see Section 9.2). These sums may be used for the provision and maintenance of a new area or the expansion/upgrade of an existing green space in the nearby area (see Section 9.12). The Council will establish baseline information about investment in green spaces, forward maintenance costs and monitor expenditure. Comparisons will be made with benchmark authorities to ensure services provide value for money and deliver best practice.
43 Page 229 9.10 Surplus Facilities
Using the green space strategic criteria and quality audits sites maybe considered surplus to requirement. The Council will consider these sites using the process outlined in appendix 4. These will be considered for an alternative use as green space or recreation facility before being made available for disposal or leasing out. Receipts and maintenance resources released from any such arrangements will be re-invested in new or existing green spaces.
9.11 Anti-Social Behaviour
We will not tolerate anti-social behaviour on our green spaces. Anti-social behaviour can take many forms, such as, vandalism, unauthorised intrusion, unauthorised vehicles and fly tipping. We will look at suitable action where appropriate to achieve control of sites and we will work with the police to tackle these issues. Despite considerable improvement over recent years dog fouling is still a problem on some playing fields and recreation grounds. Fencing all existing facilities is neither feasible nor desirable and therefore the emphasis is on prevention through signage and enforcement by the Council’s Dog Wardens.
9.12 Adoption
The Council has set out a clear approach and rationale for the adoption of new sites and for requests made from Parish Councils or local community groups wishing to take ownership of a local green space (the process for this is set in appendix 5). This will ensure an appropriate and consistent process to site adoption across the district.
9.13 Developer Contributions
The Council’s Planning Obligations and Developer Contributions SPD (Supplementary Planning Document) outlines the Council’s strategy for securing relevant developer contributions in relation to new development. Contributions are typically secured against residential development but can also be required for non residential development if it would have an impact on the area.
The provision of infrastructure, facilities and services which are required by a planning obligation should, where possible, be provided on site. However, there will be circumstances where this may not be practical or appropriate. In these circumstances, the Council will seek financial contributions towards the provision and/or maintenance of infrastructure, facilities and services at an alternative off-site location.
On-Site Contributions :
The amount of green space, level and type of onsite facilities or in lieu financial contributions will be assessed individually against the following criteria:
• Type and scale of the proposed development. • Location of proposed development.
44 Page 230 • Any specific local circumstances. • Any environmental considerations. • PPG17 Study and audit data. • Green Space Strategy • Other relevant strategies and policies.
Developments of less than 25 dwellings, unless there are special local circumstances, green space will not normally be required within the development site and the developer will be required to make a financial contribution towards offsite facilities. For developments of 500 dwellings or more the required new green space and on-site facilities should all be provided within the development site.
Off-Site Contributions :
Due to the variation between sites and locations of new residential housing developments, it is considered to be impractical (given the time scale allowed to determine planning applications) to individually cost up each application where an off-site contribution is required. Therefore the Council has developed a standard formula for calculating the cost of providing the required facilities offsite. This model considers the diverse range of recreational, play and sporting needs of the community along with providing areas natural green space that will benefit wildlife and ecology.
9.14 Strategy Review
To ensure the green space strategy and its action plan are kept up to date the documents will be monitored annually and reviewed every 3 years.
45 Page 231
10.0 Action Plan
The Action Plan relates to work that will be undertaken by the District Council to contribute to the Aims set out in Section 3:
Strategic Actions ‘To provide green spaces that make a positive contribution to the quality and diversity of the local environment and to the health and well-being of our residents. Our green spaces will be used, valued, and enjoyed by everyone’
Action By When By Who Performance Indicator
Develop a marketing strategy to increase usage and encourage January 2013 Health & Recreation Marketing Strategy produced the use of green spaces as part of a healthy lifestyle. Manager, Page 232 Communications Manager & Blaby’s Staying Healthy Forum Conduct consultation with vulnerable groups to understand the December 2012 Countryside Officer Consultation conducted reasons why they don’t use open spaces and to encourage use. Produce an activities and events programme for our green March 2013 Health & Recreation Activities & Events programme spaces. Team displayed on the Council website Reduce deficiencies in Green Space across the District through March 2013 Planning Department / Number of new Green Spaces the planning system. Green Infrastructure Forum Update PPG17 data to reflect new Green Space from recent To be timetabled Planning Policy Manager PPG17 data updated developments. Apply the strategic criteria to prioritise Green Space sites and December 2012 Green Infrastructure Strategic sites agreed identify sites of strategic importance. Forum Conduct quality audits for sites to prioritise investment & March 2013 Asset Manager / Improvement priorities identified improvements. Countryside Officer for each site Work with Parish Council’s to ensure a co-ordinated approach On-going Green Infrastructure Feedback from Parish Council’s to Green Space issues. Forum / S106 Working Group Monitor & review the Green Space Strategy. Monitor quarterly / review Green Infrastructure Performance indicators achieved /
46 annually Forum / Management strategy reviewed Board Review how Green Space services are managed. December 2012 Management Board Review conducted Parks & Recreation Grounds ‘To protect, improve and raise the profile of Parks & Recreation Grounds so local residents are proud of them, use them regularly, look after them & enjoy them’
Action By When By Who Performance Indicator Maintain Parks & Recreation Grounds to Green Flag standards. On-going Neighbourhood Services Public satisfaction levels with Group Manager / Green Spaces. Countryside Officer / Asset Manager Green Flag Award for Fosse Meadows. Bid for funding from external sources to improve Parks & On-going Health & Recreation External funding secured Recreation Grounds. Team Identify site specific improvements. March 2013 Countryside Officer / Revised and updated Page 233 Asset Manager Management Plans for all strategic sites.
