Contact Officer: Richard Farnhill Tel. 01484 221713 (860 1713)

KIRKLEES COUNCIL

CABINET

Tuesday 7 February 2012

Present: Councillor Mehboob Khan in the Chair Councillors Calvert, Harris, McBride, O’Neill, Pandor, Sheard and Walton

Observer: Cllr D Firth

Minutes – 17 January 2012 The Minutes of the meeting held on 17 January 2012 were agreed as a correct record.

Interests No interests were declared at the meeting.

Admission of the Public All items were considered in public session.

Deputations/Petitions Gordon North presented a deputation asking the Council to retain Redhouse Museum.

Bruce Illingworth presented a deputation seeking the retention of day care facilities at Red Laithes Court and Paddock Day Centre.

Cabinet Members responded to the issues raised in the deputations during the meeting.

Public Question Time No questions were asked at the meeting.

Member Question Time No Member questions were asked at the meeting.

Proposed Amendments to the Council’s Fairer Contributions Policy Cabinet considered a report setting out detailed information on consultation responses received on proposed amendments to the Council’s Fairer Contributions Policy and seeking consideration of proposals for changes to the Contributions Policy, taking account of the consultation and responses received.

The considered report proposed an increase in the percentage of a persons personal budget on which charge could be made from 67% to 100% and removal of the upper limit for contributions, which would mean removing the current cap on contributions set at £205 per week.

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The considered report set out a detailed analysis of the responses received to the questionnaire setting out the options under consideration for changes to the Fairer Contributions Policy, set out information of the potential impact of the proposals on service users and provided information on the quality impact assessment undertaken and of considerations given to the Public Sector Equality Duty under the Equality Act 2010.

Officer recommendations were set out within the report at paragraph 5 which were being put forward against the background of scarce resources and projected increases in both demand and complexity of services required and Cabinet’s attention was drawn to other proposals contained within the wider budget proposals to vary the cost of transport to and from day centres and the introduction of a nominal contribution to a meal at Council day centres.

The Cabinet Portfolio Holder, in response to comments received during the consultation process, proposed that a cap be placed on the upper limit of an individuals contributions, at the maximum weekly charge of a Council funded place in a residential care home.

RESOLVED – (1) That the implementation of the proposed amendments to the Council’s Fairer Contributions Policy be approved as indicated below:-

(i) to increase the percentage of a persons personal budget on which a charge is made from 67% to 100%.

(ii) to implement an upper limit contributions at a cap of the maximum weekly charge of a Council funded place in a residential care home, which is currently £418.03.

(2) That the above changes take effect from 9 April 2012 to coincide with the annual increase in the Department of Work and Pensions benefits.

Transformation of Day Opportunities for People with Physical Disabilities Cabinet considered a report seeking consideration of proposals to transform the way in which the Council met the needs of adults with physical disabilities who currently use directly provided traditional day opportunities. The report set out information on the need to make changes to day opportunities that were available to people with physical disabilities, providing information on both national and local circumstances that affected the Council’s decision to change the provision in the area of this activity.

The report provided details of services currently available at Red Laithes Court, Ravensthorpe and Paddock Village Centre and went onto provide information on proposals for the transformation of Kirklees Council’s

2 physical disability day opportunities based on a personalised plan made up of a combination of a range of options set out at paragraph 2.9.3 to the considered report, depending on the individual service users needs and preferences.

The report went onto set out the financial and legal implications to the Council, together with asset and human resource implications and provided information on the assessment of the proposal in accordance with the Public Sector Equality Duty of the Equality Act 2010.

RESOLVED – That the implementation of proposals for the transformation of Kirklees day opportunities as set out in the considered report, be approved.

Budget Issues 2012/13 and Beyond (a) Capital Investment Plan 2012/13 and Beyond Cabinet were asked to consider making a recommendation to Council on a multi-year plan for capital investment for the period 2012/13 to 2015/16. The report provided information on capital resources that were available to the Council in taking decisions on the allocation of capital over the period set out above and Cabinet agreed to recommend the capital investment plan attached to the considered report, together with a request that Council determine prudential indicators as set out at Appendix 2 to the considered report.

RESOLVED – (1) That the level of capital resources estimated to be available for the plan be noted.

(2) That the capital investment plan as presented to the meeting be recommended to the Council and that Council be advised to determine prudential indicators set out at Appendix 2 to the considered report.

(3) That the report be referred to Council as advice and background information on which other political groups could base their proposals for investment.

(b) Treasury Management Strategy Cabinet received a report seeking consideration of proposals to be considered at the meeting of Council on 22 February 2012 in relation to a Treasury Management Strategy and prudential indicators. The report set out proposals for a borrowing and investment strategy for the Council and set out specific proposals for dealing with Housing Revenue Account Finance Reforms. The report went onto set out a proposed policy for the provision of the repayment of debt and made recommendations on Treasury Management Indicators which were set out at Appendix 3 to the considered report.

3 Appendix F to the report considered by Cabinet set out an updated Treasury Management policy statement and Council were recommended to approve its content at the meeting on 22 February 2012.

RESOLVED – That Council be recommended to approve the following:-

* the borrowing strategy outlined in section 2.4 to the considered report.

* the investment strategy outlined in section 2.3 and Appendix A to the considered report.

* the proposals for dealing with Housing Revenue Account finance reforms as outlined in Appendix C to the considered report.

* the policy for provision of the repayment of debt outlined in Appendix D to the considered report.

* the Treasury Management indicators set out at Appendix E to the considered report.

* the updated Treasury Management policy statement as set out in Appendix F to the considered report.

(c) Revenue Budget 2012/13 and Beyond Cabinet considered a report setting the scene for the recommendation to be made to Council with regard to a revenue budget for 2012/13 and beyond, to be considered at the meeting of Council on 22 February 2012. The considered report reviewed the Council’s revenue budget strategy, which incorporated the Government’s announcement of the Local Government finance for 2012/13, together with the Council’s pay policy statement for 2012/13. The report also provided information on the Council’s financial position in 2011/12 and asked Council to give early consideration to roll over and the forecast of balances likely to be available at 31 March 2012.

Cabinet were also asked to make recommendations on current levels of reserves and balances, together with decisions on the level of budgets required for Treasury Management and central contingencies.

In considering the Officer proposals as set out within the considered report the Cabinet put forward an amendment to the Officer proposals and Portfolio Holders provided information on the different aspects of the amendment as detailed at the meeting.

RESOLVED – (1) That the current forecast of spending in 2011/12 and the resulting changes to the estimated level of general fund balances as at 31 March 2012 be noted.

4 (2) That the strategy for the use of balances, as set out in paragraph 2.8.2 to the considered report be reaffirmed.

(3) That it be acknowledged that for 2012/13 the minimum level of general fund balances, based on the latest corporate risk matrix, should be £5m.

(4) That estimated balances on all other earmarked reserves should be maintained, net of the proposed revision to the workforce restructuring reserve.

(5) That approval be given to prudential indicators as set out within section 3.10 of the considered report.

(6) That the Council’s pay policy statement for 2012/13 be noted and that it be referred to Councillors for information.

(7) That the Director of Resources Positive Assurance Statement as set out within the considered report be noted.

(8) That Council be asked to indicate whether it wishes to make changes to the current approved rollover rules for the 2011/12 financial year.

(9) That Cabinet’s draft revenue budget, as submitted to the meeting be approved and presented to the Council meeting on 22 February 2012, and that this report be referred to Council as advice and background information on which other political groups can base their budget proposals.

5 Legal and Governance Second Floor, Civic Centre 3, Huddersfield HD1 2TG

Tel: 01484 221712

Fax: 01484 221707

[email protected]

www.kirklees.gov.uk

Please ask for: Adrian Johnson

Our Ref: CTE021DD 8 February 2012

To: All Members of the Council Internal Distribution Public and Press

Dear Councillor

BUDGET COUNCIL MEETING - 22 FEBRUARY 2012

I refer to the above meeting to be held at Huddersfield Town Hall commencing at 5.00 p.m. to consider and determine the Revenue and Capital Budgets for 2012/13 and related issues.

In connection therewith, I enclose, for your information, the following documents.

(a) Report of the Director of Resources headed "Draft Capital Investment Plan 2012/13 - 2015/16".

(b) Document "Draft Capital Investment Plan - 4 Year Plan 2012/13 - 2015/16".

(c) Report of the Director of Resources headed "Treasury Management Strategy 2012/13".

(d) Report of the Director of Resources headed "Draft Revenue Budget for 2012/2013 and beyond".

(e) The Draft and Revenue Budgets and Summary Service Plans for 2012-13/2013- 14/2014-2015.

(f) The text of the Motion proposed by Cabinet following its meeting on 7 February 2012, under Council Procedure Rule 19(1) to be put before Council with regard to the Council Tax (please note that provisional figures were included in respect of the major precepting authorities and Parish Councils, and that it might be necessary to issue a revised Motion when actual figures are known).

