Open Report

Cabinet

20 August 2019

Financial Performance Report 2019/20 - Quarter 1 (Month 3)

Report of Cabinet Member for Corporate Resource, Strategy and Partnerships Report Author Nick Edmonds, Assistant Director – Finance Kerry Cartlidge, Strategic Manager – Financial Strategy and Business Partnering Type of Decision For Information Wards Affected All Wards Stronger Together Priorities and how they are applicable: A commercial council, well governed and fit for purpose, driving efficiency in everything we do The budget is set based on delivering the city council’s priorities. This report summarises the financial position on the General Fund, Housing Revenue Account and Capital Investment Programme as at the end of June 2019 and provides forecasts for the financial year ended 31 March 2020.

1.0 Reason and Purpose of Report: 1.1 To summarise the financial position of the General Fund, Housing Revenue Account and Capital Investment Programme as at the end of June 2019. 1.2 To highlight where there have been variances to budget, and mitigating actions. 1.3 To summarise the position of the 2019/20 saving proposals. 1.4 To summarise the position of the 2019/20 strategic contingency.

2.0 Recommendation(s): 2.1 That it be noted that as at the end of June 2019 the net forecast overspend is £5.5 million. 2.2 That it be noted that proposals to manage the potential overspend are contained within the Mid-Year Refresh Report elsewhere on this agenda. 2.3 That the progress against 2019/20 General Fund saving proposals be noted. 2.4 That the position on the strategic contingency be noted. 2.5 That the position on the Dedicated Schools Grant (DSG) be noted. 2.6 That the forecast outturn on the Housing Revenue Account be noted. 2.7 That the forecast outturn on the Capital Investment Programme be noted. 3.0 Summary of Main Points: 3.1 The General Fund Revenue Account has a net expenditure budget of £218 million (gross expenditure £562 million; gross income £344 million). Current risks of £22.5 million have been identified and mitigating actions have been instigated resulting in a residual risk of £5.5 million. A summary of the forecast position at directorate level is included in Appendix A . 3.2 In 2019/20, including public health grant savings, £58.6 million savings have been approved for delivery (£45.2 million were approved as part of the 2017/18 and 2018/19 Medium Term Financial Strategy and £13.4 million in 2019/20). £21.5 million of the prior year savings have already been delivered, meaning that a total of £37.1 million will be monitored in 2019/20. As at June 2019 it is forecast that £3.6 million are at risk. These will be continually monitored in year, and mitigating actions are being taken if the saving cannot be achieved as originally planned. A detailed list showing the progress made against each of the saving proposals is shown at Appendix A, Annex A. 3.3 The Medium Term Financial Strategy for 2019/20 included a strategic contingency budget of £9.788 million which took account of a number of additional grants which were notified towards the end of last financial year; these have now been allocated as appropriate. At the end of June 2019 a balance remains of £0.515 million. Details of commitments from the strategic contingency are included in Appendix A . 3.4 The city council receives £226.002 million Dedicated Schools Grant (DSG), before academy recoupment and direct funding of high needs places by the Education and Skills Funding Agency (ESFA), of which £32.539 million is within the High Needs Block. In 2019/20 the DSG reserve carried forward a deficit balance of £14.240 million. As at June 2019 there were in year pressures identified of £5.253 million. An action plan is currently in place to bring the DSG back in to balance; this is subject to Department for Education approval. Further details are shown in Appendix A , and the High Needs Action Plan is included at Annex B . 3.5 The Housing Revenue Account (HRA) is forecasting a surplus balance of £0.4 million for 2019/20, an improvement of £0.3 million when compared to the budget. This is mainly due to overachieved income as a result of a continuing reduction in the number of void properties. Further details are shown in Appendix A, Annex C. 3.6 The council is budgeted to invest £216.5 million in capital schemes during 2019/20. Further details can be found in Appendix A, Annex Di and Dii . Technical Appendix: List of Background papers/sources of information used for this report: Medium Term Financial Strategy 2019/20 – City Council 28 February 2019 Housing Revenue Account (HRA) - Rent Setting Report 2019/20 – City Council 24 January 2019 List the appendices included as part of this report: Appendix A – Financial Performance Report 2019/20 as at the end of June 2019 (Month 3)

Implications taken into consideration in this report (Please list as separate appendix if required) : Financial and Commercial: Early indications show risks within the General Fund have been identified, three quarters of which have identified solutions, which leaves a residual risk of £5.5 million. Further proposals to manage the potential overspend are contained in the Mid-Year Refresh Report elsewhere on this agenda. There is an in year pressure highlighted within DSG budgets of £5.253 million. This is in addition to the DSG reserve deficit balance brought forward of £14.240 million. An action plan is currently in place to bring DSG back into balance over a 5 year period. The Housing Revenue Account is forecasting an increase in the surplus balance of £0.3 million for 2019/20. Forecasts show investments of £216.5 million into capital schemes for 2019/20. Legal: Section 151 of the Local Government Act 1972 requires the Council to make arrangements for the proper administration of its financial affairs. The Council’s section 151 officer has established financial procedures to ensure the Council’s proper financial administration. These include procedures for budgetary control. It is consistent with these arrangements for Members to receive information about the revenue and capital budgets as set out in the report. Human Resources: None Public Health and Public Services (Social Value) Act 2012: None Equality Impact or Environmental Impact Assessments: Not applicable Key Risks: Key risks are detailed at Appendix A

The following section must be completed for Executive Decisions i.e. Cabinet * Options Considered: 1. There are no options associated with this report. 2.

* In accordance with the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 Appendix A

Financial Performance Report 2019/20 as at the end of June 2019 (Quarter 1)

Contact Officers: Nick Edmonds, Assistant Director – Finance Kerry Cartlidge, Strategic Manager – Financial Strategy and Business Partnering

1. Purpose

1.1 The report summarises the financial position of the General Fund, Housing Revenue Account and Capital Investment Programme as at the end of June 2019.

2. Recommendations

2.1 That it be noted that as at the end of June 2019 the net forecast overspend is £5.5 million.

2.2 That it be noted that proposals to manage the potential overspend are contained within the Mid-Year Refresh Report elsewhere on this agenda.

2.3 That the progress against 2019/20 General Fund saving proposals be noted.

2.4 That the position on the strategic contingency be noted. Page | 1

2.5 That the position on the Dedicated Schools Grant (DSG) be noted.

2.6 That the forecast outturn on the Housing Revenue Account be noted.

2.7 That the forecast outturn on the Capital Investment Programme be noted.

3. Summary and Key Messages

3.1 General Fund - The General Fund Revenue Account has a net expenditure budget of £218 million (gross expenditure £562 million; gross income £344 million). As at the end of June 2019, current risks of £22.5 million have been identified and budget management actions have resulted in a residual risk of £5.5 million. Although the budget management actions have reduced the pressure on the General Fund, risks remain; the largest of which is within Children and Families Directorate. Plans have been developed to manage the risks, and all risks will continue to be monitored to ensure the impact on this and future years is minimised. Included in the current risks are £3.6 million of savings which may not be achieved. A summary of the forecast position is shown at section 4.1. A summary of the progress made against savings proposals is shown at section 4.2 and full details are included at Annex A. A detailed list of risks and mitigations are included at section 4.3.

3.2 The main residual risk at the end of June 2019 relates to Children and Family Services, particularly Children’s Social Care. The recent Ofsted inspection of children’s social care services resulted in the service being judged to be inadequate. Since the Ofsted inspection, the city council has been working closely with the Department for Education, Local Government Association (LGA) and regional improvement colleagues to take forward actions at pace. An improvement board has been established which is supported by the LGA, an improvement plan is in place, and operational changes have been made to areas that required immediate responses during the inspection. The financial position shown in this report includes additional investment that is required to drive the changes that are needed.

3.3 Strategic Contingency – When the budget was set for 2019/20, this included a strategic contingency budget of £9.788 million which took account of a number of additional grants which were notified towards the end of last financial year; these have now been allocated as appropriate. At the end of June 2019 a balance remains of £0.515 million. Details of commitments against the contingency budget are shown in section 4.4 .

3.4 Dedicated School Grant – The city council receives £226.002 million of Dedicated Schools Grant (DSG), before academy recoupment and direct funding of high needs places by the Education and Skills Funding Agency (ESFA), of which £32.539 million is within the High Needs Block, this supports the provision for pupils and students with special educational needs and disabilities Page | 2

(SEND) from early years to 25. In 2018/19 an additional £9.790 million was spent above that budgeted due to increased demand for independent sector provision, alternative provision and high needs top up funding to schools. This was been partially mitigated by £0.811 million, which equates to 0.5% of the Schools Block which was agreed by Schools’ Forum at a meeting held on 18 January 2018, early years funding adjustment of £0.270 million relating to 2017/18 and academy recoupment payback of £0.140 million for pupil growth for the period April 2018 to August 2018. This takes the overall deficit on DSG to £14.240m. An action plan is currently in place with regular progress meetings to bring DSG back into balance over a five year period (this is subject to Department for Education approval, following submission at the end of June 2019). The current plan assumes a further increase in the DSG deficit in 2019/20 of £5.253m, and includes pressures relating to:  the cost of independent sector placements;  the number of permanent exclusions particularly within secondary provision;  requests for Education, Health and Care (EHC) plans;  an increase in specialist plans for young people aged 16-25 years due to changes within the SEND reforms. The action plan focuses on two key strands. Firstly, to reduce the number of independent sector placements; this will be achieved through the increase of provision within the city including expansion of special schools, resource bases and free schools. Secondly, to work with mainstream schools to ensure that the pupils with special educational needs can have appropriate provision within a mainstream setting. Discussions are ongoing with the Schools’ Forum in respect of how they can support the plan. The High Needs Action Plan is included at Annex B .