Increase the number of Parks & Recreation Grounds. March 2013 Planning Department / Increased number of Parks & Green Infrastructure Recreation Grounds. Forum Encourage, support & develop volunteers for Parks & March 2013 Countryside Officer Number of volunteer hours Recreation Grounds.
Encourage dog owners to act responsibly and to clean up after On-going Dog Warden Public satisfaction levels with their dogs. Green Spaces.
Review and update site management plans. March 2013 Countryside Officer / Revised and updated Asset Manager Management Plans for all strategic sites.
Identify sustainable ways of maintaining Parks & Recreation March 2013 Neighbourhood Services Maintenance schedules produced Grounds. Group Manager for all sites.
47 Outdoor Sports Space ‘To provide residents with access to good quality formal outdoor sports space and changing facilities that contribute to increasing participation levels and the visual amenity of the area’
Action By When By Who Performance Indicator Seek to improve facility & pitch quality at Outdoor Sports On-going Green Infrastructure Public satisfaction levels with Spaces. Forum Green Spaces.
Identify sustainable ways of maintaining Parks & Recreation March 2013 Neighbourhood Services Maintenance schedules produced Grounds. Group Manager for all sites.
Bid for funding from external sources to improve Outdoor On-going Health & Recreation External funding secured Sports Spaces. Team Page 234 Identify site specific improvements. March 2013 Countryside Officer / Revised and updated Asset Manager Management Plans for all strategic sites.
Increase the number of Outdoor Sports Spaces. March 2013 Planning Department / Increased number of Outdoor Green Infrastructure Sports Spaces. Forum Ensure Outdoor Sports Space on school sites will be developed On-going Planning Department / Increased number of Outdoor to allow community access. Green Infrastructure Sports Spaces. Forum Encourage, support & develop local sports clubs at Outdoor On-going Sports & Recreation Active People Survey results Sports Space. Development Officer
48 Equipped Children & Young People’s Space ‘Children & young people living in the Blaby district have access to play provision and teenage facilities that meet their needs in terms of quality, quantity and accessibility’
Action By When By Who Performance Indicator Manage & maintain sites through regular inspections. On-going Asset Manager / Public satisfaction levels with Countryside Officer / Green Spaces. Corporate Health & Safety Manager Bid for funding from external sources to improve Children & On-going Health & Recreation External funding secured. Young People’s Space. Team Identify site specific improvements. March 2013 Asset Manager / Revised and updated Countryside Officer Management Plans for all strategic sites.
Page 235 Increase the number of Children & Young People’s Space. March 2013 Planning Department / Increased number of Children & Green Infrastructure Young People’s Spaces. Forum Encourage & support local involvement in the design of On-going Planning Department / Public satisfaction levels with Children & Young People’s Space and promote natural play Green Infrastructure Green Spaces. space design. Forum Increased number of Children & Young People’s Spaces.
49 Informal Open Space ‘To provide opportunities for informal activities close to home or work and to enhance the visual appearance an area’
Action By When By Who Performance Indicator Ensure adequate supply of Informal Open Space is provided On-going Planning Department / Public satisfaction levels with within new developments. Green Infrastructure Green Spaces. Forum Maintain Informal Open Space to consistent standards. On-going Neighbourhood Services Public satisfaction levels with Group Manager Green Spaces. Encourage Parish Council’s and local communities to take On-going Planning Department Informal Open Space sites ownership of Informal Open Spaces. adopted by Parish Council’s Natural Green Space ‘To protect natural green spaces and provide accessibility for people to enjoy for recreation, to experience and learn about nature and to provide important wildlife Page 236 habitats’
Action By When By Who Performance Indicator Indentify improvements in terms of signage, interpretation & March 2013 Green Infrastructure Public satisfaction levels with any site specific access issues. Forum / County Council Green Spaces.
Increase the number of Natural Green Space sites through the March 2013 Planning Department / Number of new Natural Green planning system. Green Infrastructure Space sites. Forum To work with partners to have appropriate management plans March 2013 Green Infrastructure Biodiversity Targets in place that will improve access, understanding & sustainability Forum / County Council of these sites.