Our Ref: CTE021DD

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The detailed equality impact assessment documents are available via the Council Website, and hard copies will be available for inspection in the Council Chamber on the day of the meeting.

With regard to the Motion I would remind Members that under Council Procedure Rule 19(3) any amendment will only be permitted if the text of the Amendment and the affect which it will have on the draft Revenue Budget has been given in writing to the Chief Executive by 5.00 p.m. on Wednesday 15 February 2012. Amendments to the Budget Motion cannot be accepted unless the Chief Executive is satisfied, on the advice of the Director of Resources, that the proposed amendment is financially sound and sustainable.

Amendments to the Motion are considered by Council in the order which they are received by the Chief Executive.

Please note that an additional document will be included on the Council Summons to be despatched early next week, namely the Draft Corporate Plan (the final version of which will be approved by the March Council) to assist Members in their deliberations on the budget motion, and can be viewed beforehand on the Web for the Cabinet meeting on 14 February 2012, where it will also be considered.

Finally, the Mayor, following consultation with the Chief Executive, has authorised an additional item under the provisions of Council Procedure Rule 3 to approve the format of the Extra Ordinary Council meeting on 6 March 2012 to consider the recommendations of the Working Group in relation to the Local Development Framework Core Strategy.

Yours faithfully

Adrian Johnson Governance Officer

DRAFT (a)

Name of meeting and date: Cabinet 07th February 2012

Council 22nd February 2012

Title of report: Draft Capital Investment Plan 2012/13 - 2015/16

Is it likely to result in spending or Yes saving £250k or more, or to have a significant effect on two or more electoral wards?

Is it in the Council’s Forward Plan? Yes

Is it eligible for “call in” by Scrutiny? Yes

Date signed off by Director and name

Is it signed off by Director of 30/01/2012 Resources?

Is it signed off by the Acting Assistant 30/01/2012 Director – Legal & Governance?

Cabinet member portfolio Corporate

Electoral wards affected: All

Ward Councillors consulted: All

Public or private: Public

1. Purpose of report

1.1 The Cabinet is required under Financial Procedure Rules to recommend to the Council a multi-year Plan for Capital Investment. This report will advise of the level of capital resources likely to be available over a four year period (N.B. the period of the Plan has been reduced from 5 to 4 years) and consider the revenue consequences of financing different levels of investment. The Cabinet will make known its proposals before the meeting, alongside the proposed Revenue Budget. 1

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1.2 During 2010 a strategic review of the Capital Investment Plan was carried out by a panel of Assistant Directors. The aim being to assess priorities and provide options to stabilise prudential borrowing costs by reducing the Capital Plan by £80m. Members approved removal of £49m investment from the Capital Plan at Council on 23rd February 2011. In addition, Council on 22 June 2011 made additional changes by excluding £15.1m of 10/11 rollover from the updated Capital Plan.

1.3 The Assistant Director Strategic Investment Group is currently undertaking a programme of Strategic Area Reviews which look across services and themes. Early signs are that they will prove highly beneficial in determining Council priorities and identifying those needs which will be key in „unlocking‟ wider strategic delivery.

1.4 A report entitled 'Capital Plan 2012/13 Pressures and Priorities' was presented to Budget Implementation Group on 14 October 2011 and the report was also shared at Budget Star Chamber on 9th December 2011. It is planned to continue the Capital Plan review so it coincides with Capital Outturn & Rollover report to Council in June 2012.

1.5 Quarter 3 monitoring of the 11/12 Capital Plan projects a year-end under-spend of £48.541m. The variance represents 31.21% of the total budget. The assumed slippage has been incorporated within the prudential indicator and borrowing levels reported within this report.

1.6 Within the Capital Plan, investment profiles relating to two major projects have been re-phased. The Huddersfield Sports Centre profile has been moved back 12 months and the deliverability of the new North Kirklees Sixth Form College project is now recognised in Years 3 and 4 of the Plan.

1.7 On 14th December, the Department for Education (DfE) announced the 2012/13 capital allocations for schools. The allocations for Kirklees were £4.7m below the levels received in 2011/12. The reduction in the Capital Maintenance grant is due to the loss of a number of schools to academy status and a national change to how schools in Public Private Partnership contracts are treated from a capital maintenance perspective. The reduction in the New Pupils Places is due to a national change in the methodology used to calculate each Local Authority‟s allocation from this funding stream.

2. Key points

2.1 Background

The government introduced the Prudential Code for the management of local authority borrowing on 1st April 2004. Under these arrangements the Council is free to determine its own borrowing levels providing it can demonstrate that the level of borrowing proposed is 2

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affordable, prudent and sustainable. A set of performance indicators is used to help the Council make the necessary judgements on affordability, prudence and sustainability.

The government has retained reserve powers to intervene if it thinks the amount of borrowing at individual authority level or at aggregate local government level is excessive. Whilst continuing with the prudential regime, the Coalition Government did increase the effective cost of council borrowing through increasing the interest rate charged by the main local authority lender the Public Works Loans Board (October 2010).

3. Implications for the Council

3.1 Capital Resources

3.1.1 Government Grants

Estimated grant funding provided by central government for 2012/13 is £25.216m a decrease of £17.006m on the equivalent figure for 2011/12. An analysis of the estimated support is attached at Appendix 1.

A major contribution to this reduced grant figure (-£15.253m) relates to the Housing Revenue Account. Under the HRA self financing reform, due to be implemented on 1st April 2012, the authority will no longer receive Major Repairs Allowance grant as part of the housing subsidy system. From this point resources will be generated internally via the housing revenue account.

3.1.2 Capital Receipts

The Council is currently able to use 25% of its capital receipts from the sale of council houses to fund new investment and generally speaking 100% of the proceeds of other asset sales.

Table 1. Forecast Capital Receipts 2012/13 to 2015/16

Housing Revenue General Fund Account (Net) £m £m 2012/13 0.525 9.764 2013/14 0.483 4.068 2014/15 0.439 16.280 2015/16 0.409 13.803

The Government‟s Housing Strategy, published on 21st November 2011, announced the intention to increase the caps on Right to Buy (RTB) discounts to encourage more tenants to take up RTB. It also set 3

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out the Government's commitment to ensure receipts on every additional home sold under RTB are used to fund replacement affordable housing, on a one for one basis. A 6 week consultation on the RTB proposals started on 22nd December 2011. This iteration of the Capital Investment Plan does not apply any funding from RTB sales. This position will be reviewed once clarity on future restrictions on RTB receipts is provided.

In respect of the Housing Revenue Account the projections reflect a continued decline in Council house sales over the 4 year period. The General Fund projections reflect major one off capital receipts anticipated during the period of the Plan. But there is also an assumption that a general programme of asset sales will continue at around £4 million per annum.

3.1.3 Direct Revenue Funding

No direct revenue funding of General Fund capital expenditure is proposed. It is planned that revenue contributions of £24.875m will be made by the Housing Revenue Account to support capital investment in the public sector housing stock over the 4 year period.

3.1.4 Other Grants and Contributions

Many capital investment projects will attract grant funding or contributions from third parties. However, the level of funding available will largely depend on the detail of the scheme, which is not necessarily finalised as the Capital Plan is being determined. Where grants are known or predictable and not related to specific projects they have been included in the resource projections. Where there is a greater degree of uncertainty or the grants are project specific they are shown in the Capital Plan as reducing the gross cost of projects.

3.2 Additional Borrowing under Prudential Guidelines

3.2.1 Under the current arrangements local authorities can borrow without restriction to fund capital investment providing that they can demonstrate that the borrowing is affordable, prudent and sustainable. To be able to demonstrate that they have given proper consideration to these issues there is a Code of Practice which has statutory backing in the Regulations issued under the Local Government Act 2003. The Code sets out various performance indicators and requires the Council to set and monitor these (Appendix 2).

3.2.2 On General Fund activities, the proportion of the overall budget taken up with interest and debt repayment steadily increases to 15.71% by 2014/15. The trend on General Fund borrowing costs is an increasing one (13.47% in 2010/11), although the preciseness of the measure over the years is somewhat skewed by changes in the grant regime and the classification of grants being non-specific. The trend should,

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however, level off after 2014/15 as the General Fund‟s CFR (the underlying need to borrow to fund capital investment) marginally falls and also interest rates are forecast to have reached their peak.

3.2.3 Provision has been made in the Revenue Budget and Medium Term Financial Plan to cover the costs of borrowing. Close scrutiny will need to be continued to be made to ensure that borrowing continues to be affordable, prudent and sustainable. In particular, the Council will wish to ensure that any invest to save projects funded through borrowing do not become a burden on future taxpayers and that loans advanced to partners are repaid.