3.5 Housing Revenue Account - The Housing Revenue Account (HRA) is forecasting a surplus balance of £0.4 million for 2019/20, an improvement of £0.3 million when compared to the budget. There are, however, a number of variances worthy of comment:  overachieved income as a result of a continuing reduction in the number of void properties (£0.4 million)  reduction in recharges for insurance (£0.3 million)  depreciation costs £1.0m  transfer to reserve to reduce borrowing at higher costs (£0.5 million) Further details are shown in Annex C.

3.6 Capital Investment Programme – The capital programme was approved at City Council in February 2019 and subsequent changes are summarised in the table below and a detailed scheme by scheme programme is appended at Annex Di. The Capital Investment Programme has a total planned investment for 2019/20 to 2023/24 of £436.107 million.

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3.7 The detailed budgets are appended at Annex Dii . During this quarter confirmation has been received of the value of capital grants from Department for Transport for Transforming Cities, Ministry for Housing Communities & Local Government in respect of Disabled Facilities Grant, and the Department for Education for Devolved Formula Capital, all of which have been included in the table below.

2019/20 to 2019/20 2020/21 2021/22 2022/23 2023/24 Capital Investment Programme 2019/20 to 2023/24 2023/24 Total £ million £ million £ million £ million £ million £ million

As approved at City Council - Feb 2019 (includes £34,890m est. 174.656 113.259 38.280 34.464 34.173 394.832 c/fwd.) Carried Forward from 2018/19 (additional as at 31/03/2019) 35.315 35.315

Proposed Changes to Approved Schemes Re -profiling: City Centre Public Realm 0.450 (0.450) - - - - Flood Protection 0.140 0.100 (0.173) (0.067) - - 0.590 (0. 590 ) - - - - Funding Amendments: Disabled Facilities Grant (Housing) 0.315 - - - - 0.315 Devolved Formula Capital 0.411 - - - - 0.411 Vehicle & Plant Replacement 0.045 - - - - 0.045 Pot Hole Grant 0.156 - - - - 0.156 Stoke Station (TCF) 1.982 - - - - 1.982 Canal Corridor Improvements (TCF) 0.469 - - - - 0.469 (TCF) 0.271 - - - - 0.271 Wayfinding (TCF) 0.834 - - - - 0.834 Boughey Road (TCF) 1.552 - - - - 1.552 (TCF) 0.458 - - - - 0.458 PHE - Alcohol Capital Grant 0.399 - - - - 0.399 Skills Capital Equipment Fund (0.880) - - - - (0.880) Foley Street (0.002) - - - - (0.002) Page | 4

2019/20 to 2019/20 2020/21 2021/22 2022/23 2023/24 Capital Investment Programme 2019/20 to 2023/24 2023/24 Total £ million £ million £ million £ million £ million £ million S106 Capital Schemes (0.014) - - - - (0.014) Diamond Woods (0.036) - - - - (0.036) 5.960 - - - - 5.960

Total as at June 2019 (Quarter 1) 216.521 112.909 38.107 34.397 34.173 436.107

3.8 Capital Receipts Flexibility - In March 2016 the DCLG published a Capitalisation Direction which permits capital receipts generated from 1 April 2016 to 31 March 2019 to be used to fund the revenue costs of transformation. The flexibilities have since been extended for a further 3 years to 31 March 2022. This was a major concession as normally the use of capital receipts is constrained by statute for the funding of capital expenditure or the repayment of debt. The financial positon shown in this report includes the use of £6.1 million to support the Children’s Improvement Plan and other revenue costs of transformation across all council services. The table below summarises the use of receipts against the planned use included in the 2019/20 approved budget. Flexible Use of Capital Receipts 2019/20 2019/20 2019/20 Revised Detail Plan £’000s Forecast £’000s Assumed receipts 1,700 6,098 Use of receipts for transformation Redundancy Costs 1,200 700 Strategic Council Transformation 500 500 IT / Business Change 738 Children’s Improvement Plan - 4,160 Total 1,700 6,098 Page | 5

4. General Fund

4.1 General Fund – forecast outturn as at Month 3 (end of June 2019).

2019/20 General Fund Budget Current Risk Budget 2019/20 Forecast Gross Gross Net Savings Other Total Management Forecast Variance Directorate Expenditure Income Expenditure Risks Pressures Risks Actions Outturn at Qtr. 1 £ million £ million £ million £ million £ million £ million £ million £ million £ million Children and Family 155.343 (98.692) 56.651 1.008 13.892 14.900 (6.984) 64.567 7.916 Services Social Care, Health 146.502 (75.990) 70.512 0.089 0.607 0.696 (1.110) 70.098 (0.414) Integration and Wellbeing Place, Growth and 85.185 (55.460) 29.725 0.115 1.871 1.986 (1.425) 30.286 0.561 Prosperity Housing and Customer 26.841 (14.831) 12.010 2.286 0.535 2.821 (3.482) 11.349 (0.661) Services City Director 26.883 (11.206) 15.677 0.125 1.205 1.330 (2.281) 14.726 (0.951)

Non-Departmental 120.889 (87.760) 33.129 - 0.271 0.271 (1.195) 32.205 (0.924)

General Fund Services 561.643 (343.939) 217.704 3.623 18.381 22.004 (16.477) 223.231 5.527

General Fund Funding - (216.004) (216.004) - 0.453 0.453 (0.453) (216.004) -

Capital Receipts* - (1.700) (1.700) - - - - (1.700) -

General Fund Total 561.643 (561.643) - 3.623 18.834 22.457 (16.930) 5.527 5.527 Note (not included in the above): Dedicated Schools Grant (DSG) after academy 85.951 (85.951) - - 5.253 5.253 - 5.253 5.253 recoupment** *Note: a further £4.3 million capital receipts are included in the MTFS Mid-Year Update Report which will be utilised for service transformation including the Children’s Improvement Plan. These additional receipts are shown within directorate budget management actions. **Note: the DSG figure above is reflecting all funding blocks. The DSG deficit carried forward balance of £14.240 million is not included above.

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4.2 Savings - In 2019/20, including public health grant savings, £58.6 million savings have been approved for delivery (£45.2 million were approved as part of the 2017/18 and 2018/19 Medium Term Financial Strategy and £13.4 million in 2019/20). £21.5 million of the prior year savings have already been delivered, meaning that a total of £37.1 million will be monitored in 2019/20. As at June 2019 it is forecast that £3.6 million are at risk. These will be continually monitored in year, and mitigating actions are being taken if the saving cannot be achieved as originally planned. A detailed list showing the progress made against each of the saving proposals is shown at Appendix A, Annex A.

2019/20 Savings To be Delivered Total delivered Savings Directorate as Savings as Risks planned planned £ million £ million £ million £ million Children and Family Services 3.765 0.825 1.932 1.008 Social Care, Health Integration and Wellbeing 10.879 7.680 3.110 0.089 Place, Growth and Prosperity 10.258 0.858 9.285 0.115 Housing and Customer Services 7.905 4.947 0.672 2.286 City Director 1.210 1.085 - 0.125 Non-Departmental 0.720 0.720 - - General Fund Savings 34.737 16.115 14.999 3.623 Public Health Grant 2.351 1.598 0.753 - Total Savings 37.088 17.713 15.752 3.623

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4.3 The following table shows the analysis of current risk and budget management actions. 2019/20 Quarter 1 Directorate / Description Forecast Comments Variance £ million Children and Family Services Current Risks Children in Care 6.371 External residential placements (ISP) and fostering placements are at a higher level than budgeted. Currently there are 890 children in care. Comparisons indicate that this is significantly higher than the average numbers for statistical neighbours which indicate levels of around 690 children in care. Children’s Improvement Plan / Staffing 6.118 Significant investment is being made to support the Children’s Improvement plan and address the challenges identified within the recent OfSTED inspection. This includes implementing a realigned staffing structure (£4.8m), relevant reviews and relevant use of improvement consultants £360k; additional IT £74k; audit case reviews £426k; Research in Practice Subscription £45k (£15k per annum for 3yrs); training £15k; legal costs £340k; other consultants and MASH staff £169k. Contribution from LGA (£115k). Other minor variances 1.403 Legal Fees - Counsel (£0.5m); Direct Payments (£0.2m); Children’s Centre income (£0.1m); Employment and Skills (£0.3m); Virtual School funding (£0.1m); Management Team (£0.1m); Catering and Cleaning (£0.1m). Savings at Risk 1.008 See Annex A. - The use of small group homes is currently under review and no further purchases will take place pending further consideration of approach. Budget Management Actions Independent Sector Placements (2.000) Reduction in placement costs relating to ongoing review and management of placements and related commissioning to ensure children placed in most appropriate settings. Placement panels established and weekly review ongoing. Capital Receipts (3.262) Use of capital receipts to support Children’s Services transformati on .