50 Allotments ‘To have a range of well managed, productive and well used Allotment sites across the District’
Action By When By Who Performance Indicator Improve facilities available at existing sites. On-going District Council / Parish Public satisfaction levels with Councils / Community Green Spaces. Groups Ensure new sites provide the facilities set out in the quality On-going Planning Department Increased number of Allotments. standards for Allotment sites. Increase the number of Allotment sites. Increased number of Allotments. Churchyards & Cemeteries ‘To ensure they are protected and managed as places for burial and spiritual reflection, as places to promote health and well being, for their importance for heritage, nature conservation and biodiversity’
Action By When By Who Performance Indicator Page 237 Carry out regular inspections, condition surveys & ecological On-going Asset Manager No. of memorials inspected, no. of surveys to make appropriate plans to manage Churchyards & memorials restored/repaired. Cemeteries. No. of closed churchyards with current condition surveys. To maintain a database of memorials in all closed churchyards December 2012 Asset Manager No. of closed churchyards with up and provide internet access to this. to date memorial databases accessible on line.
We will liaise with partners to determine likely uses & ensure March 2013 Asset Manager / Public satisfaction levels with our maintenance arrangements are such that a good Neighbourhood Services Green Spaces. impression is created for visitors. Group Manager
51 Green Corridors ‘To provide opportunities for walking, cycling and horse riding whether for leisure purposes or travel and opportunities for wildlife migration’ Action By When By Who Performance Indicator Identify opportunities for further development of Green On-going Planning Policy Manager Opportunities for future Green Corridors through the planning system linking urban areas into Corridors identified the wider countryside. Indentify improvements in terms of signage, interpretation & On-going Countryside Officer / Public satisfaction levels with any site specific access issues. County Council Green Spaces. To work with partners to have appropriate management plans March 2013 Countryside Officer / Number of management plans in in place that will improve access, understanding & sustainability County Council place. of these sites. Green Wedges ‘To balance the need for Green Wedges against the need to provide new development and to seek opportunities to create new Green Wedges through new
Page 238 development’
Action By When By Who Performance Indicator Identify new opportunities for Green Wedges through the On-going Planning Policy Manager Opportunities for future Green planning system. Wedges identified
Indentify improvements in terms of signage, interpretation & On-going Countryside Officer / Public satisfaction levels with any site specific access issues. County Council Green Spaces.
To work with partners to have appropriate management plans March 2013 Countryside Officer / Number of management plans in in place that will improve access, understanding & sustainability County Council place. of these sites.
52 Civic Spaces ‘To provide civic spaces for residents, visitors and traders to interact. This could include open air markets, a local meeting point and public events. Our Civic Spaces will be a hub and enhance the surrounding area’ Action By When By Who Performance Indicator Ensure adequate supply of Civic Space is provided through the On-going Planning Department Opportunities for future Civic planning system. Spaces identified.
Indentify improvements in terms of signage, interpretation & December 2012 Town Centre Manager Public satisfaction levels. any site specific access issues.
Ensure Civic Spaces are clean, well maintained and safe. On-going Neighbourhood Services Public satisfaction levels. Group Manager / Community Services Manager / Environmental Health
Page 239 Encourage Parish Council’s and Town Centre Partnerships to On-going Town Centre Manager Public satisfaction levels. deliver local events and activities on Civic Spaces. Sites of Special Scientific Interest (SSSI) ‘To safeguard and enhance all SSSI sites throughout the District’
Action By When By Who Performance Indicator Any development proposals which will have an adverse impact On-going Planning Department Public satisfaction levels with will be resisted through the planning system. Green Spaces.
Work with partners (Natural England) to ensure that land On-going Planning Department Number of reported issues with owners manage SSSI sites properly. SSSI sites.
53 Appendix 1 – Relationship with other Strategies
Community Local Plan Plan for Blaby
Cross -Cutting Strategies / areas of work: • Planning Green Space • Health • Regeneration Strategy • Sport & Physical Activity • Education • Culture • Transport • Biodiversity • Climate Change • Equalities Service Plans
54 Page 240 Appendix 2 – Policy Review
National Planning Policy Guidance:
The key national planning policy document is PPG17: Planning for Open Space, Sport and Recreation. PPG17 was revised in 2002 and emphasises that open spaces can underpin people’s quality of life and are important in supporting the urban renaissance, promoting social inclusion and community cohesion, contributing to health and well being and promoting sustainable development. PPG17 requires Local Authorities to undertake audits of provision and assessments of need and opportunities for open spaces. This information is then to be used to set standards for local provision of open spaces, sports and recreational facilities within their areas. The standards set will need to include quantitative, qualitative and accessibility components to ensure the identification of open spaces that need to be protected and identifying where there is a need for additional, or improvements to, open spaces. A Companion Guide to PPG17 “Assessing Needs and Opportunities” recommends a strategy approach and sets out ways that local authorities can undertake assessments and audits of open space.
The draft National Planning Policy Framework (NPPF) is expected to be published in its final form later in 2012 and when this happens it will supersede all current Planning Policy Statements and Guidance notes, including PPG17. The draft NPPF reinforces the importance of open space, sports and recreational facilities by stating ‘Access to good quality open spaces and opportunities for sport and recreation can make an important contribution to the health and well-being of communities’. It also maintains the need to identify quantitative or qualitative deficits or surpluses of open space, sports and recreational facilities in the local area and that this information should be used to set locally derived standards for the provision of such facilities.