3.3 Proposed Allocation of Resources

3.3.1 The long standing practice of the Council has been to allocate to the four major capital intensive services (Public Sector Housing, Private Sector Housing, Children‟s Services and Highways) the level of funding allocated by central government. The government has in recent years relaxed controls on allocation of resources and therefore this reflects a local choice rather than a national requirement. Capital receipts realised from the disposal of Housing Revenue Account land and property have also been ringfenced to the Housing Capital Investment Plan. It is proposed that this approach is continued and that the minimum allocations to these service areas should be as follows:-

Table 2. Proposed External Resource Allocation to Major Spending Areas

2012/13 2013/14 2014/15 2015/16 £m £m £m £m Housing Private 1.248 1.248 1.248 1.248

Children‟s Services 15.354 12.074 12.074 12.074 Highways 8.764 7.879 6.333 6.333

3.3.2 These allocations are recommended before the consideration of any additional borrowing under the Prudential Code.

4. Consultees and their opinions

This report has been prepared by the Director of Resources.

5. Next steps

Once Council has approved its final capital plan schemes will be released subject to Financial Procedure Rules.

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6. Officer recommendations and reasons

It is recommended that:-

(i) the level of capital resources estimated to be available for the period of the Plan noted;

(ii) the Capital Investment Plan as presented to the meeting be recommended to Council;

(iii) the Council should be advised to determine the Prudential Indicators in Appendix 2;

(iv) this Report is referred to the Council as advice and background information on which the other political groups can base their proposals for capital investment.

7. Cabinet portfolio holder recommendation

The report and recommendations be submitted to Council.

8. Contact officer and relevant papers

David Smith 01484 221024 (860 1124) Director of Resources

Philip Deighton 01484 225520 (860 5520) Strategic Council Finance Manager

Tim Mitchell 01484 221171 (860 1171) Accountancy Services Manager

Sam Henderson 01484 221148 (860 1148) Senior Finance Officer

9. Assistant Director Responsible

Philip Deighton 01484 225520 (860 5520) Strategic Council Finance Manager

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APPENDIX 1

SUMMARY OF CENTRAL GOVERNMENT SUPPORT FOR CAPITAL INVESTMENT IN 2011/12 AND 2012/13

2011/12 2012/13 £000s £000s Capital Grants

Public Sector Housing: Major Repairs Allowance 15,253 *

Private Sector Housing:

Disabled Facilities Grant 1,036 1,098

Children‟s Services: Devolved to schools 1,401 1,234 Capital Maintenance 8,142 6,039 New Pupil Places 7,401 4,801 16,944 12,074

Others Children‟s Services 1,201 3,280

Highways - LTP 7,788 8,764

TOTAL GRANTS 42,222 25,216

* Under the HRA self financing reform, due to be implemented on 1st April 2012, the authority will no longer receive Major Repairs Allowance grant as part of the housing subsidy system. From this point resources will be generated internally via the housing revenue account.

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APPENDIX 2

PRUDENTIAL INDICATORS

1. Prudential indicators for affordability (mandatory indicators highlighted)

Estimates of ratio of financing costs to net revenue stream This prudential indicator measures the impact of borrowing costs on the General Fund and the HRA. It expresses financing costs as a percentage of the “net revenue stream” (taxation and non-specific grant income for General Fund and gross income for HRA).

Actual Estimates 2010/11 2011/12 2012/13 2013/14 2014/15 General Fund 13.47% 13.31% 13.76% 14.63% 15.71% General Fund (incl. of 7.73% 7.31% 7.66% 8.16% 8.72% DSG) HRA 33.42% 34.57% 39.63% 36.59% 35.21%

The trend on General Fund borrowing costs is an increasing one, although the preciseness of the measure over the years is somewhat skewed by changes in the grant regime and the classification of grants being non-specific. The trend should, however, level off after 2014/15 as the General Fund‟s CFR (see below) marginally falls and also interest rates are forecast to have reached their peak.

The large increase in the financing costs for HRA in 2012/13 is due to an increase in depreciation under self-financing reforms, partly offset in later years by rising income levels.

Estimates of the incremental impact of capital investment decisions on the Council tax This prudential indicator compares the borrowing costs expected to be incurred under the existing Capital Plan with those of the new Capital Plan, expressed in terms of the impact on the level of Council Tax. The figures identify only the additional borrowing costs – any changes in running costs and income will be factored into service budgets.

2011/12 2012/13 2013/14 2014/15 £ £ £ £ Gross decrease in borrowing -105,000 -734,000 -661,000 -401,000 costs Decrease in Council Tax at -0.82 -5.72 -5.13 -3.10 Band D

Borrowing costs are lower reflecting the slipping of capital expenditure into later years.

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Estimates of the incremental impact of capital investment decisions on housing rents This prudential indicator sets out the marginal cost of decisions to invest in housing assets and fund them from borrowing, expressed in terms of the impact on average weekly housing rents. There are no plans to use borrowing in the proposed capital plan.

Capital Expenditure and External Debt The table below draws together the main elements of Capital Plan expenditure, highlighting the supported and unsupported elements of borrowing and other financing arrangements. It contains the following prudential indicators: 1) Capital expenditure – sets out the latest actual spend and the estimated spend in the plan period, split between General Fund and HRA. 2) Capital Financing Requirement (CFR) – this is the Council‟s underlying need to borrow to fund capital investment. The indicators required show the latest actual CFR, as well as those based on estimates of new/ repayments of borrowing during the plan period, split between General Fund and HRA. 3) External debt – sets out the latest actual debt for the Council. The difference between external borrowing and the CFR in each year reflects the amount of internal balances that are being “borrowed” to finance capital indebtedness (see Treasury Management Strategy Report).

Actual Estimates 2010/11 2011/12 2012/13 2013/14 2014/15 £000s £000s £000s £000s £000s Capital Expenditure General Fund 95,528 83,074 95,866 80,918 63,775 HRA* 31,293 31,649 58,003 51,052 15,133 Total 126,821 114,723 153,869 131,970 78,908

Financed by - Supported Borrowing 11,238 0 0 0 0 Unsupported Borrowing: Corporate 32,931 26,300 34,788 30,158 22,766 Service Funded 3,228 14,000 8,937 7,747 5,849 PFI Liabilities 1,389 7,743 34,063 28,109 502 Other Resources 78,035 66,680 76,081 65,956 49,791 Total 126,821 114,723 153,869 131,970 78,908

CFR as at 31 March General Fund CFR 530,267 542,154 558,473 567,562 565,795 HRA CFR 242,419 221,755 249,133 270,557 263,850 Total 772,686 763,909 807,606 838,119 829,645

External debt as at 31 March Borrowing 560,361 560,106 598,795 622,483 622,169 Other LT Liabilities 76,581 81,761 112,951 138,437 135,691 Total 636,942 641,847 711,746 760,920 757,860

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*includes the capital expenditure incurred by the PFI contractor. Assets to be treated as “on balance sheet”.

A further two Prudential Indicators control overall level of borrowing. These are the Authorised Limit and the Operational Boundary. The Authorised Limit represents the limit beyond which borrowing is prohibited. It reflects the level of borrowing which, while not desired, could be afforded in the short-term, but is not sustainable. It is the expected maximum borrowing need with some headroom for unexpected movements. This is the statutory limit determined under section 3(1) of the Local Government Act 2003. The Operational Boundary is based on the probable external debt during the course of the year. It is not a limit and actual borrowing could vary around this boundary for short times during this year.

2011/12 2012/13 2013/14 2014/15 £m £m £m £m Authorised limit for external debt Borrowing 615.0 662.0 685.0 678.0 Other Long Term Liabilities 85.0 118.0 145.0 142.0 Total 700.0 780.0 830.0 820.0

Operational boundary for external debt Borrowing 560.1 598.8 622.5 622.2 Other Long Term Liabilities 81.8 113.0 138.4 135.7 Total 641.9 711.8 760.9 757.9

A new indicator for 2012/13 onwards requires the reporting of the limit on HRA indebtedness set by Department for Communities and Local Government (DCLG) under HRA self-financing reform. This has not been finalised as yet, but the latest consultation forecasts a figure of £249.7 million. It is the HRA CFR which will be compared to this limit. It can be seen from the projected CFR figures above that the HRA would actually breach the limit in 2013/14. This is because the CFR calculations contain the expenditure being incurred on the new PFI scheme but the DCLG has not yet decided on how the debt limit, to be set at the implementation of self-financing, might be subsequently adjusted to accommodate PFI expenditure.

2. Prudential indicators for prudence

Net Borrowing and the Capital Financing Requirement (CFR)

In order to ensure that over the medium term, net borrowing will only be for a capital purpose, the authority should ensure that net external borrowing does not, except in the short term, exceed the total CFR. The Council comfortably complied with this requirement in 2010/11 and no difficulties are envisaged for current or future years.

3. Prudential indicator for treasury management

Treasury Management

The prudential indicator in respect of treasury management is that the local authority has adopted the CIPFA Treasury Management in the Public 10

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Services: Code of Practice and Cross-Sectoral Guidance Notes. The aim is to ensure that treasury management is led by a clear integrated forward treasury management strategy, and a recognition of the pre-existing structure of the authority‟s borrowing and investment portfolios. The Council adopted the Code in February 2002.