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2019/20 Quarter 1 Directorate / Description Forecast Comments Variance £ million Transformation Challenge Reserve (0.500) Release of reserve applied to support Children’s Social Care and related activity. SEN Transport (0.600) Implementation of personal budgets and revised SEND transport policy which was agreed at Cabinet 12 December 2017. Other minor budget management actions (0.622) Children’s Centre income (£0.1m); Virtual School funding (£0.1m); UASC additional income (£0.1m); The Mount running costs (£0.1m); directorate efficiencies (£0.3m).

Children and Family Services Total 7.916

Social Care, Health Integration and Wellbeing Current Risks Adult Social Care demographics 0.614 Based on 111 current care packages. Partially mitigated by funding raised from Adult Social Care precept (£0.8m). Other minor variances (0.007) Care Home Fee price inflation (£0.3m); Mental Health S75 contract (£0.3m); Learning Disability legal costs (£0.4m); Integrated Community Equipment Store contract (£0.1m); Management Team (£0.1m); Hospital Team (£0.1m). Offset by winter pressures funding received from government (£1.3m). Savings at Risk 0.089 See Annex A. Budget Management Actions Other minor budget management actions (1.110) Appeal (£0.4m); Public Protection overachieved income (£0.2m); Use of Public Health Grant Reserve to support public health outcomes (£0.3m); directorate efficiencies (£0.3m). Social Care, Health Integration and Wellbeing Total (0.414)

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Place, Growth and Prosperity Current Risks Other minor variances 1.871 Surplus properties (£0.3m); Highways commercial income (£0.2m); District Heat Network income (£0.3m); Market tolls (£0.2m); Highways structure (£0.1m); Waste shredder (£0.1m); Energy costs (£0. 4m) ; other minor mitigations (£0.3m). Savings at Risk 0.115 See Annex A. Budget Management Actions Other minor budget management actions (1.425) Surplus properties (£0.1m); Highways – use of capital and grant funding (£0.2m); Use of Transforming Cities Fund (£0.1m); Waste transportation (£0.1m); Concessionary fares demand (£0.1m); Vacancy management (£0.3m); SOTRL Capital Receipt (£0.1m); directorate efficiencies (£0.3m). Place, Growth and Prosperity Total 0. 561

Housing and Customer Services Current Risks Other minor variances 0.535 Potteries Museum rates (£0.1m); Private Sector landlord income (£0.1m); Business Transformation Team (£0.3m). Savings at Risk 2.286 See Annex A. - Pressures in relation to the Unitas dividend have been mitigated by Housing and Customer Services. Future projections relating to the dividend will be adjusted accordingly. Budget Management Actions SLA for non Unitas services (0.500) Review of SLA charges based on related activity levels. Use of reserves (0.958) Use of reserve for business transformation, IT, Business Support and Anti -Social Behaviour. Capital Receipts (1.006) Use of capital receipts flexibility for regeneration. (NB. £3.3m capital receipts also used to support transformation of Children’s Services – see above). Other minor budget management actions (1.018) Potteries Museum rates appeal (£0.1m); Private Sector landlord enforcement income (£0.1m); use of Disabled facilities Grant (£0.1m); additional recharges (£0.2m); IT Hardware (£0.1m); Non- essential spend (£0.1m); directorate efficiencies (£0.3m). Housing and Customer Services Total (0. 66 1)

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City Director Current Risks Shortfall in payroll income 0.500 Forecast income levels for payroll services higher than current contract levels. Current income achieved £800k per annum. Further opportunities are being explored and pursued on an ongoing basis . Other minor variances 0.705 Software (£0.1m); Schools SLA income (£0.1m); Legal work re environmental crime and public health (£0.1m); legal agency staff (£0.4m). Savings at Risk 0.125 See Annex A. Budget Management Actions Other minor budget management actions (2.281) Recharge of legal services (£0.4m); Legal Advocacy (£0.2m); Efficiencies across the directorate (£0.6m); Reassessment of bad debt provision (£0.3m); Audit income (£0.1m); Review of insurance provision and reserve (£0.4m); directorate efficiencies (£0.3m). City Director Total (0. 95 1)

Non -Departmental Current Risks Other minor variances 0. 271 Data project (£0.2m); other small variances (£0. 1m). Budget Management Actions Capital Financing Charges (1.000) Maximising the use of internal borrowing / delay in external borrowing. Other minor budget management actions (0.195) Historic pension costs and loan charges (£0.1m); Audit Fees (£0.1m). Non -Departmental Total (0. 924 )

General Fund Funding Current Risks Non-ringfenced Grants 0.453 Top Up Adjustment grant lower than expected (£0.7m), partially mitigated by transfer from contingency (£0.3m) and additional S31 Grants (see £0.4m below).

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Budget Management Actions Non -ringfenced Grants (0.453) Additional S31 grant funding. General Fund Funding Total -

Forecast Variance 5.527

4.4 When the budget was set for 2019/20, this included a strategic contingency budget of £9.788 million which took account of a number of additional grants which were notified towards the end of last financial year; these have now been allocated as appropriate. At the end of June 2019, a balance remains of £0.515 million. Details of commitments against the contingency budget are shown in the table below.

Detail Amount £ million Balance as at 1 April 2019 9.788 Social Care Support Grant transferred to Children’s Social Care (2.275) Winter Pressures Grant transferred to Adult Social Care (1.332) Adult Social Care Precept transferred to Adult Social Care (0.822) Additional Business Rates payable for city council buildings in the Business (0.041) Improvement District (BID) Fleet Management (0.100) (0.025) Apprenticeship Levy (0.600) LGPS Lump Sum payment (lower interest saving due to staffing reductions) (1.300) Stoke-on-Trent Regeneration Limited Dividend (1.334) Benefit Payments (re supported accommodation) (1.048) Business Rates pool payment to Police Commissioner (0.100) Non-Ringfenced Grants (0.296) Balance as at 30 June 2019 0.515

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5. Other Issues

5.1 Reserves Reserves are represented by two major categories: i. general reserves - providing a contingency to reduce the impact of unexpected events or emergencies ii. earmarked reserves - set aside for specific purposes and are established for commitments and identified risks that are known or may be faced in the future. Earmarked reserves are regularly reviewed to assess their status and level.

The table below shows the forecast position on reserves, as can be seen from the comments the majority of reserves are not available for general use .

Forecast Balance as Balance as at Detail at Movement Comments 1 April 31 March 2019 20 20 £ million £ million £ million Total 94.0 67.8 (26.2 ) of which: General Fund Reserve 9.7 11.0 1.3 General Reserve which provides a contingency to reduce the impact of unexpected events or emergencies. Other Strategic Reserves 1.1 0.2 (0.9) Includes reserves for One-Off Commitments. Housing Revenue 22.6 10.7 (11.9) Ring-fenced to the HRA and includes the general reserve which provides a Account contingency to reduce the impact of unexpected events or emergencies and an earmarked reserve established for commitments and future investments, the majority of which will be used for new HRA build in this financial year. Schools (9.8) (10.2) (0.4) Ring-fenced to Schools and includes Schools Balances and Dedicated Schools Grant. Deficit balance carried forward re. High Needs action plan. Private Finance 30.7 28.5 (2.2) Amounts to cover the PFI contract commitments over coming years. Initiatives Capital 26.4 17.3 (9.1) Ring-fenced to capital and includes the following reserves: Capital Grants Unapplied Reserve which is for funding that has been received but not used within the year; Usable Capital Receipts Reserve which is used to fund the Capital Investment Programme; HRA Major Repairs Reserve which represents support for the HRA Capital Investment Programme.

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Forecast Balance as Balance as at Detail at Movement Comments 1 April 31 March 2019 20 20 Insurance 4.4 4.4 - A self-insurance fund for the city council's liabilities to reduce the costs of premiums. Public Health 0.7 0.3 (0.4) Balance of ring-fenced grant to be used to support future public health initiatives and reductions in grant. Departmental Reserves 8.2 5.6 (2.6) Earmarked reserves established for commitments and identified risks that may be faced in the future, including reserves relating to development agreements, donations, partnerships and specific grants

5.2 The key statistics in relation to cash collection are shown below

Detail Comment Council Tax Base £107,337,697 million at the end of Q1 2019/20 Council Tax Collection Collection rate decreased from 27.99% in Q1 2018/19 to 27.53% in Q1 2019/20. Council Tax Liability Orders Total of 5,891 liability orders have been granted in Q1 2019/20 which is 37 more than Q1 2018/19. Where appropriate, support continues to be given with the aim of working with people to help them pay, signposting to CAB and referring customers in severe financial hardship to apply for discretionary hardship payment. Business Rates Base £95,944,275 million at the end of Q1 2019/20 Business Rates Collection Collection rate increased from 31.97% in Q1 2018/19 to 32.53% in Q1 2019/20 Business Rates Liability Orders A total of 74 liability orders have been granted in Q1 2019/20 which is 4 fewer than granted in Q1 2018/19. Where appropriate, support continues to be given with the aim of working with businesses to help them to pay and to ensure they are receiving any discounts or exemptions they may be entitled to. Sundry Debt Raised 12 months to 30 June 2019 £129,204,387

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Detail Comment Sundry Debt outstanding as at 30 June 2019 £17,132,958 Sundry Debtor Days (average time taken to collect debt) – all debt 48 Sundry Debtor Days (average time taken to collect debt) – raised within 66 last 12 months