Urban Green Spaces Task Force report – Green Spaces Better Places (2002)
Urban Green Spaces Task Force was established to develop proposals to improve urban parks, play areas and green spaces. The Task Force’s Final Report, “Green Spaces, Better Places,” was published in May 2002 and sets out a series of recommendations to Government. The report emphasises the diverse value of urban green spaces. The authors argue that parks and green spaces have the potential to make a major contribution to urban regeneration by enhancing the environment, facilitating social inclusion, contributing to healthy living and providing educational opportunities.
Living Spaces, Cleaner, Safer, Greener (2002)
The Office of the Deputy Prime Minister published this report in October 2002. It deals not only with parks and public green spaces but with the whole of the “public realm” including streets and indeed “everywhere between the places we live and work.” Four challenges are posed for those various bodies responsible for these public spaces. They are first to adopt a holistic approach: holistic in that the various responsible organisations work together and holistic in that the public realm is seen as a network and a whole. Secondly, the report calls for an end to “creeping deterioration” the process
55 Page 241 by which incremental decisions or lack of action lead to a decline in the quality of open spaces. Thirdly, the authors reiterate the importance of quality green spaces for disadvantaged neighbourhoods. Fourthly, the report points to the need to respond to changing patterns of demography and development.
European Landscape Convention:
Open Space Strategies should also be considered in the light of the European Landscape Convention, ratified by government in March 2007. This encourages public authorities to adopt policies and measures at local, regional, national and international level for protecting, managing and planning all landscapes throughout Europe.
The Natural Environment & Rural Communities (NERC) Act:
Section 40 of the Act requires all public bodies to have regard to biodiversity conservation when carrying out their functions. This is commonly referred to as the ‘biodiversity duty’. This duty extends to all public bodies the biodiversity duty of section 74 of the Countryside and Rights of Way Act 2000 (CROW), which placed a duty on Government and Ministers. The aim of the biodiversity duty is to raise the profile of biodiversity in England and Wales, so that the conservation of biodiversity becomes properly embedded in all relevant policies and decisions made by public authorities
Green Space Strategies – A Good Practice Guide (2004)
The good practice guide sets out the CABE space methodology for developing a green space strategy. The guidance recognises that approaching the planning and management of green spaces strategically will maximise the value of capital investment and revenue expenditure. It also advises that the strategy must be kept up to date and continue to meet its aims, as well as fulfilling the council’s corporate objectives and local planning policies. This requirement means the strategy should be monitored and reviewed regularly, including updating the action plan annually.
6C’s Green Infrastructure Strategy:
This document acknowledges the large scale of growth planned in the coming years and the need to develop a strategic approach to the provision of Green Infrastructure (GI) as an environmental life support system for healthy communities and ecosystems. The strategy aims to do this by giving the strategic spatial framework needed to safeguard, manage and extend networks of GI in local planning documents. Showing how the benefits of GI to economies, climate change, health, biodiversity and landscape can be realised.
East Midlands Green Infrastructure Scoping Study (2009):
This study is intended for all those involved in planning and delivering Green Infrastructure in the East Midlands. It summarises the policy drivers for delivering green infrastructure, the work already undertaken to support green
56 Page 242 infrastructure, the support available within the region and brief guidance on the suggested contents of local green infrastructure strategies.
Building a Big Society for our area – A Community Plan for Blaby District (2011):
The Community Plan sets out the long term vision for the District of Blaby and explains how this will be achieved. It replaces the Sustainable Community Strategy 2008-2011 and covers the period 2011-2014. The Community Plan has three priorities: • Vibrant Places – Sustaining & Improving the Environment • Access to Quality Provision for Children & Young People • Health & Well being for All
Blaby District Council Local Development Framework (LDF) Core Strategy, Submission Version (January 2012):
The Local Development Framework (LDF) will set out the blue print for how the District of Blaby will grow and change up to 2029. The LDF is made up of a series of documents setting out the Council’s planning policies and land allocations which will provide the planning framework for the consideration of planning applications by the Council.
The Core Strategy Submission Version (January 2012) sets out the vision and strategic objectives for how the District will be shaped over the period 2006-2009 and the spatial policies that will achieve this.
Blaby District Council PPG 17 Open Space, Sports & Recreation Facilities Assessment (2009):
The PPG 17 study provides an audit of quality, quantity and accessibility of open space, sport and recreation facilities. The study divides the district into sub areas and shows the current supply of open space and identifies deficiencies.
Blaby District Council Children’s Play Strategy (2007-2012):
This strategy sets out a five-year programme of development resulting from analysis and consultation in order to ensure that the District offers its children and young people the best that can be provided. It discusses investment, management, commitment, staff time, partnership development and joint working.