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Draft Capital (b) Investment Plan

4 Year Plan 2012/13 - 2015/16 CAPITAL INVESTMENT PLAN - 2012/13 to 2015/16

OVERALL EXPENDITURE SUMMARY

2 Service Area 2012/13 2013/14 2014/15 2015/16 0 1 £000's £000's £000's £000's £000's

Children & Young People 31,762 12,270 24,724 30,374

Wellbeing and Communities 5,862 15,786 10,101 917

Place 54,625 46,287 35,260 35,656

Resources 5,154 4,705 3,800 5,562

CONTINGENCY -General 1,500 1,500 1,500 1,500

-Corporate Policy Initiatives 4,250 500 0 0

SUB TOTAL 103,153 81,048 75,385 74,009 HOUSING (PUBLIC SECTOR) - PFI Partners Capital Expenditure 34,063 28,109 503 237

TOTAL 137,216 109,157 75,888 74,246

1 CAPITAL INVESTMENT PLAN - 2012/13 to 2015/16

FUNDING SUMMARY

This summarises funding requirement for authorised programmes

2 Service Area 2012/13 2013/14 2014/15 2015/16 0 £000's £000's £000's £000's £000's

Total Planning Allocations 103,153 81,048 75,385 74,009 PFI Partner Capital Expenditure 34,063 28,109 503 237 TOTAL FUNDING REQUIREMENT 137,216 109,157 75,888 74,246

Funded by…

Direct/Earmarked Contributions to Schemes

Capital Grants / Contributions - In year 44,506 38,037 35,740 36,012 - Funding brought forward from previous year 20,835 9,406 8,122 12,175 - Funding carried down to following year -9,406 -8,122 -12,175 -15,348

Revenue Contributions (HRA ) 11,867 6,381 3,781 2,846

Earmarked Capital Receipts 5,834 252 12,520 9,922

Service Funded Prudential Borrowing 2,633 3,699 4,184 6,853

Pooled resources

Non Earmarked Capital Receipts 4,000 4,000 4,000 4,000

Other Borrowing

- Corporate Prudential Borrowing 22,884 27,395 19,213 17,549

Long Term Liabilities - PFI* 34,063 28,109 503 237

137,216 TOTAL 137,216 109,157 75,888 74,246 * This represents the liability for partner capital investment in the Excellent Homes for Life PFI project

2 CAPITAL INVESTMENT PLAN - 2011/12 to 2015/16

FUNDING SUMMARY - Including Assumed Slippage For revenue budget planning and associated Prudential Indicators it is appropriate to make overall assumptions about slippage. This table shows the corporate assumptions made for that purpose and assumes a level profile of spend over the five years. This is considered a realistic assumption based on historical information on slippage on major capital programmes of this level. 2 0 Service Area 1 2012/13 2013/14 2014/15 2015/16 0 / £000's £000's £000's £000's Assumed Slippage b/f 48,541 31,888 9,075 6,054 Maximum Authorised Expenditure on Programmes 137,216 109,157 75,888 74,246

Assumed Slippage c/f -31,888 -9,075 -6,054 0

TOTAL FUNDING REQUIREMENT 153,869 131,970 78,908 80,300

Funded by… Service Funded Prudential Borrowing 8,937 7,747 4,849 6,972 Other Borrowing

- Corporate Prudential Borrowing 34,788 30,158 23,766 22,248

TOTAL BORROWING 43,724 37,905 28,615 29,220

Long term Liabilities PFI 34,063 28,109 503 237

Other Available Capital Resources 76,081 65,956 49,791 50,844 TOTAL FUNDING 153,869 131,970 78,908 80,300

3 CAPITAL INVESTMENT PLAN - 2012/13 to 2015/16

PRUDENTIAL INDICATORS

Actual Estimates 2010/11 2011/12 2012/13 2013/14 2014/15 Capital Expenditure £000s £000s £000s £000s £000s

General Fund 95,528 83,074 95,866 80,918 63,775 Housing Revenue Account (including PFI) 31,293 31,649 58,003 51,052 15,133 Total 126,821 114,723 153,869 131,970 78,908

Capital Financing Requirement & External Debt £000s £000s £000s £000s £000s This PI sets out the Council's underlying need to borrow to fund capital investment. In accordance with best professional practice, the Council does not associate borrowing with particular items or types of expenditure. The Council has an integrated treasury management strategy and has adopted the CIPFA Code of Practice for Treasury Management in the Public Services. The Council has, at any point in time, a number of cash flows both positive and negative, and manages its treasury position in terms of its borrowings and investments in accordance with its approved treasury management strategy and practices. In day to day cash management, no distinction can be made between revenue cash and capital cash. External borrowing arises as a consequence of all the financial transactions of the Council and not simply those arising from Capital spending. In contrast, the Capital financing requirement reflects the Council's underlying need to borrow for a capital purpose. Capital Financing Requirement - General Fund 530,267 542,154 558,473 567,562 565,795 Housing Revenue Account 242,419 221,755 249,133 270,557 263,850 Total 772,686 763,909 807,606 838,119 829,645 External Debt - Borrowing 560,361 560,086 598,795 622,483 622,169 Other Long Term Liabilities 76,581 81,761 112,951 138,437 135,691 Total 636,942 641,847 711,746 760,920 757,860

Ratio of Financing Costs to Net Revenue Stream This PI measures the impact of borrowing costs on the General Fund and the Housing Revenue Account. It expresses financing costs as a percentage of the 'net revenue stream' (taxation and non-specific grant income for General Fund and gross income for HRA). General Fund 13.47% 13.31% 13.76% 14.63% 15.71% General Fund (Inclusive of DSG) 7.73% 7.31% 7.66% 8.16% 8.72% Housing Revenue Account 33.42% 34.57% 39.63% 36.59% 35.21%

Incremental Impact on the level of Council Tax £s £s £s £s This PI sets out the marginal cost of decisions to invest in assets and fund them from borrowing, expressed in terms of the impact on the level of Council Tax. It compares the cost of funding the existing capital programme with that of the proposed programme. The figures identify only the additional borrowing costs, because any changes in running costs and income will be factored into revenue budgets. Gross decrease in borrowing costs -105,000 -734,000 -661,000 -401,000 Decrease in Council Tax at Band D -0.82 -5.72 -5.13 -3.10

4 SERVICE AREA: DIRECTORATE FOR CHILDREN & YOUNG PEOPLE

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY/SERVICE: DIRECTORATE FOR CHILDREN & YOUNG PEOPLE

Expected end Expected Programme and date 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date total cost of 4 yr total Lead Officer (practical Budget Budget Budget Budget the project completion)

COMPLETED SCHEMES David Martin Outstanding payments and retentions relating to capital Various Schools X Continuous Continuous 476 476 0 0 0 476 schemes completed in previous years

Capital Maintenance for Schools and Children's Centres David Martin / Andrew Jessop

2012/13 Capital Plan preparation costs - Advance surveys / feasibility studies / asbestos surveys / All schools X Continuous Continuous 1,200 300 300 300 300 1,200 condition surveys / Staffing costs in relation to the delivery of DCYP projects.

Programme to address high priority condition issues at All schools X Apr-12 Mar-16 15,477 267 4,989 4,989 4,989 15,234 schools to be determined. (a) Replace boiler plant, associated equipment and Batley Business and Enterprise College controls and (b) Replace windows to elevations C Jul-12 Oct-12 393 372 0 0 0 372 S02,05,08,29. Battyeford CE VC J and I School Kitchen refurbishment V Jul-12 Sep-12 130 130 0 0 0 130 Beech J I & EY Reroofing pitched roof 01 N Jul-12 Sep-12 100 80 80 Birkenshaw CE (C) F and N Reroof Southcroft Building E Jul-12 Sep-12 114 57 0 0 0 57 Replace roofs 01,02,03,04 and 05 including replacement Brockholes CE (VC) J and I School Q Jul-12 Sep-12 194 194 0 0 0 194 fascias/bargeboards Bywell CE C Junior School Demolish cold water storage tanks K Jul-12 Sep-12 20 20 0 0 0 20 Chickenley Community J I and N School Re-roofing programme - Phase 3 - roofs 1, 2, 3, 6 & 8 K Jul-12 Sep-12 115 115 0 0 0 115 (a) Remedial works to ceilings and (b) replace cast iron Dalton School I Jul-12 Sep-12 332 332 0 0 0 332 radiators and one pipe system. Re-roofing programme - phase 3 - replace roofs 09a, Earlsheaton Infant School K Jul-12 Sep-12 69 69 0 0 0 69 05a, 05b and 06. Replacement of the heating system including fan convectors, radiators, LST Radiators, heating East Bierley CE (VC) First School E Jul-12 Sep-12 79 79 0 0 0 79 distribution pipework and the provision of new automatic controls. Fixby J and I School Replace windows to elevations 10,13&14 B Jul-12 Sep-12 15 8 0 0 0 8 Replace existing cast iron radiators with new low surface Flockton CE (C) First School temperature radiators and replace the heating S Jul-12 Sep-12 74 74 0 0 0 74 distribution system. (a) Replace windows to all elevations in nursery building Golcar J I and N School N Jul-12 Sep-12 138 131 0 0 0 131 and (b) re-roof roof 1 of the main school. Provide new boiler plant, associated pipework and Hanging Heaton CE(CV) J and I School K Apr-12 Jun-12 63 63 0 0 0 63 controls plus provide new water heating system. Headfield CE (VC) Junior Potential costs associated with the Victorian Annexe. L Apr-12 Mar-13 100 100 0 0 0 100 Replace all heating plant and controls within the boiler room with new; all fan convectors with new low surface High Bank J I and N School U Jul-12 Oct-12 166 166 0 0 0 166 temperature radiators and replace the heating distribution system with new.