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ANNEX A

DIRECTORATE SUMMARY - SAVINGS 2019/20

2019/20 SAVINGS

Directorate To be Delivered as Savings Total Saving Delivered as Planned Risks Planned £'000s £'000s £'000s £'000s

Children and Family Services 3,765 825 1,932 1,008

Social Care, Health Integration and Wellbeing 10,879 7,680 3,110 89

Place, Growth and Prosperity 10,258 858 9,285 115

Housing and Customer Services 7,905 4,947 672 2,286

City Director 1,210 1,085 - 125

Non-Departmental 720 720 - -

General Fund Savings 34,737 16,115 14,999 3,623

Public Health Grant Savings 2,351 1,598 753 -

Total Savings 2019/20 37,088 17,713 15,752 3,623 ANNEX A SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 DIRECTORATE: CHILDREN AND FAMILIES

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s VS03_1819 Early Intervention and Children's Children in Care Review of provision of accommodation for 16/17 2018/19 A 200 - 200 - Social Care year old care leavers and move to in-house provision. VS06_1819 Early Intervention and Children's Early Intervention Reduced demand in children's social care as a 2018/19 R 500 150 - 350 Social Care result of intervention funded by Troubled Families grant. VS07_1819 Early Intervention and Children's Children in Care Purchase of additional small group homes for 2018/19 R 830 - 292 538 Social Care children in care requiring residential provision. VS04_1920 Early Intervention and Children's CAF Management Team In line with Ofsted feedback: review of Early 2019/20 A 850 - 850 - Social Care Intervention and Children's Social Care Service management and decision-making functions; reconfiguration of Adoption and Fostering Service as part of the Regionalisation of Adoption Agency Plans; streamlining and remodelling processes to increase efficiency and effectiveness of the Service.

VS05_1920 Early Intervention and Children's Safeguarding & Quality Assurance The city council is piloting new arrangements with 2019/20 G 25 - 25 - Social Care Staffordshire County Council in respect of the Local Safeguarding Board. VS07C_1920 Early Intervention and Children's Children in Care Adoption agency fees - budget reduction based 2019/20 G 250 - 250 - Social Care on historic costs. The interagency fee is a nationally agreed mechanism for covering the costs incurred in the preparation, approval and matching of prospective adopters.

VS08C_1920 Early Intervention and Children's Children in care Review cost / benefit analysis for all projects and 2019/20 G 210 - 210 - Social Care initiatives in Early Intervention and Children Social Care that do not support statutory social care duties. VS09C_1920 Early Intervention and Children's Early Intervention Asset transfer and associated costs to Academy 2019/20 A 85 - 85 - Social Care Trust.

VS10C_1920 CAF Management Team CAF Management Team Efficiency review across Early intervention and 2019/20 G 20 - 20 - Children's Social Care. PS01_1920 Learning Services Pupil Achievement Reorganise the Early Years Team to give better 2019/20 G 100 100 - - alignment to the number of settings requiring support.

PS02_1920 Learning Services Pupil Achievement Reorganise school improvement services to align 2019/20 G 240 240 - - the support to maintained schools. The majority of schools in Stoke-on-Trent are now academies and the responsibility for maintaining school improvement in academies sits with the Regional Schools Commissioner.

PS06C_1920 Learning Services Inclusion A full review has been carried out into the work of 2019/20 R 120 - - 120 the in house Educational Psychology team and new procedures for allocation of support have been rolled out across schools and academies in 2018/19. Savings to be realised on the use of Locum Education Psychologists whilst still supporting the same cohort of children and young people.

PS07C_1920 Learning Services Strategic Service and Support Reduction in use of external education 2019/20 G 35 35 - - consultants to carry out local authority link officer and review roles. ANNEX A SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 DIRECTORATE: CHILDREN AND FAMILIES

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s PS08C_1920 Learning Services Pupil Achievement Transitional support to High School 2019/20 G 250 250 - - no longer required following proactive work with the school to sustain improvements. Pupil numbers have now significantly increased, with year 7 being close to capacity.

PS09C_1920 Learning Services Strategic Service and Support Efficiency review across Learning services. 2019/20 G 40 40 - -

PS10C_1920 Learning Services Pupil Achievement Reduction in Early Years provider training 2019/20 G 10 10 - - budget, linked to improvements and refocus of work.

3,765 825 1,932 1,008 ANNEX A SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 DIRECTORATE: SOCIAL CARE, HEALTH INTEGRATION AND WELLBEING

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s VS6 Comm Health & Social Care Commissioning & Partnerships Redesign of Adult Social Care Services, following 2017/18 G 2,600 2,600 - - a reduction in funding through the Better Care Fund. This includes a review and redesign of a number of services including the Community Wellbeing Service which will be realigned with NHS systems and structures in order to improve patient / service user outcomes; Adult Social Care Reablement and CCG Intermediate Care Services will be redesigned in order to deliver a more joined up and cost effective service; and a tighter control will be put in place on the agreement to make top up payments for Residential and Nursing Home placements to ensure they are appropriate. Other services subject to review and potential redesign include the Home Improvement Agency, and consideration of both Leisure and Extra Care Services to deliver the light exercise element of the Falls Prevention Service.

VS09_1819 Comm Health & Social Care Commissioning & Partnerships Adult Social Care Savings will be realised 2018/19 A 2,417 2,163 254 - through: • More robust and effective commissioning, contract management and quality assurance for adult social care services to develop and support market capacity, responsiveness and stability • Review Care Packages. This will include a Care Package Scrutiny Board and support a wider review of policies and practices of Adult Social Care demand management • Dynamic brokerage function that ensures care and support needs are met through an innovative, asset based approach utilising both the care market and voluntary sector • Review and redesign of the Community Wellbeing Service and the Hospital Social Care teams. Introducing a strengths based model which will focus on an individuals abilities and the support they have from their family community and network.

VS11_1819 Health Improvement Learning Disabilities The remodelling of transport provision for people 2018/19 A 50 - 50 - with learning disabilities, reducing the use of taxis and changing routes to make best use of resources.

PS01_1819 Public Health and Protection Sport & Leisure Review the operation of Northwood Stadium and 2018/19 A 212 123 - 89 Gym Centre including seeking alternative options for service delivery. PS02_1819 Public Health and Protection Sport & Leisure Increase income generating activity at Fenton 2018/19 A 225 162 63 - Manor and Dimensions including increases in car parking charges and increased gym memberships.

PS03_1819 Public Health and Protection Sport & Leisure Review of sports and leisure events budgets. 2018/19 G 135 - 135 - PS04_1819 Public Health and Protection Sport & Leisure Review support of community football 2018/19 A 21 - 21 - club. ANNEX A SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 DIRECTORATE: SOCIAL CARE, HEALTH INTEGRATION AND WELLBEING

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s GPS03_1819 Public Health and Protection Public Protection Lifetime Services efficiencies achieved as a 2018/19 G 41 15 26 - result of further investment in digital records and services enabling greater self service with appointments for births, deaths and marriages. GPS04_1819 Public Health and Protection Public Protection Inflationary increase in public protection fees and 2018/19 G 40 40 - - charges. VS08_1819 Health Improvement Learning Disabilities New care facility for people with learning 2019/20 G 250 250 - - disabilities at the former Abbots House site to (previously provide an improved accommodation offer. 2018/19 saving brought back in 2019/20)

VS10_1819 Health Improvement Learning Disabilities Adult Social Care Transformation Programme. 2019/20 A 3,400 1,379 2,021 - Working in partnership with the NHS to assess (previously appropriate funding support. 2018/19 Review of contracts and facilities. saving Review of care packages in line with the Care Act brought to ensure packages are in line with assessed back in need, or could be met in a different way. 2019/20) VS01_1920 Comm Health & Social Care Care in the Community OP Partnership working with the Home Office to 2019/20 A 230 230 - - accelerate decision making for asylum seekers and other residents who have no recourse to public funds, such as housing benefit. Review of further care packages to ensure packages are in line with assessed need, or could be met in a different way. Use of the extracare contract to meet needs of supported living in a different way.

VS02_1920 Comm Health & Social Care Adult Social Care Mgt Team Review all in-house operational services and 2019/20 A 250 - 250 - support worker roles to seek efficiencies by smarter working and working more closely with NHS as Integrated Care Teams. Review of agency and other related payments. Consider vacancies across the directorate to identify where savings can be made and restructure in a way that results in minimal impact on residents or on core business. Undertake a review of commissioning across Adults, Public Health and Children’s Services.

VS06_1920 Comm Health & Social Care Adult Social Care Mgt Team Reduce demand on Social Care or delivering 2019/20 A 250 96 154 - support more efficiently through Asset Based Community Development. This involves considering the resources, skills and experience available in a community near to where a person lives, and helping the individual to connect with this, rather than providing domiciliary care to satisfy an identified assessed need. Develop closer links with universities and explore opportunities for joint posts and/or use of other opportunities. Develop integrated care teams through a joined up approach with health providers to find the best options for residents with health or social care needs. ANNEX A SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 DIRECTORATE: SOCIAL CARE, HEALTH INTEGRATION AND WELLBEING

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s PS03_1920 Comm Health & Social Care Public Health Management Team Meeting Public Health Grant outcomes through 2019/20 A 600 464 136 - internal commissioning and generating income through a more commercial approach. PS04_1920 Public Health and Protection Sport & Leisure Bringing the Living Well Hub in-house which is 2019/20 G 38 38 - - currently externally commissioned. The Living Well Hub promotes physical activity and healthy eating which in turn improve a person's mental wellbeing. PS05_1920 Public Health and Protection Sport & Leisure Review the way Healthy Weight Services for 2019/20 G 108 108 - - residents are delivered by remodelling the healthy weight contracted services and seeking efficiencies through the procurement process.