Local Health Data (various sources):
Blaby district resident health information is contained within a number of sources, shown below:
• Blaby Joint Strategic Needs Assessment • Blaby District Health Profile • Sport England Market Segmentation • NHS Locality Teenage Pregnancy Plan • National Child Measurement Programme Annual Data • Leicestershire County & Rutland Health Inequalities Strategy
57 Page 243
From the above data the following priorities have been identified for Blaby: • Improving outcomes for Older People with complex needs • Reducing teenage pregnancy and termination rates • Reducing smoking prevalence including prevalence among young offenders • Reducing cardio vascular mortality • Reducing obesity • Improving adult mental health & wellbeing • Reduce drug & alcohol dependency
Leicester, Leicestershire & Rutland Biodiversity Action Plan (BAP) :
The Leicester, Leicestershire and Rutland BAP, contains action plans for seventeen priority habitats and also fourteen species. The emphasis is on protecting habitats which support lots of threatened plants and animals. It is possible to contribute to the BAP in several ways including:
• Surveys of priority species and habitats • Practical management projects.
58 Page 244
Appendix 3 – Strategic Criteria Site Assessment Form Purpose : to be used to assess new and existing sites into the Strategic or Local category set out in section 9.1.
1) Usage
Site Description Score The site will be well used by residents 3 throughout the parish and also residents throughout the district. The site will be used by local residents to 2 the site and residents from the parish. The site will be used by local residents 1 only.
2) Facilities
Site Description Score The site has a range of facilities (car 3 park, play equipment, seating, paths, interpretation boards, signage etc). The site is accessible with basic facilities. 2 The site is accessible with no facilities 1
3) Size
Site Description Score 0 – 0.9 ha 3 1 – 10 ha 2 10+ ha 1
4) Biodiversity & Wildlife
Site Description Score A large range of habitats for plants & 3 animals (protected species). A range of habitats for plants & animals 2 (rivers, wild flower meadows etc) Few habitats for plants & animals 1
5) Linkages to strategic Green Infrastructure / wedges or corridors
Site Description Score Part of a recognised green network / 3 wedge or corridor Potential to link in the future to a green 2 network / wedge or corridor No linkages to a green network / wedge 1 or corridor
59 Page 245
Appendix 4 – Decision Making Process for Re-Development of Green Spaces Purpose : to assess current stock and for requests made to BDC by Parish Council’s / Community Organisations wishing to take ownership of a BDC site
Fail, unless Is there compensator No sufficient y provision quantity made elsewhere?
Take account of minimum quantity standards Yes
Fail, unless compensator No Is there y provision sufficient made access to other Take account of opportunities? minimum access standards
Yes
Fail, unless Is there compensator No sufficient y provision quality Take account of made elsewhere? minimum quality standards
Yes
Consider any other relevant factors (environmental, value of the land, current use will be improved)
60 Page 246 Appendix 5 – Site Adoption & Planning Process
Planning application received Health & Recreation Team
• Identify any deficit in recreation Formal planning processes provision in the area implemented including statutory • Collate consultation information consultation with Parish Council & already held by the Authority • other Parties Have regard for the emerging Green Space Strategy • Consult within the Green Infrastructure Forum Members Feedback to Development Control Team within consultation timescale Management Strategy (Apply Strategic Criteria in Green Space Strategy). Stage 1 – BDC to adopt? DC Committee/Decision
Yes
Application approved No Consult Grounds Maintenance
Formal planning and legal Yes Stage 2 - Parish to adopt? processes implemented
Yes No
Section 106 database updated
Stage 3 - Management Company to take ownership (Minimum standards set through Section 106 Working Group)
Finance & Assets Team
• Future finance streams, funding • Green space practicality & layout/design etc
Feedback to Development Control Team within consultation timescale
Health & Recreation and Finance & Assets teams to engage with Parish Council and develop and implement community consultation plan ie Off site contribution
A community inspired project is ready for implementation once funding is released 61 Page 247 Maps
Figure 1 - Parks & Recreation Grounds Figure 2 - Outdoor Sports Space Figure 3 - Equipped Children Figure 4 - Young People’s Space Figure 5 - Informal Open Space Figure 6 - Natural Green Space Figure 7 - Allotments Figure 8 - Churchyards & Cemeteries Figure 9 - Green Corridors Figure 10 - Green Wedges Figure 11 - Footpaths Figure 12 - Cycle Routes Figure 13 - Civic Spaces Figure 14 - Sites of Special Scientific Interest (SSSI)
Allotment
62 Page 248 Figure 1
Parks and Recreation Grounds
Glenfield
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Thurlaston Glen Parva
Huncote Narborough
Blaby
Potters Marston Croft
Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Key Good Access Partial Access No Access Blaby District Council Licence No. 100018176 - 2011
63 Page 249 Figure 2
Outdoor Sports Space
Glenfield
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Thurlaston Glen Parva