5 SERVICE AREA: DIRECTORATE FOR CHILDREN & YOUNG PEOPLE

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY/SERVICE: DIRECTORATE FOR CHILDREN & YOUNG PEOPLE

Expected end Expected Programme and date 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date total cost of 4 yr total Lead Officer (practical Budget Budget Budget Budget the project completion) Electrical rewire including ceiling remedial works / new Hightown School F Jul-12 Sep-12 168 168 0 0 0 168 suspended ceilings and replacement of the fire alarm. Hyrstmount Junior school Whole school rewire Phase 2 C Jul-12 Sep-12 134 134 0 0 0 134 King James's School Re-roof roof 15 A Jul-12 Sep-12 25 25 0 0 0 25 (a) Re-roofing programme - Phase 1 - Re-roof roofs 01, Kirkburton Middle School 12, 12a and 13 including roof lights / UPVC windows S Jul-12 Sep-12 285 285 0 0 0 285 and (b) replacement fan convectors and radiators. Replace the main boiler plant and equipment; replace heating distribution system and install new low surface Knowles Hill I&N School temperature radiators; replace kitchen boiler with new M Jul-12 Oct-12 185 185 0 0 0 185 DHW system; replace boiler and heating distribution system in the nursery. Whole school electrical rewire and replacement of Lepton CE (VC) J I and N School A Jul-12 Sep-12 225 225 0 0 0 225 calorifiers Manorfield I and N School Whole school electrical re-wire D Jul-12 Sep-12 162 162 0 0 0 162 Re-roofing programme - Phase 1 - Re-roof 10 and repair Marsden Junior School G Jul-12 Sep-12 53 53 0 0 0 53 lath and plaster ceilings. Extensive re-roofing programme including roofs 01, 02, 03, 03pg, 04, 05pg, 06pg, 09pg, repairs to roof 12, 15, Mount Pleasant J I and N School Jul-12 Nov-12 363 363 0 0 0 363 16, 17, 19, 20, 21, 22, 23, 24, 25, 26, 27 and 28 including gutters. Netherton I and N School Installation of new Fire alarm H Apr-12 May-12 19 19 0 0 0 19 Replace windows to elevations E04,05,07,14,16,25 and Newsome High and Sports College W Jul-12 Sep-12 23 12 0 0 0 12 33. Replace existing boilers, pipework, equipment and controls; replace existing fan convectors, radiators and Newsome Junior School W Jul-12 Oct-12 233 233 0 0 0 233 heating distribution pipework with new; replace hot and cold water system; replace gas distribution system. Nields J&I School Rewire Kitchen G Jul-12 Sep-12 22 22 0 0 0 22 Overthorpe CE C JI&N School Whole school rewire Phase 2 Jul-12 Sep-12 114 99 0 0 0 99 (a) Replace boiler plant and (b) Re-roofing programme - Purlwell I and N School phase 2 - Re-roof areas 7e, 7f and 7g. C Jul-12 Sep-12 324 324 0 0 0 324

(a) Replace entire heating distribution system including Ravensthorpe CE (VC) Junior School zone control and (b) re-roof pitched roofs 02, 04, 05, 07 M Jul-12 Dec-12 681 681 0 0 0 681 and 09. (a) Replace oil fired boiler and oil store with new gas fired boilers including a new gas main and the Scissett Middle School replacement of the water services pipework and (b) re- J Jul-12 Oct-12 365 365 0 0 0 365 roofing programme - phase 1 - replace roofs 01,16,17,21 and 22. Replace nursery emitters and associated pipework with Shaw Cross I and N School K Jul-12 Sep-12 34 34 0 0 0 34 low surface temperature radiators . Replace fan convectors with low surface temperature Slaithwaite CE (VC) J and I School G Apr-12 May-12 38 38 0 0 0 38 radiators Complete roofing works and curtain walling carried Spen Valley Sports College U Jul-12 Sep-12 180 180 0 0 0 180 forward from Phase 1 St Thomas' CE (VC) Primary School Re-roof roofs 24 & 25 S Jul-12 Sep-12 75 75 0 0 0 75

6 SERVICE AREA: DIRECTORATE FOR CHILDREN & YOUNG PEOPLE

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY/SERVICE: DIRECTORATE FOR CHILDREN & YOUNG PEOPLE

Expected end Expected Programme and date 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date total cost of 4 yr total Lead Officer (practical Budget Budget Budget Budget the project completion) Thornhill J and I School Reroof 01a &01b L Jul-12 Sep-12 65 65 0 0 0 65 Capital maintenance investment programme at Various Children's Centres X Apr-12 Mar-16 1,200 300 300 300 300 1,200 Children's Centres to be determined Fund to support the removal of asbestos from schools Various Schools X Apr-12 Mar-13 250 250 0 0 0 250 when identified during 2012/13 capital projects

Existing commitments from 2011/12 Capital Plan projects at Berry Brow I & N (10K); Chickenley Various Schools Community J I & N (5K); Golcar J I & N (5K); Lindley X Complete Complete 147 147 0 0 0 147 CE(A) Infants (60K); Longley Special School (31K); Netherton I & N (10K) and Spen Valley (26K);

Various Schools Advance design of projects for the 2013/14 programme X Apr-12 Mar-13 142 142 0 0 0 142 Risk pot for emergency additions to the Capital Plan / Various Schools X Apr-12 Mar-13 400 400 0 0 0 400 Balance for high tenders Various schools to be determined Kitchen Refurbishment Programme X Apr-12 Mar-16 600 0 200 200 200 600 Physical adaptations of school buildings and grounds to Various schools to be determined improve access for pupils with disabilities to mainstream X Apr-12 Mar-16 1,000 250 250 250 250 1,000 schools Wellhouse J&I School Remedial works to ceilings 07,09,10 & 11 G Jul-12 Sep-12 40 40 0 0 0 40 (a) Upgrade of the electrical power supply and (b) Whitcliffe Mount - Specialist Business & Enterprise replace roof N including asbestos removal and window F Jul-12 Sep-12 206 206 0 0 0 206 renewal CAPITAL MAINTENANCE : PROGRAMME TOTAL (GROSS) 26,537 8,039 6,039 6,039 6,039 26,156 Less: Over programming (in year) 0 0 0 0 0 0 CAPITAL MAINTENANCE : PROGRAMME TOTAL (NET) 26,537 8,039 6,039 6,039 6,039 26,156

New Pupil Places (BASIC NEED) David Martin Fund to provide permanent and/or modular accommodation to address (a) basic need for new All schools X Apr-12 Mar-16 29,942 15,539 4,801 4,801 4,801 29,942 additional school places and (b) school re-organisation proposals Major demolition, extension, remodelling and Headfield CE (C) Junior refurbishment works plus extensive external L On site Feb-12 6,580 500 0 0 0 500 landscaping. Major extension, remodelling and refurbishment works Scholes F & N F On site Apr-12 2,100 250 0 0 0 250 to create a primary school Remodelling and refurbishment of former middle school West End Middle F On site Aug-12 1,100 398 0 0 0 398 building to create primary school. Extension, remodelling and refurbishment of former Whitechapel Primary F On site Aug-12 3,450 1,000 0 0 0 1,000 middle school building to create primary school.