CS01_1920 Public Health and Protection Public Protection Review of Public Protection fees and charges 2019/20 G 12 12 - - taking consideration of benchmarking.

10,879 7,680 3,110 89

Public Health Grant Savings PS09_1819PHG Public Health Grant Health Improvement Efficiency savings to Drug & Alcohol Services. 2018/19 G 751 134 617 -

CS37PHG_1920 Public Health Grant Public Health Management Team By working together to support people to take 2019/20 A 600 464 136 - greater control of their own health, the council and NHS can help people to live longer independently; only going to the doctors or hospital when necessary. A greater focus on prevention across health and social care will reduce overall demand and costs for other services. The council will also examine ways of income generation to offset expenditure through making some areas of work more commercial through charging external agencies for services.

1,351 598 753 - SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 ANNEX A DIRECTORATE: PLACE, GROWTH AND PROSPERITY

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s BS1 Operational Management Various Income generation through offering new services 2017/18 A 230 - 185 45 to customers including: (a) charging third parties for clearance of watercourses and drainage. (b) increasing fees for highway licencing for skips, scaffolding, hoarding etc. (c) further utilisation of powers under the New Roads and Street Works Act (NRSWA) to ensure third party excavation on the highway are properly carried out.

BS3 Investment, Planning & Planning Services Planning fee income will be achieved through 2017/18 A 361 - 361 - Regeneration additional demand, national increases in a range of planning fees and the introduction of a planning and design service for small applications including council adaptations.

BS6 Operational Management Highways and Transportation Efficiency savings related to investment in more 2017/18 G 317 - 317 - efficient and low maintenance LED streetlighting/signals and removal of unnecessary signage/bollard lighting. BS11C Investment, Planning & Property & Asset Management Additional commercial property income from 2017/18 G 250 110 140 - Regeneration reduction in empty properties and inflation linked increases in charges at appropriate rent review stages.

BS12C Investment, Planning & Regeneration & Economic Growth Additional event sponsorship to be received over 2017/18 G 35 - 35 - Regeneration the next three years for MIPIM Cannes and MIPIM UK events.

BS13C Investment, Planning & Regeneration & Economic Growth To review business centre rental prices and 2017/18 G 20 - 20 - Regeneration generate more income through additional and more intensive use of the space.

GPS2 Investment, Planning & Various Income generation through the development and 2017/18 G 261 - 261 - Regeneration creation of a multi storey car park to be available for public use, particularly rail users. Additional income will also be generated from provision of additional station car parking on existing council owned land. GPS3 Operational Management Streetcare & Greenspace Investment in key parks and greenspaces will 2017/18 G 91 - 91 - enhance their attractiveness to visitors and event organisers. This will enable increased charges to be introduced to generate income and undertake landscaping projects in-house. GPS4 Operational Management Enforcement & Car Parking Review security operation to provide competitive 2017/18 G 345 - 345 - and flexible security solutions that also offer the opportunity to generate income. In addition security efficiencies will be achieved through centralised contract management and an internal restructure.

GPS5 Operational Management Enforcement & Car Parking Additional income from facilities management 2017/18 G 249 - 249 - and car parking passes to meet demand at Smithfield. SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 ANNEX A DIRECTORATE: PLACE, GROWTH AND PROSPERITY

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s GPS8 Investment, Planning & Various Energy efficiency measures will deliver savings 2017/18 G 305 - 305 - Regeneration on energy consumption and associated costs through the upgrading of infrastructure. Saving also includes reduce gas prices as a result of contract negotiations.

GPS10 Operational Management Various Income generation through new parking 2017/18 G 120 - 120 - opportunities and improved general enforcement.

GPS11 Operational Management Waste Services Income generation and reductions in landfill costs 2017/18 G 60 - 60 - through the introduction of a re-use shop at Federation Road Civic Amenity site to be operated by a local charity. GPS13 Operational Management Waste Services Additional income generation from Hanford 2017/18 G 453 - 453 - Energy from Waste facility and Household Waste Recycling Centres. GPS22C Investment, Planning & Green Projects Income generated from licencing of geophysics 2017/18 G 100 - 100 - Regeneration data to a developer as a result of work undertaken on the council’s district heat scheme.

GPS23C Operational Management Streetcare & Greenspace Income from the expansion of the street care 2017/18 G 30 - 30 - Volunteer Co-ordinator programme to include national vocational qualifications (NVQs).

CS15 Investment, Planning & Property & Asset Management Additional rental income generated through the 2017/18 G 1,376 - 1,376 - Regeneration letting of 2 Smithfield to a commercial tenant and 1 Smithfield to partner organisations. CS25C Investment, Planning & Property & Asset Management A range of efficiencies within Property Services 2017/18 G 190 190 - - Regeneration and Health and Safety. Includes reduction in unnecessary accommodation moves budget, savings on overhead charges for property maintenance and deletion of a vacant management post in the Health & Safety team. PS05_1819 Investment, Planning & Property & Asset Management Stoke town centre assets will be reviewed for 2018/19 G 425 - 425 - Regeneration income generating opportunities including car parking and rental income. The review will also look to generate savings on running costs where assets are no longer required.

BS02_1819 Various Various Re-assessment of project feasibility budgets and 2018/19 G 200 - 200 - review of resources to reflect the needs of capital programme. BS03_1819 Operational Management Enforcement & Car Parking Efficiencies in facilities management due to a 2018/19 G 45 - 45 - move to reactive market cleaning, additional income and reduced subscriptions.

GPS07_1819 Operational Management Cross cutting General fund saving from a restructure of 2018/19 G 90 - 90 - operational management. This includes a number of posts currently funded by capital and a re-investment in highways maintenance. CS05_1819 Various Various Increased income from advertising, commercial 2018/19 G 712 102 610 - fleet management and commercial waste. CS06_1819 Operational Management Various A range of efficiency measures across the 2018/19 G 163 107 56 - operational management division including in- house cash collection services, a review of subscriptions, reduction of posts and contract savings. SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 ANNEX A DIRECTORATE: PLACE, GROWTH AND PROSPERITY

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s BS01_1920 Investment, Planning & Regeneration & Economic Growth Income generation from business sign-ups in 2019/20 G 20 - 20 - Regeneration respect of investment in full fibre network.

GPS01_1920 Operational Management Enforcement & Car Parking Providing daily parking management activity to 2019/20 G 151 - 151 - ease congestion and keep the city moving by helping ensure motorists park considerately, protecting the rights of those entitled to park, and taking informal and formal action through the civil enforcement process. A focus would be given in particular to areas adjacent to schools and the hospital. In addition, a static camera will be installed to improve pedestrian and motorist safety and reduce congestion through management of bus lanes. CS02_1920 Operational Management Health, Safety, Emergency Extra income through the provision of Health & 2019/20 G 20 - 20 - Planning Safety audit work. CS03_1920 Investment, Planning & Property & Asset Management Review of property assets from a service led 2019/20 G 322 - 322 - Regeneration perspective to ensure assets are utilised (previously appropriately in a changing work environment, part incorporating saving GPS06_1819. 2018/19 saving brought back in 2019/20) CS05_1920 Operational Management Streetcare & Greenspace Realignment of the Construction and Enterprise 2019/20 G 59 59 - - Team. CS06_1920 Operational Management Waste Services Restructure of the Waste Minimisation Team. 2019/20 G 80 80 - - CS07_1920 Operational Management Waste Services Introduction of charges for soil, plasterboard and 2019/20 G 120 - 120 - rubble at Household Waste and Recycling Centres. CS08_1920 Investment, Planning & Green Projects Procurement of fully managed energy service. 2019/20 G 365 - 365 - Regeneration CS14C_1920 Cross cutting Cross cutting Reduction in Superannuation budgets. 2019/20 G 80 - 80 -

CS15C_1920 Investment, Planning & Property & Asset Management Property Services restructure - additional 2019/20 G 58 - 58 - Regeneration savings. CS16C_1920 Investment, Planning & Property & Asset Management Additional external income from Smithfield 2019/20 G 229 - 229 - Regeneration following a review of internal accommodation.

CS17C_1920 Operational Management Fleet Review of funding arrangements for replacement 2019/20 G 1,065 - 1,065 - vehicles and plant. Provision of Driver Certificate of Professional Competence training to internal and external companies/customers. CS18C_1920 Operational Management Highways and Transportation Reduction in volume of Concessionary Fares. 2019/20 G 200 - 200 -

CS19C_1920 Operational Management Highways and Transportation Highways restructure. 2019/20 A 148 - 118 30

CS20C_1920 Investment, Planning & Property & Asset Management Reduction in rates in respect of Civic Centre & 2019/20 G 210 210 - - Regeneration Stoke Town Hall.

CS21C_1920 Operational Management Enforcement & Car Parking Housing CCTV & Access Systems - Labour and 2019/20 G 75 - 75 - services recharge by CCTV in support of Housing CCTV and Security Project, including project management, installation and networking set up, followed by annual SLA. SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 ANNEX A DIRECTORATE: PLACE, GROWTH AND PROSPERITY

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s CS22C_1920 Operational Management Enforcement & Car Parking Provision of commercial car parking and 2019/20 G 13 - 13 - chargeable on-street car parking provision. Working with strategic partners to develop further services throughout Staffordshire given the strong working position already implemented. Further income to be generated from bulk space parking contract.