Huncote Narborough
Blaby
Potters Marston Croft
Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Key Good Access Partial Access No Access Blaby District Council Licence No. 100018176 - 2011
64 Page 250 Figure 3
Equipped Children
Glenfield
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Thurlaston Glen Parva
Huncote Narborough
Blaby
Potters Marston Croft
Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Key Good Access Partial Access No Access Blaby District Council Licence No. 100018176 - 2011
65 Page 251 Figure 4
Young People's Space
Glenfield
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Thurlaston Glen Parva
Huncote Narborough
Blaby
Potters Marston Croft
Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Key Good Access Partial Access No Access Blaby District Council Licence No. 100018176 - 2011
66 Page 252 Figure 5
Informal Open Space
Glenfield
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Thurlaston Glen Parva
Huncote Narborough
Blaby
Potters Marston Croft
Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Key Good Access Partial Access No Access Blaby District Council Licence No. 100018176 - 2011
67 Page 253 Figure 6
Natural Green Space
Glenfield
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Thurlaston Glen Parva
Huncote Narborough
Blaby
Potters Marston Croft
Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Key Good Access Partial Access No Access Blaby District Council Licence No. 100018176 - 2011
68 Page 254 Figure 7
Allotments
Glenfield
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Thurlaston Glen Parva
Huncote Narborough
Blaby
Potters Marston Croft
Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Key Good Access Partial Access No Access Blaby District Council Licence No. 100018176 - 2011
69 Page 255 Figure 8
Churchyards & Cemeteries
Glenfield
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Thurlaston Glen Parva
Huncote Narborough
Blaby
Potters Marston Croft
Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Blaby District Council Licence No. 100018176 - 2011
70 Page 256 Figure 9 & 10
Green Infrastructure & Green Wedges
Glenfield Rothley Brook
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Grand Union Canal Thurlaston Glen Parva
Huncote Narborough
Blaby
Potters Marston Croft
Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
River Soar River Sence
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Key Green Wedges Blaby District Council Licence No. 100018176 - 2011
71 Page 257 Figure 11
Footpaths
Glenfield
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Thurlaston Glen Parva
Huncote Narborough
Blaby
Potters Marston Croft
Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Key Rights of Way - Footpaths 2011 Blaby District Council Licence No. 100018176 - 2011
72 Page 258 Figure 12
Cycle Routes
Glenfield
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Thurlaston Glen Parva
Huncote Narborough
Blaby
Potters Marston Croft
Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Key Cycleways 2011 Blaby District Council Licence No. 100018176 - 2011
73 Page 259
6 1 1 2
H
O
2 1
7
1
L
L Library Y The
G
4 l
R oo 5 3 1 Sch 5 4 O Old 6 V Bank E 66.4m Hall Farm Club T STREE
CHURCH a
1 65.8m 1
8
b
8 Cattle Grid
8
PCs 8 a
3 3
8
1
6
5
1
1 0
Blaby Hall Mews
a
1
1 9
4 1 4
69.8m El 1 15 Sub 14
13 Sta
a
1 1 6 lk 9 Wa 4 Church
b John's Court Posts
1
1 8
Blaby Hall
Car Park 1
6
7
d
1 4
Pond
y d B rd a 2 W 0
5 2
5 66.1m
D P A
A O
D R PH
D
O H
C T R K O 3 to 2 C W 1
L R E O T Brackley Court
S T U
E L
9
5
1
1
6
1
3
1
o
t
7
1a 1
8 4 0
11 a 9 17 3 1
7 1 7
1 Works Community Centre
3 5
1
Park House 1
7 a 5
71.0m 1 7
9 5
1 7
Court 1
9
1 6
FB 9
1 3 Shelter a
1 7
9
2 7
1
0 2 2
a 2
1
2
1 4
W E L F O
R 5
3 D 4
7 Allotment Gardens
1 2 R War Memorial O Pond
AD
9
2 7 3 67.1m
h
t
a
P
5 4
a
3 4
Bouskell Park
1 9
8 3
4
d Works 5
Gas Governor
7 19 4
9
4 7 1a 7 Factory FREER C L
4 O
0 S 1 E
71.0m 5 h 4 t
a
P
FB
2 2
1
5 8 51a
7
4
3
5
20 4 14 8 2a 2 8
2c 2b
2 2
LAUREL ROAD
a
3 5
5
2
0 1 1 5 1 1 1
5
2 2
7 Weir
8 5
1 Weir FB
THE EL 3 MS 2
2
5 1 4 6 6 a 32
Bouskell Park Surgery
2
4 2 2 Figure 13
Civic Spaces Blaby District Council Licence Number 100018176 - 2011
74 Page 260
Figure 14
Sites of Special Glenfield Scientific Interest (SSSI)
Kirby Leicester Muxloe Forest East
Leicester Braunstone Forest Town West
Lubbesthorpe
Enderby Thurlaston Glen Parva
Huncote Narborough 4
Blaby
2 Potters Marston Croft
3 Elmesthorpe Countesthorpe Kilby Cosby Stoney Whetstone Stanton
1
Sapcote
Aston Flamville
Sharnford
Wigston Parva
Site 1 Site 2 Aston Firs Croft Hill
Site 3 Site 4
Croft Pasture Narborough Bog
Blaby District Council Licence Number 100018176 - 2011
75 Page 261 This page is intentionally left blank
Page 262 Agenda Item 19
BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 20 February 2012
Subject: Phase 2 Environmental Health and Licensing Restructure
Report of: Regulatory Services Group Manager
Cllr Guy Jackson, Portfolio Holder for Regulatory Portfolio Holder: and Neighbourhood Services
Status: Public
1. Purpose of Report
1.1 To set out proposals for a revised structure (Phase 2) for the Environmental Health Service.
2. Recommendations to Council
2.1 That Phase 2 of the restructuring of the Environmental Health and Licensing Teams be approved.
2.2 That the proposed new staffing structure of the Environmental Health Service arising from Phase 2 as detailed in Appendix 2 be adopted with effect from 1 April 2012.