NEW PUPIL PLACES : PROGRAMME TOTAL (GROSS) 43,172 17,687 4,801 4,801 4,801 32,090 Less: Over programming (in year) 0 0 0 0 0 0 NEW PUPIL PLACES : PROGRAMME TOTAL (NET) 43,172 17,687 4,801 4,801 4,801 32,090

7 SERVICE AREA: DIRECTORATE FOR CHILDREN & YOUNG PEOPLE

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY/SERVICE: DIRECTORATE FOR CHILDREN & YOUNG PEOPLE

Expected end Expected Programme and date 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date total cost of 4 yr total Lead Officer (practical Budget Budget Budget Budget the project completion)

Schools Beyond Excellence David Martin Schools for the Future Schools Beyond Excellence Partnership X TBD TBD 33,000 12,700 18,200 30,900 SCHOOLS BEYOND EXCELLENCE : PROGRAMME TOTAL (GROSS) 33,000 0 0 12,700 18,200 30,900 Less: Over programming (in year) 0 0 0 -2,000 -2,500 -4,500 SCHOOLS BEYOND EXCELLANCE: PROGRAMME TOTAL (NET) 33,000 0 0 10,700 15,700 26,400

Studio School Andrew Vaughan Creation of a Studio School through new build / Netherhall Learning Campus I Spring 12 Winter 13 3,280 remodelling works 3,748 3,280 0 0 0 STUDIO SCHOOL : PROGRAMME TOTAL (GROSS) 3,748 3,280 0 0 0 3,280 Less: Over programming (in year) 0 0 0 0 0 0 STUDIO SCHOOL : PROGRAMME TOTAL (NET) 3,748 3,280 0 0 0 3,280

Devolved Formula Capital David Martin Capital grant available to each school for school based All Schools (Except Voluntary Aided) X Continuous Continuous 10,336 projects 10,336 2,084 1,234 3,184 3,834 DEVOLVED FORMULA CAPITAL : PROGRAMME TOTAL (GROSS) 10,336 2,084 1,234 3,184 3,834 10,336 Less: Over programming (in year) 0 0 0 0 0 0 DEVOLVED FORMULA CAPITAL : PROGRAMME TOTAL (NET) 10,336 2,084 1,234 3,184 3,834 10,336

YOUNG PEOPLES' SERVICE Investing in Young Peoples Future / Premises Improvements Nigel Addy / Mark Gregory Future schemes Projects to be determined X Apr-12 Mar-16 392 196 196 0 0 392

YOUNG PEOPLES' SERVICE : PROGRAMME TOTAL (GROSS) 392 196 196 0 0 392 Less: Over programming (in year) 0 0 0 0 0 0 YOUNG PEOPLES' SERVICE : PROGRAMME TOTAL (NET) 392 196 196 0 0 392

CHILDREN'S SERVICES TOTAL (GROSS) 117,661 31,762 12,270 26,724 32,874 103,630 Less: Over programming (in year) 4,500 0 2,000 2,500 4,500 CHILDREN'S SERVICES TOTAL (NET) 113,161 31,762 12,270 24,724 30,374 99,130

8 CAPITAL INVESTMENT PLAN - 2012/13 to 2015/16

CAPITAL PLAN SUMMARY - DIRECTORATE OF PLACE

2012/13 2013/14 2014/15 2015/16 Service Area Budget Budget Budget Budget

£000's £000's £000's £000's

Housing (Public Sector) 25,200 24,151 15,400 15,700

Housing (Private Sector) 3,460 3,570 3,617 3,450

Highways 13,888 11,514 9,968 9,970

Regeneration Huddersfield 3,394 468 307 244 Kirklees Strategic Economic Zone 533 1,341 1,266 1,578 North Kirklees 1,914 1,286 765 549 Rural / South Kirklees 0 10 0 0 Markets 140 312 383 382 Heritage 365 14 10 200 Feasibility / Miscellaneous 43 34 79 78 Green Business 556 0 0 0 (Overprogramming) -337 -137 -137 0 Regeneration Total 6,608 3,328 2,673 3,031

Parks and Open Spaces/Outdoor Sports 320 271 150 53

Environmental & Strategic Waste 216 100 100 100

Environment Unit 2,130 600 600 600

Bereavement Services 225 175 175 175

Transport Services 2,578 2,578 2,577 2,577

DIRECTORATE OF PLACE TOTAL (GROSS) 54,625 46,287 35,260 35,656

9 CAPITAL BUDGET

CAPITAL PLAN SUMMARY - HOUSING PUBLIC SECTOR - 2012/13 to 2015/16

2012/13 2013/14 2014/15 2015/16 Service Area 4 Year Total Budget Budget Budget Budget £000's £000's £000's £000's £000's HOUSING - PUBLIC SECTOR

Maintaining Decent Homes Programme

This budget incorporates a programme of works to maintain housing stock at the Enhanced Decent Homes Standard and includes the replacement of wiring, heating systems and door entry/intercoms. It also supports programmes for the replacement 17,904 17,171 11,016 11,211 57,302 of doors, working at heights and for the thermal rendering of hard to heat properties. In addition, cyclical maintenance work has been combined with the maintaining decency programme to provide a more complete, efficient and less disruptive service to tenants.

Estate Regeneration This budget provides for estate regeneration projects and the internal refurbishment, landscaping, additional fire precautions and a 'Decent Homes' standard of works 5,068 3,004 0 0 8,072 within the Sheltered Housing Programme.

Health, Safety and Miscellaneous This is a diverse budget supporting the upgrade and replacement of lifts, capital works on void properties and renewable energy initiatives. 8,080 7,574 7,850 8,053 31,557

TOTAL 31,052 27,749 18,866 19,264 96,931 LESS OVER-PROGRAMMING 5,852 3,598 3,466 3,564 16,480 PROGRAMME TOTAL 25,200 24,151 15,400 15,700 80,451

10 PROGRAMME BREAKDOWN

SERVICE AREA MAINTAINING DECENT HOMES

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE HOUSING REVENUE ACCOUNT

Expected end Programme and Project Expected total 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Ref: Start date date (practical 4 yr total Lead Officer Code cost of the project Budget Budget Budget Budget completion) £000's £000's £000's £000's £000's £000's P Goodwin DH12B KC Wide Heating Programme X Apr 12 Mar 17 5,790 1,078 1,113 1,169 1,200 4,560 P Goodwin DH12B01 KC Wide Central Heating Renewals X Apr 12 Mar 17 3,011 561 579 608 624 2,371 P Goodwin DH12C KC Wide Replacement of Commercial Boilers X Apr 12 Mar 17 1,223 189 223 234 270 915 D Woodhead DH12H KC Wide Working at Heights X Apr 12 Mar 17 5,727 1,401 1,446 936 960 4,743 D Woodhead DH11L KC Wide Warmzone Enhanced Loft Insulation X Apr 11 Mar 14 950 377 389 117 0 884 J Gibson DH08M07 Richmond Flats Maintaining Decency I Jan 12 Jun 13 2,391 539 1,852 0 0 2,391 M Kimmings DH11M02B Huddersfield Central Combined Decency/Cyclical Maintenance Ph2 X Mar 12 Jul 12 1,299 1,299 0 0 0 1,299 D Woodhead DH12M KC Wide Maintaining Decency X Apr 12 Mar 17 38,221 7,503 9,123 7,017 7,198 30,841 D Woodhead DH10M02 KC Wide Warm Zone Enhanced Loft Insulation X Apr 10 Mar 12 2,000 1,000 1,000 0 0 2,000 D Woodhead DH12N KC Wide Batched Repairs relating to Maintaining Decency X Apr 12 Mar 17 4,632 862 890 936 960 3,648 D Woodhead DH08T KC Wide Thermal Rendering X Nov 08 Mar 14 3,251 2,695 556 0 0 3,251 SCHEMES ESSENTIALLY COMPLETE 400 400 0 0 0 400 PROGRAMME TOTAL (GROSS) 68,895 17,904 17,171 11,016 11,211 57,302 Overprogramming -3,404 -3,171 -2,016 -2,111 -10,702 PROGRAMME TOTAL (NET) 14,500 14,000 9,000 9,100 46,600

Please note that budgets include apportioned staff costs and inflation

11 PROGRAMME BREAKDOWN

SERVICE AREA ESTATE REGENERATION

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE HOUSING REVENUE ACCOUNT

Expected end Programme and Expected total cost 2012/13 2013/14 2014/15 2015/16 Project Code Project Name / Location Project Works Ward Ref: Start date date (practical 4 yr total Lead Officer of the project Budget Budget Budget Budget completion) £000's £000's £000's £000's £000's £000's D Cleaver ER06R01E Fieldhead Estate Birstall Play provision E Jan 12 Jun 12 251 151 0 0 0 151 D Cleaver ER06R01F Fieldhead Estate, Birstall Landscaping to flats E Apr 12 Jul 12 31 31 0 0 0 31 A Kimpton ER10R KC Wide Estate Regeneration - Narrowing the Gap Areas X Apr 10 Mar 14 4,812 2,587 2,225 0 0 4,812 J Gibson ER10R01 Brackenhall Phase 3 Estate Regeneration B May 11 Jul 12 1,533 755 779 0 0 1,533 J Gibson ER10R01B DBI; Glenfield Avenue, Deighton Traffic Calming & Dropped Kerbs B Apr 12 Jun 12 162 162 0 0 0 162 D Cleaver ER11R03A Windybank NTG - CCTV, Fencing, Parking and Community Centre U Jan 12 Jan 13 385 385 0 0 0 385 D Cleaver ER11R03B Lower Healey NTG - Landscaping, Fencing & Garage Sites D Jan 12 Jan 13 264 264 0 0 0 264 D Cleaver ER11R03C Staincliffe NTG - Fencing, Landscaping, Bin Stores D Jan 12 Jan 13 143 143 0 0 0 143 D Cleaver ER11R03D Crossbank & Centenary Way NTG - Bin Stores, Fencing etc D Jan 12 Jan 13 276 276 0 0 0 276 D Cleaver ER11R03E Healy Bypass & Common Road NTG - Fencing etc D Jan 12 Jan 13 159 159 0 0 0 159 SCHEMES ESSENTIALLY COMPLETE 156 156 0 0 0 156 PROGRAMME TOTAL (GROSS) 8,172 5,068 3,004 0 0 8,072 Overprogramming -968 947 0 0 -21 PROGRAMME TOTAL (NET) 4,100 3,951 0 0 8,051