CS23C_1920 Operational Management Enforcement & Car Parking Drive efficiencies in security, for example by 2019/20 G 30 - 30 - reviewing the need for guards (reducing hourly requirements and/or utilising existing surveillance equipment).

CS24C_1920 Investment, Planning & Property & Asset Management Application of Section 106 contribution to support 2019/20 G 50 - 50 - Regeneration bringing forward affordable housing schemes across the city. CS25C_1920 Operational Management Enforcement & Car Parking Efficiency Review of budgets throughout the 2019/20 G 233 - 233 - Place directorate. CS26C_1920 Operational Management Enforcement & Car Parking Increased volume of residential car parking 2019/20 G 20 - 20 - permits.

CS27C_1920 Operational Management Streetcare & Greenspace Introduction of a Bulky Waste premium collection 2019/20 G 42 - 42 - service and increase in income from Fixed Penalty Notices and Events. CS28C_1920 Operational Management Waste Services Installation of new waste shredder will produce 2019/20 R 40 - - 40 revenue savings from reduced landfill tax.

CS29C_1920 Investment, Planning & Green Projects Capitalisation of revenue expenditure associated 2019/20 G 200 - 200 - Regeneration with the District Heat Network.

10,258 858 9,285 115 SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 ANNEX A DIRECTORATE: HOUSING AND CUSTOMER SERVICES

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s GPS9 Housing and Customer Services ICT, Customer Services, Libraries Income generation through the further 2017/18 R 4 - - 4 and Museums development of the existing exhibitions programme to tour the Staffordshire Hoard to the rest of the UK and further afield, promoting the UK City of Culture programme. In addition, this model will be adopted to develop other onsite and touring exhibitions.

CS21C Housing and Customer Services ICT, Customer Services, Libraries Software savings from the introduction of the new 2017/18 A 70 - 70 - and Museums Social Care case management system.

CS27C Housing and Customer Services Management Projected dividends from redesign of the Housing 2017/18 R 7,000 4,500 500 2,000 Maintenance Service.

GPS02_1819 Housing and Customer Services Management Moving forward Unitas will bid for external third 2018/19 R 282 - - 282 party contracts to provide a range of services in addition to those it performs on behalf of the council. These works will provide additional income levels to the company starting in 18/19 and increasing in 19/20. The new venture will require premises and this will bring commercial rental income to the council.

GPS05_1819 Housing and Customer Services ICT, Customer Services, Libraries Potteries Museum & Art Gallery management 2018/19 G 27 27 - - and Museums restructure to deliver business development and maximise income generating activities, including inflationary increases in museums fees and charges.

GPS02_1920 ICT, Customer Services, Libraries ICT, Customer Services, Libraries Museums / Archives restructure to provide the 2019/20 A 20 - 20 - and Museums and Museums correct level of professional posts and align to operational management.

CS11_1920 ICT, Customer Services, Libraries ICT, Customer Services, Libraries Re-configure Business Support. 2019/20 A 82 - 82 - and Museums and Museums

CS12_1920 ICT, Customer Services, Libraries ICT, Customer Services, Libraries Restructure to align to project needs - major IT 2019/20 G 100 100 - - and Museums and Museums systems replacements are coming to an end by March 2019.

CS33C_1920 Management ICT, Customer Services, Libraries Efficiency review throughout Housing and 2019/20 G 75 75 - - and Museums Customer Services directorate.

CS36C_1920 ICT, Customer Services, Libraries ICT, Customer Services, Libraries Review of level of charges to Housing Revenue 2019/20 G 245 245 - - and Museums and Museums Account in respect of Customer Services.

7,905 4,947 672 2,286

Public Health Grant Savings PS11_1819PHG Housing and Customer Services/ Voids Allocations, Homelessness Review of funding for homelessness services to 2018/19 A 1,000 1,000 - - PSHG & ASB focus on statutory only provision.

1,000 1,000 - - SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 ANNEX A DIRECTORATE: CITY DIRECTOR

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s VS1 Finance Revenues and Benefits Restructure of the Revenues and Benefits team. 2017/18 G 118 118 - - Future administration efficiencies are expected as Universal Credit is rolled out.

CS6 Finance Accountancy Audit & Fraud Development of income generation opportunities 2017/18 G 227 227 - - across a range of Accountancy, Audit and Fraud Services.

CS20C Governance Human Resources Income generation through provision of payroll 2017/18 G 259 259 - - and HR service to external clients.

CS01_1819 Governance Governance Efficiency proposals due to new systems, a paper 2018/19 A 148 131 - 17 light approach and a review of budgets no longer required. CS02_1819 Governance Legal Services Increased fees and charges across the 2018/19 R 68 10 - 58 Governance division Legal Services £58k + Independent Schools Panels £10k.

CS09_1920 City Director Corporate Procurement & Establishing procurement frameworks, and 2019/20 G 15 15 - - Contracts marketing those frameworks to other potential users.

CS10_1920 Finance Audit Services, Insurance & Risk Financial Services restructure - Audit and Fraud. 2019/20 G 40 40 - -

CS13_1920 City Director Communications and Marketing The contract for City News will not be renewed 2019/20 G 127 127 - - when it expires in June 2019, with the last issue produced in the Spring. Review of communications and marketing.

CS30C_1920 City Director Revenues and Benefits Efficiency review across Revenue & Benefits 2019/20 G 8 8 - - Service. CS34C_1920 Governance Human Resources HR Service Development - increasing the 2019/20 R 50 - - 50 external provision of HR & Payroll services.

CS35C_1920 Governance Legal Services Efficiency review and additional income across 2019/20 G 150 150 - - Legal Services.

1,210 1,085 - 125 SAVINGS APPROVED IN 2017/18, 2018/19 AND 2019/20 ANNEX A DIRECTORATE: NON DEPARTMENTAL

2019/20 SAVINGS Delivery To be Saving Status Delivered Ref Division Section Detail of Approved Saving Total Delivered Savings Year (RAG as Saving as Risks rating) Planned Planned £'000s £'000s £'000s £'000s CS04_1920 Non Departmental Contingency for Cultural Activities Review of cultural events budget and generation 2019/20 G 100 100 - - of external funding.

CS31C_1920 Non Departmental External Contributions Apprenticeship Levy to be supported from 2019/20 G 520 520 - - contingency while Hub is developed which will increase training income received by training providers.

CS32C_1920 Civic & Corporate Civic & Corporate Underspend on historic pension costs 2019/20 G 100 100 - -

720 720 - - High Needs Block Action Plan Annex B

Year 1 Year 2 Year 3 Year 4 Year 5 Action 2018-19 2019/20 2020/21 2021/22 2022/23 2023/24 £ £ £ £ £ £ Savings Satellites/ expansions (1,256,929) (4,750,242) (6,827,566) (7,717,149) (7,717,149) New free school - (708,750) (2,835,000) (2,660,000) (2,135,000) Review number of EHC plans & placements (1,381,381) (3,794,264) (5,589,085) (7,126,923) (8,371,995) Review funding (1,384,300) (1,384,300) (1,384,300) (1,384,300) (1,384,300) Recoupment of fees (81,667) (140,000) (140,000) (140,000) (140,000) Budget amendments (632,550) (732,550) (732,550) (732,550) (732,550) Total savings (4,736,827) (11,510,107) (17,508,501) (19,760,922) (20,480,994) Pressures Increase in EHCPs 1,430,490 2,860,981 4,291,471 5,721,961 7,152,451 Adjust special school planned places 100,000 100,000 100,000 100,000 100,000 Increased ISP placements 1,225,000 2,100,000 2,100,000 2,100,000 2,100,000 Other costs 50,000 101,240 153,505 206,815 261,191 Total Pressures 2,805,490 5,162,221 6,644,976 8,128,776 9,613,642 Net impact of action plan (1,931,337) (6,347,886) (10,863,525) (11,632,146) (10,867,351) Total DSG forecast overspend 8,569,567 7,184,771 8,398,289 7,822,290 7,822,290 7,822,290 Net in year impact on High Needs DSG 8,569,567 5,253,434 2,050,403 (3,041,235) (3,809,856) (3,045,061) Proposed transfer of schools block to high needs block (3,500,000) (3,500,000) (3,500,000) (2,000,000) Net in year forecast outturn variance 8,569,567 5,253,434 (1,449,597) (6,541,235) (7,309,856) (5,045,061) DSG Balance - show a deficit as a positive value 14,240,283 19,493,717 18,044,120 11,502,885 4,193,029 (852,032) DEFICIT DEFICIT DEFICIT DEFICIT DEFICIT SURPLUS ANNEX C HRA Revenue Budget 2019/20 - Summary at Month 3

Full Year Actual Forecast Overall Revenue Summary Budget Spend Outturn Variance Comment

£'000s £'000s £'000s £'000s A) HRA Income 1) Dwelling Rents (64,006) (14,560) (64,392) (386) Currently void rates at 3 year low of 1.0%, if this continues until the year end this would equate to £640k additional income compared to budget. The forecast has been reduced to take account of Right To Buy's (RTB's), potential pressures from the implication of universal credit and properties being left dormant to facilitate new build.