2.3 That the Director be given delegated authority to take any consequential action resulting from the implementation of the report.
3. Reasons for Decisions Recommended
3.1 The proposed changes will deliver a fit for purpose Environmental Health Service that reflects the business needs.
3.2 It is appropriate to give the Director delegated authority in the circumstances specified.
4. Forward Plan
4.1 Forward Plan Reference Number: 11/11(044).
5. Key Decision
5.1 No, these are recommendations to Council.
Page 263
6. Matters for Consideration
6.1 Following the Senior Management restructures in 2011 the Licensing, Environmental Protection, Environmental Health (Commercial) and Strategy Teams now fall under the Regulatory Services Group. Previously they cut across two group areas and as such were shaped and structured to deliver under these previous arrangements. Phase 1 which was designed to provide leadership and managerial capacity for a new Environmental Health Service is now complete (Cabinet Executive 28 November 2011, minute 194 refers). This report relates to Phase 2 which is an operational review of all the services listed above.
6.2 Faced with increasing demands for services and an ever increasing need to provide greater ability to respond coupled with a drive to improve performance, deliver ambitious plans and service improvements it is clear that there is a need to examine the operational delivery of all these services to:
• Provide resilience across all areas of Environmental Health and Licensing • Provide capacity within the teams at an operational level • Aggregate functions in a way that meets budget requirements to realise efficiencies and increase focus to deliver quality services by improving working methods and strengthening links across traditional service boundaries • Provide career development opportunities • Realise savings
6.3 The reasons for the review were set out in the business case approved by Corporate Management Board as:
Resilience
The roles within the current four team structures are by their very nature task specific and as a consequence heavy reliance can be placed on certain individuals to perform key tasks. There are few roles of a generic nature resulting in lack of shared knowledge within some areas.
As a result, the skill set and experience of staff is, in some cases, quite narrow. This is of concern as this poses a degree of risk and this lack of resilience can often cause operational issues particularly around high demand service delivery areas. The proposed changes will provide greater resilience through sharing of knowledge and tasks.
Capacity
Presently each team provides their own cover arrangements to meet the business need. Demand however can vary throughout the year and the inability to be agile and respond to predictable peaks is often a cause for concern by both staff and the public and can lead to service failure. This can also contribute to conflicting priorities and influence the earning potential for chargeable services. The proposed structure will enable the Environmental Health Service to have greater shared priorities and ensure that opportunities are taken to maximise programmed work utilising the resources that will be available.
Page 264
Focus to deliver services and aggregating functions
The ability to anticipate and adapt to future shifts in policy and service demand is key for the services provided in this work area. Realigning these services will provide a focussed team that can improve performance and deliver ambitious plans and service improvements.
The review covers many work areas that cut across traditional boundaries. Combining these four work areas into one team will ensure a clearer more integrated structure that can provide better continuity in service delivery, reduce ‘rework’, ‘hand offs’, duplication and waste. This will create the opportunity for examining and improving working methods to ensure we are providing services that meet the future needs and priorities of the organisation and its community more effectively. The structure incorporates greater administration support to enable all officers including the dog warden function in particular to focus on the delivery of a customer focussed service.
Driving efficiency through these core processes will deliver substantial benefits both financially and to the customer.
Career development
The introduction of linked grade posts will support and aid the recruitment and retention of staff. There will also be greater opportunities to work across different work streams and across both of the teams. Further training may be required within specific operational areas and this will be supported.
Realise savings
Phase 2 provides an opportunity to realise savings through examining the delivery of services and through rationalising current roles.
6.4 The main changes are summarised in the structure chart in Appendix 2 and more detail is provided below:
Drainage Service Proposed reduction of 1.63 posts as a result of ceasing the drainage clearance and investigation service following the transfer of all private sewers and drains to Severn Trent Water Ltd last October and subsequent reprioritisation of work streams. In addition placing the Environmental Services Officer, Dog Warden and Pest Control Officer in one team, revising roles and providing training and development will improve support and resilience for all three work areas.
Dog Warden Service Reduction of 0.51 post. There is a considerable amount of administrative work involved in the delivery of the dog warden role. In addition customer contact can be handled in the first instance by the new Technical Administrative posts thereby freeing time for the Dog Warden to undertake the necessary duties.
Technical Support Reduction of 0.79 post. The proposed structure incorporates greater administrative support to deliver services based on demand from the customers' point of view.
Page 265
Licensing Administration A majority of this work will be picked up by the new technical administrative support posts.
6.5 A summary of the proposed benefits are:-
• Greater service resilience with less reliance on key individuals to perform certain tasks • Increased job satisfaction for staff by extended roles to give variety and career progression opportunities. Succession planning will be developed in the department. • Consistent and improved service delivery. • Delivery of the Council’s priorities • More effective use of the resources available. • Earning potential from chargeable services maximised • Financial savings within the new proposed structure of approximately £47,729 per annum.