Please note that budgets include apportioned staff costs and inflation

12 PROGRAMME BREAKDOWN

SERVICE AREA HEALTH, SAFETY & MISCELLANEOUS

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE HOUSING REVENUE ACCOUNT

Expected end Expected total Programme and 2012/13 2013/14 2014/15 2015/16 Project Code Project Name / Location Project Works Ward Ref: Start date date (practical cost of the 4 yr total Lead Officer Budget Budget Budget Budget completion) project

£000's £000's £000's £000's £000's £000's D Woodhead HM12B KC Wide Batched Repairs X Apr 12 Mar 17 1,158 216 223 234 240 912 D Woodhead HM12C KC Wide Communal Areas works X Apr 12 Mar 17 2,500 377 389 409 420 1,596 C Moorhouse HM08E KC Wide Renewable Energy Work X Aug 08 Mar 14 7,961 1,482 1,530 1,608 1,650 6,270 J Gorell HM11F Wessen Court, Burnsall Court, HebdenFire Court, Safety Buckden Works Court X Apr 11 Mar 13 140 140 0 0 0 140 J Gorell HM12F KC Wide Fire Safety Works X Apr 12 Mar 13 54 54 0 0 0 54 J Gorell HM13F KC Wide Fire Safety Works X Apr 13 Mar 16 305 0 161 47 48 256 D Woodhead HM12L KC Wide Lift Renewal X Apr 12 Mar 13 282 282 0 0 0 282 E Gordon HM13L KC Wide Lift Renewal X Apr 13 Mar 14 284 0 284 0 0 284 E Gordon HM14L KC Wide Lift Renewal X Apr 14 Mar 15 298 0 0 298 0 298 E Gordon HM15L KC Wide Lift Renewal X Apr 15 Mar 16 294 0 0 0 294 294 E Gordon HM16L Lift Renewal Lift Renewal X Apr 16 Mar 17 308 0 0 0 0 0 S Brennan HM11R KC Wide Refuse Bin Stores in blocks X Nov 11 Dec 12 300 259 0 0 0 259 D Woodhead HM12T KC Wide Tenant Allowances X Apr 12 Mar 17 1,582 404 278 292 300 1,275 D Ansell HM12V KC Wide High Cost Voids X Apr 12 Mar 17 11,580 2,156 2,225 2,339 2,399 9,119 P Howard HM12X01 KC Wide Major Adaptations X Apr 12 Mar 17 11,705 2,145 2,257 2,373 2,434 9,210 P Howard HM12X02 KC Wide Minor Adaptations X Apr 12 Mar 17 1,248 215 227 250 269 960 n/a SCHEMES ESSENTIALLY COMPLETE 350 350 0 0 0 350 PROGRAMME TOTAL (GROSS) 47,100 8,080 7,574 7,850 8,053 31,557 Overprogramming -1,480 -1,374 -1,450 -1,453 -5,757 PROGRAMME TOTAL (NET) 6,600 6,200 6,400 6,600 25,800

Please note that budgets include apportioned staff costs and inflation

13 SERVICE AREA DIRECTORATE OF PLACE

4 YEAR PLAN FROM/TO: 2012/13 - 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE HOUSING (PRIVATE SECTOR)

Expected end Expected total Programme and 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date date (practical cost of the 4 Yr Total Lead Officer Budget Budget Budget Budget completion) project

£000's £000's £000's £000's £000's £000's

Private Sector Housing - Kirklees Wide

Alan Seasman

Disabled Facilities Grants Mandatory Grants X Apr-09 Mar-16 11,000 2,600 2,700 2,800 2,900 11,000

Discretionary Assistance Discretionary Grants X Apr-09 Mar-16 400 100 100 100 100 400

Minor Adaptations Under £1000 X Apr-09 Mar-16 1,100 260 270 280 290 1,100

Bringing Empty Properties back into use Bringing Empty Properties back into use X Apr-09 Mar-16 300 100 100 100 0 300

0

Sub-Total (Gross) 12,800 3,060 3,170 3,280 3,290 12,800

Affordable Housing/ Regeneration

Alan Seasman

Schemes to be worked up which fulfil requirements on use of PPS3 Partnership work with Developers/ RSL's X Apr-09 Mar-16 760 200 200 200 160 760 Schemes to be worked up which fulfil requirements on use of capital allowances Partnership work with Developers/ RSL's X Apr-09 Mar-16 537 200 200 137 0 537

Sub-Total (Gross) 1,297 400 400 337 160 1,297

GROSS PROGRAMME TOTAL 14,097 3,460 3,570 3,617 3,450 14,097

NB In addition there is a budget of approximately £490k pa held by Sheffield City Council, in respect of 'Homes and Loans' - a regional loan fund administered on our behalf

14 CAPITAL INVESTMENT PLAN - 2012/13 to 2015/16

HIGHWAYS CAPITAL PLAN SUMMARY

Business 4 Year Main Priority Case Programme heading 2012/13 2013/14 2014/15 2015/16 Total NO £,000`s £,000`s £,000`s £,000`s £,000`s

Improving the Lives of Young and Old 1B Reducing Accidents & Casualty Reduction Support 340 290 250 250 1,130 1D Safer Pedestrian Fund 384 335 134 134 987 1F Safety On Minor Roads 109 109 109 111 438 2D Encouraging Cycling 75 200 25 25 325 2F Street-Lighting Replacement Strategy 559 464 464 464 1,951 3A Ward Members Schemes 994 994 994 994 3,976 3C Walking and Improving Mobility 94 193 93 93 473 3D Community Traffic Projects 200 253 50 50 553

Sub Total 2,755 2,838 2,119 2,121 9,833

1A Drainage Improvements 250 250 250 250 1,000 Leading Kirklees out of Recession 2A Improving Public Transport Facilities 1,114 628 287 287 2,316 2B Tackling Congestion 305 330 188 188 1,011 2E UTC Maintenance 210 210 210 210 840 3B Local Community Roads 1,066 1,066 1,066 1,066 4,264 3F Unadopted Roads 50 50 50 50 200 4A Principal Roads 2,663 2,240 2,060 2,060 9,023 4B Roads Connecting Communities 2,424 2,058 1,938 1,938 8,358 4C Structures 1,814 1,600 1,600 1,600 6,614 4E Improving Town Centres and Regeneration Initiatives 87 44 200 200 531 4F WYSPS 1,150 200 0 0 1,350

Sub Total 11,133 8,676 7,849 7,849 35,507

TOTAL 13,888 11,514 9,968 9,970 45,340

** Note 2014/15 and later - LTP figures are indicative estimates for forward planning purposes

15 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

Improving the lives of the young and old

1B - Reducing Accidents & Casualty Reduction Support Programme Manager: Mark Ramsden

Pedal Cycle and Motorcycle Commuter Routes KSI route improvements Route campaigns Various 50 10 10 10 10 40 High Severity casualties - Loss of Control routes - KSI route Hazard warning schemes Various 325 80 70 70 70 290 Safety cameras Fixed / Mobile lengths - Fixed / Mobile lengths Safety cameras Various 172 40 40 38 38 156 High Severity casualties - urban areas - KSI area improvements Urban safety measures Various 220 60 60 52 52 224 High Severity casualties - rural areas - KSI area improvements Rural safety measures Various 60 60 60 A638 Bradford Road Liversedge KSI route improvements Junction Improvement and pedestrian safety U 75 25 25 A638/Fox View - pedestrian safety measures Pedestrian crossing improvements D 40 25 25 Safer Routes to Schools - School Travel Plan / other safety projects Child safety schemes Various 400 80 80 80 80 320 Westbourne Road Marsh - Pedestrian casualties - safety improvements Pedestrian crossing study and concepts O 50 10 30 40 Safety Camera Digitisation programme Priority site upgrades Various 140 35 35 35 35 140 Safety Camera Route KSI route improvements Various 130 35 35 30 30 130 Safety Camera Partnership Return on previous investment Various -270 -70 -70 -65 -65 -270 Less IT Overprogramming -50 -50