2) Non Dwellings Rent (570) (116) (590) (20)

3) Charges for Services and Facilities (1,135) (339) (1,202) (67) Expected additional income from leaseholders again this year following update of process so figure likely to improve. 3a) Contributions Toward Expenditure (202) (8) (202) -

A) HRA Income Total (65,913) (15,023) (66,386) (473) B) HRA Expenditure 4) Repairs and Maintenance 26,224 296 26,224 - Currently expected on budget, spend may need to increase to cover potential increase in HRA and general fund programmes. 5) Supervision and Management 17,281 2,722 16,942 (339) Recharges for insurance and other internal are likely to be lower than expected.

6) Service Charge Expenditure 1,453 29 1,453 -

7) Provision for Bad Debts 300 - 300 -

B) HRA Expenditure Total 45,258 3,047 44,919 (339) C) HRA Interest Payable, Investment Income & Capital Financing 8) Debt Management Expenses 21 - 21 -

9) Principal Debt Repayment - - - -

9b) Depreciation 12,700 - 13,748 1,048 Increased forecast includes day to day capital spend on current stock resulting in a reduction in transfer for the capital programme (see 9i below). 9c) Holding Accounts - (415) - -

9d) Interest Payable 6,465 (21) 6,465 -

9e) Investment Income (123) - (123) -

9f) Balance Sheet Transactions - - - -

C) HRA Interest Payable, Investment Income & Capital Financing Total 19,063 (436) 20,111 1,048 Transfer For Capital Programme 9g) Capital Receipts Holding Account Balance to 0 at Year End - (1,992) - - Right to buy receipts will be transferred to reserves or used for capital/ revenue expenditure by year end. 9i) Transfer For Capital Programme 1,454 - 954 (500) Reduction due to increased transfer from depreciation to major repairs reserve (see 9b above) Transfer For Capital Programme Total 1,454 (1,992) 954 (500)

HRA Deficit / (Surplus) (138) (14,404) (402) (264) Surplus transferred at year end to HRA Balance. CAPITAL INVESTMENT PROGRAMME 2019/20 - 2023/24 ANNEX Di Total Proposed Proposed Proposed Proposed Proposed Proposed Budget Budget Budget Budget Budget Budget Description 2019/20 2020/21 2021/22 2022/23 2023/24 2019-2024 Total Total Total Total Total Total £'000s £'000s £'000s £'000s £'000s £'000s Stoke Town & Development Sites 1,504 - - - - 1,504 Burslem Town Hall / School of Art 20 - - - - 20 Stoke PSiCA 128 - - - - 128 Town Centre Development 1,652 - - - - 1,652 Hanley Park Regeneration HLF 1,145 - - - - 1,145 Stoke Station (TCF) 1,982 - - - - 1,982 Public Realm Works (Glebe Street, Thornton and 1,254 1,968 339 - - 3,561 Spencer Rd) University Station Gateway 4,381 1,968 339 - - 6,688 District Heat Network 8,817 4,378 - - - 13,195 Energy Infrastructure Partnerships 1,000 - - - - 1,000 Green Technologies 9,817 4,378 - - - 14,195 City Centre Public Realm 733 6,383 - - - 7,116 City East Link Road 7,441 17,130 - - - 24,571 Full Fibre Network 4,600 4,600 - - - 9,200 Station Regeneration 3,348 - - - - 3,348 City Centre Access 2,795 630 1,669 - - 5,094 City Centre Infrastructure 18,917 28,743 1,669 - - 49,329 Local Transport Plan (LTP) Integrated Transport Block 1,630 1,665 1,665 1,665 1,665 8,290 LTP Maintenance 2,143 2,036 1,916 1,916 1,916 9,927 Local Sustainable Transport Programme 610 345 - - - 955 Waterloo Road Junction 4,956 15 - - - 4,971 Access Links to Etruria Valley 21,530 10,271 - - - 31,801 City Gateways 12 - - - - 12 Street Lighting PFI LED Technology Retro Fit 211 - - - - 211 Traffic Signal Lighting Stock 19 - - - - 19 Capitalised Highways Works 1,319 1,000 1,100 1,100 1,100 5,619 Highways Red Route Roads 37 - - - - 37 Highways Bus Lanes 427 - - - - 427 Highways Variable Message Signs 479 - - - - 479 Highways Road Resurfacing and Replacement 453 - - - - 453 Highways Infrastructure 33,826 15,332 4,681 4,681 4,681 63,201 Bucknall Park 11 - - - - 11 Park Hall Visitor Centre 310 - - - - 310 Park Hall Dam 140 - - - - 140 Tunstall Park Restoration 692 - - - - 692 Queens Park Longton - Proposed Café Conversion 203 - - - - 203 Canal Corridor Improvements 1,098 - - - - 1,098 Foley Street 47 - - - - 47 Parks & Greenspace 2,501 - - - - 2,501 Vehicle & Plant Replacement 335 650 628 - 650 2,263 Upgrade Cromer Road Depot / Shredder 2,826 - - - - 2,826 Highways & Fleet 3,161 650 628 - 650 5,089 Public Buildings Maintenance / Fire Remedial 748 300 300 300 300 1,948 Ceramic Valley Enterprise Zone 2,399 - - - - 2,399 Potteries Museum and Art Gallery / Spitfire / Library 5,352 - - - - 5,352 Flood Protection 705 750 353 233 - 2,041 Trent SUNRISE 504 262 - - - 766 Strategic Acquisitions 1,527 - - - - 1,527 Kings Hall Renovation 347 - - - - 347 Development Fund 1,804 - - - - 1,804 Enterprise Spaces 117 - - - - 117 Development Site Demolitions 714 - - - - 714 Development of Industrial Units 6,346 - - - - 6,346 Smithfield Hotel 1,491 - - - - 1,491 Intrusion Detection 43 - - - - 43 Community Investment Fund 1,506 - - - - 1,506 Hanley Market Refurbishment and Toilets 1,134 - - - - 1,134 Trentham Community Learning Facility 117 - - - - 117 Norton Heights Balancing Pond/Roads 83 - - - - 83 New Horizons Car Park 62 - - - - 62 Refurbishment - Civic/Stoke Town Hall/Other smaller 7,619 - - - - 7,619 buildings/ Historic Town Halls Property, Planning & Employment Initiatives 32,618 1,312 653 533 300 35,416 Place, Growth and Prosperity Directorate 106,873 52,383 7,970 5,214 5,631 178,071 Schools Catering 203 - - - - 203 Devolved Formula Capital (Schools Controlled grant) 459 259 259 259 259 1,495 Burnwood Primary- Various Improvements 144 - - - - 144 Etruscan Primary - Various Improvements 16 - - - - 16 Hanley St. Lukes - Dining Facilities 96 - - - - 96 CAPITAL INVESTMENT PROGRAMME 2019/20 - 2023/24 ANNEX Di Total Proposed Proposed Proposed Proposed Proposed Proposed Budget Budget Budget Budget Budget Budget Description 2019/20 2020/21 2021/22 2022/23 2023/24 2019-2024 Total Total Total Total Total Total £'000s £'000s £'000s £'000s £'000s £'000s Primary - Various works 114 - - - - 114 Mill Hill Academy - Car Park 64 - - - - 64 Newstead Academy - Expansion 83 - - - - 83 Sandford Hill Primary - Kitchen/Remodelling 1,109 - - - - 1,109 Primary - Car Park/Reception 434 - - - - 434 St. John's Primary - Courtyard 86 - - - - 86 St. Mark's Primary - Kitchen/Disabled Access/Fire 50 - - - - 50 Alarms St. Paul's Primary - Additional Room 114 - - - - 114 Stoke Minster Primary - Security 67 - - - - 67 The Willows - Parapet works/Roof repairs 96 - - - - 96 Waterside Primary - 4 Classrooms/Kithcen 964 - - - - 964 SCP - TBC Healthy Pupils Capital Fund 17 - - - - 17 SCP - TBC (Secondary / Primary Health & Safety 20 - - - - 20 Access) SCP - TBC (Secondary / Primary) 6,730 1,396 1,396 1,675 940 12,137 The Willows Primary School extension 93 3,226 - - - 3,319 SEND Capital Grant 395 279 - - - 674 Burnwood Primary Nursery Classrooms 474 - - - - 474 Adolescent Support 200 - - - - 200 Holden Lane Primary 66 - - - - 66 St Josephs College Sixth Form Extension 23 - - - - 23 Education Service Development 12,117 5,160 1,655 1,934 1,199 22,065 Childrens Centres 13 - - - - 13 Early Years 13 - - - - 13 Kemball - Hazel Trees Phase 1 11 - - - - 11 Hazel Trees Phase 2 1,181 - - - - 1,181 Youth Zone 1,000 2,250 - - - 3,250 Small Group Homes 981 - - - - 981 Childrens Social Care 3,173 2,250 - - - 5,423 Children and Family Directorate 15,303 7,410 1,655 1,934 1,199 27,501 IT Strategy 2,371 278 - - 1,000 3,649 Digital First 246 - - - - 246 Development Infrastructure 708 702 - - - 1,410 Section 106 Planning Obligation Schemes 110 - - - - 110 ICT & Customer Services 3,435 980 - - 1,000 5,415 Vested / Legacy Clearance Properties 156 - - - - 156 Custom & Self Build 533 260 260 307 - 1,360 Private Sector Housing Company 38,989 - - - - 38,989 Market Housing, Site Design and Delivery 1,482 - - - - 1,482 Housing Zones 2,137 1,132 349 - - 3,618 Canal Quarter 249 - - - - 249 City Waterside (Housing Development) 138 - - - - 138 New Build Housing 43,684 1,392 609 307 - 45,992 Disabled Facilities Grant (Housing) 3,377 2,385 2,334 2,314 2,314 12,724 Statutory Clearance (Unfit housing) 465 200 216 150 150 1,181 Homelessness Hub - 2,500 - - - 2,500 Empty Homes 752 100 100 - - 952 Housing (GF) 4,594 5,185 2,650 2,464 2,464 17,357 Housing and Customer Service Directorate 51,713 7,557 3,259 2,771 3,464 68,764 Leisure Centre Improvements 261 - - - - 261 Sport & Leisure 261 - - - - 261 Gladstone Museum 137 - - - - 137 Museums & Culture 137 - - - - 137 Adult Social Care Adaptations 732 499 500 499 500 2,730 Abbots House 397 - - - - 397 Adult Social Care 1,129 499 500 499 500 3,127 Carmountside 375 35 600 600 - 1,610 Cemetery Improvements 120 111 113 - - 344 Bereavement Care 495 146 713 600 - 1,954 Legible Stoke (Wayfinding) 1,074 - - - - 1,074 PHE - Alcohol Capital Grant 399 - - - - 399 Public Health 1,473 - - - - 1,473 Public Health & Adult Social Care Directorate 3,495 645 1,213 1,099 500 6,952 Total General Fund Capital Programme 177,384 67,995 14,097 11,018 10,794 281,288 Public Sector Housing 18,505 19,240 19,240 19,595 19,595 96,175 New Build Projects 19,332 24,624 3,720 2,734 2,734 53,144 Aids & Adaptations HRA 1,300 1,050 1,050 1,050 1,050 5,500 Total HRA Capital Programme 39,137 44,914 24,010 23,379 23,379 154,819 Total Gross Capital Investment Programme 216,521 112,909 38,107 34,397 34,173 436,107 ANNEX Dii CAPITAL INVESTMENT PROGRAMME PROVISIONAL OUTTURN 2019/20