7. Other Relevant Considerations
Human Rights Act 1998 Not applicable
Equalities The elements of an Equalities Impact Needs Assessment have been considered but it is considered that no equality implications arise from this proposal
Nottingham Declaration and Climate Change The proposals will strengthen the Councils ability to provide advice and support to individuals to reduce their environmental impact.
Crime & Disorder The proposals will strengthen the Councils ability to tackle crime and disorder.
Human Resources Implications The proposed restructure will have implications for a number of staff in terms of changed roles and as outlined in section 6.4. Full consultation has been carried out with those staff that will be affected and all individuals have had an opportunity and were supported to make their views known throughout the process. Due regard will continue to be given to employment legislation and the Council’s Human Resources policies. Detail of the implications is made clear in the structure detailed in Appendix 2.
Risk Assessment
Risk Mitigation Service continuity Transitional arrangements have been put in place to ensure that the Environmental Health Service continues to deliver services during this time. Staff have been and will continue to be kept informed of proposed changes to maintain staff morale as much as possible.
Page 266
Retention of high calibre and Full involvement of staff with the review at highly motivated staff all stages and flexibility to reconsider options throughout the process. Staff skill set incorrectly matched Training plan to be developed to enhance to roles staff skills where needed. Phased handovers and sharing of knowledge to progress to generic roles. Knowledge base is retained within the service although the structure has altered.
8. Other Options Considered
8.1 Do nothing and retain the existing structures and individual teams. This is disregarded as there is a need to increase capacity, create greater resilience and strengthen and build links between all the services to deliver against the Council’s future priorities.
9. Appropriate Consultations
9.1 All affected staff and Unions have been consulted about the proposed changes. Comments received are summarised in a separate paper which will be made available at the meeting.
10. Financial and Efficiency Implications
10.1 The finance implications are detailed in the Table below.
Cost of the existing structure £485,655 Cost of the proposed structure £432,926 Training & development £5,000 Saving £47,729
11. Appendices to this report
11.1 Appendix 1 – Existing Staffing Structure 11.2 Appendix 2 – Proposed Staffing Structure
12. List of Background Papers
12.1 Phase 1 Environmental Health and Licensing Review Business Case 12.2 Cabinet Executive 28 November 2011 12.3 Phase 2 Environmental Health and Licensing Review Business Case
The following Officers/Members have been consulted (identified by bbb): bbb Head of Paid Service bbb S. 151 Officer bbb Monitoring Officer bbb Portfolio Holder (Cabinet Executive/Council reports only)
Page 267
Appendix 1 – Existing Staffing Structure
Work streams to be Regulatory reported to the Services Group Administrative appropriate Team Leader Manager Officer 0.6 FTE
Environmental Health Manager 1 FTE
Page 268 Environmental Health Environmental Team Leader Services Team Leader 0.8 FTE 1 FTE
4 x Environmental Health Officers/Senior Environmental Health 3.29 x Technical 3 x Technica l 2.63 x 1 x Pest 1.51 x Dog Officers Officers Officers Drainage Control Officer Wardens Officers Work Areas: Housing Work Areas: Food Climate change Health & Safety Licensing Infectious Diseases Air Quality/PPC Contaminated Land Environmental 1 x Licensing Admin Protection Car Parking Noise Emergency Planning Public Health Flood Management Sampling Pest Control Envirocrime Dog wardens
Appendix 2 – Proposed Staffing Structure (PHASE 2)
Delete: 1.63x Drainage Officers 0.79 x Technical Officers Regulatory 0.51 x Dog Wardens Services Group 1 x Licensing Admin Administrative Manager Change Officer 0.6 FTE Drainage Officer post now re-designated as Environmental Services Officer New: Environmental 2x Admin Technician posts. Health Manager Note: EHO posts are to be operational. 1 FTE
Technical Officer posts are to be generic encompassing all work areas.
Environmental Health Environmental Page 269 Team Leader Services Team Leader 0.8 FTE 1 FTE
4 x Environmental Health Officers/Senior 2.5 x Technical 3 x Technical 1 x 1 x Pest 1 x Dog Environmental Health Officers/Senior Officers/Senior Environmental Control Officer Warden Officers Technical Technical Services Officers Officers Officer Work Areas: Housing Work Areas: Food Climate change Health & Safety Licensing Infectious Diseases Air Quality/PPC Environmental 2 x Admin Tech nician Contaminated Land posts Car Parking Protection Noise Emergency Planning Public Health Flood Management Sampling Pest Control Envirocrime Dog wardens
This page is intentionally left blank
Page 270 By virtue of paragraph(s) 1, 3 of Part 1 of Schedule 12A Agenda Item 21 of the Local Government Act 1972.
Document is Exempt
Page 271 This page is intentionally left blank
Page 274 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A Agenda Item 22 of the Local Government Act 1972.
Document is Exempt
Page 275 This page is intentionally left blank
Page 280