2019/20 2019/20 Description Budget Forecast Variance (Incl C'Fwd) Outturn £'000s £'000s £'000s Stoke Town & Spode Development Sites 1,504 1,504 - Burslem Town Hall / School of Art 20 20 - Stoke PSiCA 128 128 - Town Centre Development 1,652 1,652 - Hanley Park Regeneration HLF 1,145 1,145 - Stoke Station (TCF) 1,982 1,982 - Public Realm Works (Glebe Street, Thornton and Spencer Rd) 1,254 1,254 - University Station Gateway 4,381 4,381 - District Heat Network 8,817 8,817 - Energy Infrastructure Partnerships 1,000 1,000 - Green Technologies 9,817 9,817 - City Centre Public Realm 733 733 - City East Link Road 7,441 7,441 - Full Fibre Network 4,600 4,600 - Station Regeneration 3,348 3,348 - City Centre Access 2,795 2,795 - City Centre Infrastructure 18,917 18,917 - Local Transport Plan (LTP) Integrated Transport Block 1,630 1,630 - LTP Maintenance 2,143 2,143 - Local Sustainable Transport Programme 610 610 - Waterloo Road Junction 4,956 4,956 - Access Links to Etruria Valley 21,530 21,530 - City Gateways 12 12 - Street Lighting PFI LED Technology Retro Fit 211 211 - Traffic Signal Lighting Stock 19 19 - Capitalised Highways Works 1,319 1,319 - Highways Red Route Roads 37 37 - Highways Bus Lanes 427 427 - Highways Variable Message Signs 479 479 - Highways Road Resurfacing and Replacement 453 453 - Highways Infrastructure 33,826 33,826 - Bucknall Park 11 11 - Park Hall Visitor Centre 310 310 - Park Hall Dam 140 140 - Tunstall Park Restoration 692 692 - Queens Park Longton - Proposed Café Conversion 203 203 - Canal Corridor Improvements 1,098 1,098 - Foley Street 47 47 - Parks & Greenspace 2,501 2,501 - Vehicle & Plant Replacement 335 335 - Upgrade Cromer Road Depot / Shredder 2,826 2,826 - Highways & Fleet 3,161 3,161 - Public Buildings Maintenance / Fire Remedial 748 748 - Ceramic Valley Enterprise Zone 2,399 2,399 - Potteries Museum and Art Gallery / Spitfire / Library 5,352 5,352 - Flood Protection 705 705 - Trent SUNRISE 504 504 - Strategic Acquisitions 1,527 1,527 - Kings Hall Renovation 347 347 - Development Fund 1,804 1,804 - Enterprise Spaces 117 117 - Development Site Demolitions 714 714 - Development of Industrial Units 6,346 6,346 - Smithfield Hotel 1,491 1,491 - Intrusion Detection 43 43 - Community Investment Fund 1,506 1,506 - Hanley Market Refurbishment and Toilets 1,134 1,134 - ANNEX Dii CAPITAL INVESTMENT PROGRAMME PROVISIONAL OUTTURN 2019/20

2019/20 2019/20 Description Budget Forecast Variance (Incl C'Fwd) Outturn £'000s £'000s £'000s Trentham Community Learning Facility 117 117 - Norton Heights Balancing Pond/Roads 83 83 - New Horizons Car Park 62 62 - Refurbishment - Civic/Stoke Town Hall/Other smaller buildings/ 7,619 7,619 - Historic Town Halls Property, Planning & Employment Initiatives 32,618 32,618 - Place, growth and Prosperity Directorate 106,873 106,873 - Schools Catering 203 203 - Devolved Formula Capital (Schools Controlled grant) 459 459 - Burnwood Primary- Various Improvements 144 144 - Etruscan Primary - Various Improvements 16 16 - Hanley St. Lukes - Dining Facilities 96 96 - Heron Cross Primary - Various works 114 114 - Mill Hill Academy - Car Park 64 64 - Newstead Academy - Expansion 83 83 - Sandford Hill Primary - Kitchen/Remodelling 1,109 1,109 - Sneyd Green Primary - Car Park/Reception 434 434 - St. John's Primary - Courtyard 86 86 - St. Mark's Primary - Kitchen/Disabled Access/Fire Alarms 50 50 - St. Paul's Primary - Additional Room 114 114 - Stoke Minster Primary - Security 67 67 - The Willows - Parapet works/Roof repairs 96 96 - Waterside Primary - 4 Classrooms/Kithcen 964 964 - SCP - TBC Healthy Pupils Capital Fund 17 17 - SCP - TBC (Secondary / Primary Health & Safety Access) 20 20 - SCP - TBC (Secondary / Primary) 6,730 6,730 - The Willows Primary School extension 93 93 - SEND Capital Grant 395 395 - Burnwood Primary Nursery Classrooms 474 474 - Adolescent Support 200 200 - Holden Lane Primary 66 66 - St Josephs College Sixth Form Extension 23 23 - Education Service Development 12,117 12,117 - Childrens Centres 13 13 - Early Years 13 13 - Kemball - Hazel Trees Phase 1 11 11 - Hazel Trees Phase 2 1,181 1,181 - Youth Zone 1,000 1,000 - Small Group Homes 981 981 - Childrens Social Care 3,173 3,173 - Children and Family Directorate 15,303 15,303 - IT Strategy 2,371 2,371 - Digital First 246 246 - Development Infrastructure 708 708 - Section 106 Planning Obligation Schemes 110 110 - ICT & Customer Services 3,435 3,435 - Vested / Legacy Clearance Properties 156 156 - Custom & Self Build 533 533 - Private Sector Housing Company 38,989 38,989 - Market Housing, Site Design and Delivery 1,482 1,482 - Housing Zones 2,137 2,137 - Canal Quarter 249 249 - City Waterside (Housing Development) 138 138 - New Build Housing 43,684 43,684 - Disabled Facilities Grant (Housing) 3,377 3,377 - Statutory Clearance (Unfit housing) 465 465 - Empty Homes 752 752 - ANNEX Dii CAPITAL INVESTMENT PROGRAMME PROVISIONAL OUTTURN 2019/20

2019/20 2019/20 Description Budget Forecast Variance (Incl C'Fwd) Outturn £'000s £'000s £'000s Housing (GF) 4,594 4,594 - Housing and Customer Service Directorate 51,713 51,713 - Leisure Centre Improvements 261 261 - Sport & Leisure 261 261 - Gladstone Museum 137 137 - Museums & Culture 137 137 - Adult Social Care Adaptations 732 732 - Abbots House 397 397 - Adult Social Care 1,129 1,129 - Carmountside 375 375 - Cemetery Improvements 120 120 - Bereavement Care 495 495 - Legible Stoke (Wayfinding) 1,074 1,074 - PHE - Alcohol Capital Grant 399 399 - Public Health 1,473 1,473 - Public Health & Adult Social Care Directorate 3,495 3,495 - Total General Fund Capital Programme 177,384 177,384 - Public Sector Housing 18,505 18,505 - New Build Projects 19,332 19,332 - Aids & Adaptations HRA 1,300 1,300 - Total HRA Capital Programme 39,137 39,137 - Total Gross Capital Investment Programme 216,521 216,521 -