SUB TOTAL (1B) 340 290 250 250 1,130

16 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

1D Safer Pedestrian Fund

Programme Manager: Mark Ramsden

A641 Bradford Road/ Flint Street Pedestrian KSI's & Junction Junction improvement and pedestrian safety O 30 30 30 A638 Heckmondwike Pedestrian KSI - route improvement Pedestrian safety measures P 20 45 45 Broad Lane Moldgreen Pedestrian casualties - safety improvements Pedestrian safety measures I 10 20 20 A641 Bradford Road/ Fartown Green Road - Pedestrian casualties - Pedestrian safety measures O 5 15 15 Pedestrian Safety measures Urban safety measures Various 15 30 50 14 14 108 Reducing Community Segregation Urban safety measures Various 15 40 75 30 30 175 Vulnerable People - Crossing Improvements and Healthy Lifestyles Pedestrian safety measures Various 10 50 75 30 30 185 Newsome Road zebra crossing improvements/plateau Pedestrian crossing improvements W 10 5 5 Dewsbury Ring Road - Pedestrian KSI casualties - safety improvements Route safety measures and campaign K 10 35 30 65 Huddersfield Ring Road - Pedestrian KSI casualties - safety Route safety measures and campaign W, O 10 35 30 65 Pedestrian casualty programme Pedestrian KSI casualties - safety Pedestrian safety schemes Various 30 50 50 Wheathouse Road/St John's Road - pedestrian safety improvements Pedestrian safety measures O 10 10 10 North Road / Ravensthorpe Estates Child KSI safety improvements Child safety schemes M 5 20 20 North Kirklees Child Safety Initiative (Super Output Areas) Child KSI Child safety schemes L, M 20 50 75 60 60 245 Less IT Overprogramming -51 -51

SUB TOTAL (1D) 384 335 134 134 987

1F - Safety on Minor Roads

Programme Manager: Mark Ramsden

Urban area - slight collisions / cluster sites Urban safety measures Various 24 50 59 59 61 229 Springwood Road - school route and community safety measures School travel and safety improvements R 50 30 30 Local / Minor Roads - safety measures Urban safety measures Various 29 29 50 50 50 179

SUB TOTAL (1F) 109 109 109 111 438

17 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

2D - Encouraging Cycling

Programme Manager: Steven Hanley

25/83330 Cycle Network Improvements Various Various **** 15 20 5 5 45 25/81087 Cycle Route Promotion Various Various **** 10 10 10 10 40 25/82380 Cycle Monitoring Various Various **** 10 10 10 10 40 25/84391 Mirfield Railway Station Signing Cycling direction signs Various 10 5 5 25/84393 Calder Valley Greenway Supplementary signing Various 2 2 2 25/84394 Spen Ringway Signing for extended route Various 5 5 5 25/80589 Cycle Lockers Stands & Signing Various Various **** 20 20 40 25/84395 Calder Valley Greenway - Bradley to Brighouse link Feasiblity / Land Negotiations Various 1 1 25/84396 Longcauseway to Railway Station, Dewsbury SDF-DRR-Links to HUB (Rail Station) K,L,M 150 28 25 53 25/84397 Sports Centre to Sands Lane (SDF River Link) Shared Use Footway K,L,M 100 40 40 25/84398 Vicarage Road, Dewsbury SDF-DRR Cycling Improvements K,L,M *** 4 75 79 25/84288 Dewsbury , Earlsheaton, Savile Town, Ossett Greenway Greenway K,L,M 1027 412 412 Connect 2 - SUSTRANS Big Lottery Fund Grant Greenway K,L,M -380 -280 -280 Local Sustainable Transport Fund Grant Greenway K,L,M -237 -132 -132 Less IT Overprogramming -25 -25

SUB TOTAL (2D) 75 200 25 25 325

18 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

2F Street Lighting Replacement Strategy

Programme Manager: Andy Bullen

Schemes for 2012/13 Bradley Road, Bradley Column Replacements B 85 85 85 Fixby Road, Fixby Column Sleeving B 18 18 18 Huddersfield Road, Scout Hill Column Sleeving E 14 14 14 Leeds Road, Mirfield Column Sleeving U 40 40 40 Dewsbury Ring Rd Column Replacements 5 5 5 Clough Ln, Fixby Column Replacements 10 10 10 Halifax Rd, Hartshead Moor 16 16 16 Leeds Road, Woodkirk, Dewsbury Column Replacements C 18 18 18 New Hey Road, Oakes Column Replacements 12 12 12 New Hey Road, Salendine Nook Column Replacements T 24 24 24 New Hey Road, Mount Column Replacements T 18 18 18 Ashes Lane, Almondbury Column Replacements A 20 20 20 Wakefield Road, Chickenley, Dewsbury Column Replacements K 16 16 16 Brookroyd Lane, Batley Column Replacements E 15 15 15 Bunkers Lane, Staincliffe Column Replacements 10 10 10 Bradford Rd, Birkenshaw 10 10 10 Bradford Rd, East Bierley 1 1 1 Carbon Reduction Projects to be developed 132 132 132 Sleeve existing concrete columns and install LEDs Sleeve existing concrete columns and install LEDs 545 545

Schemes for 2013/14 Whitehall Road, Wyke Column Replacements F 38 38 38 Dewsbury Road, Gomersal Column Replacements 22 22 22 Bradshaw Road, Honley Column Replacements 22 22 22 Owl Ln, Dewsbury 9 9 9 Beast Market, Hudds 5 5 5 Halifax Rd, Hightown 5 5 5 Halifax Rd, Millbridge 18 18 18 Church Road, Roberttown Column Replacements U 29 29 29 Falledge Lane, Upper Denby Column Replacements J 34 34 34 Fleminghouse Lane Almondbury Column Replacements A 38 38 38 Gledholt Rd Huddersfield Column Replacements 38 38 38 - Carbon Reduction Projects to be developed Column Replacements 206 206 206 Sleeve existing concrete columns and install LEDs Sleeve existing concrete columns and install LEDs 450 450

19 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

Schemes for 2014/15 - Carbon Reduction Projects to be developed Column Replacements 464 464 464

Schemes for 2015/16 - Carbon Reduction Projects to be developed Column Replacements 464 464 464

Grant funding Sleeve existing concrete columns and install LEDs -900 -450 -450 -900

SUB TOTAL (2F) 559 464 464 464 1,951

20 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

3A - Ward Member Schemes

Programme Manager: Stuart Hampson

Almondbury Ward 82640 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works A **** 43 43 43 43 172 82640 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works A **** 0

Ashbrow Ward 82641 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works B **** 43 43 43 43 172 82641 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works B **** 0

Batley East Ward 82642 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works C **** 43 43 43 43 172 82642 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works C **** 0

Batley West Ward 82643 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works D **** 43 43 43 43 172 82643 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works D **** 0

Birstall & Birkenshaw Ward 82644 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works E **** 43 43 43 43 172 82644 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works E **** 0

Cleckheaton Ward 82645 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works F **** 43 43 43 43 172 82645 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works F **** 0

Colne Valley Ward 82646 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works G **** 43 43 43 43 172 82646 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works G **** 0

21 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

Crosland Moor & Netherton Ward 82647 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works H **** 43 43 43 43 172 82647 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works H **** 0

Dalton Ward 82648 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works I **** 43 43 43 43 172 82648 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works I **** 0

Denby Dale Ward 82649 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works J **** 43 43 43 43 172 82649 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works J **** 0

Dewsbury East Ward 82650 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works K **** 43 43 43 43 172 82650 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works K **** 0

Dewsbury South Ward 82651 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works L **** 43 43 43 43 172 82651 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works L **** 0

Dewsbury West Ward 82652 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works M **** 43 43 43 43 172 82652 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works M **** 0

Golcar Ward 82653 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works N **** 43 43 43 43 172 82653 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works N **** 0

Greenhead Ward 82654 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works O **** 43 43 43 43 172 82654 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works O **** 0

22 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

Heckmondwike Ward 82655 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works P **** 43 43 43 43 172 826554 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works P **** 0

Holme Valley North Ward 82656 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works Q **** 43 43 43 43 172 82656 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works Q **** 0

Holme Valley South Ward 82657 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works R **** 43 43 43 43 172 82657 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works R **** 0

Kirkburton Ward 82658 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works S **** 43 43 43 43 172 82658 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works S **** 0 84350 School Hill Road surfacing S **** 0

Lindley Ward 82659 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works T **** 43 43 43 43 172 82659 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works T **** 0

Liversedge & Gomersal Ward 82660 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works U **** 43 43 43 43 172 82660 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works U **** 0

Mirfield Ward 82661 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works V **** 43 43 43 43 172 82661 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works V **** 0

Newsome Ward 82662 Schemes to be identified by Ward Councillors. Lighting / Pavement /Road works W **** 43 43 43 43 172 82662 Minor Works Provision - Committed Schemes Lighting / Pavement /Road works W **** 0

81573 Miscellaneous **** **** 5 5 5 5 20

SUB TOTAL (3A) 994 994 994 994 3,976

23 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

3C Walking and Improving Mobility

Programme Manager: Steven Hanley

25/8238 Neighbourhood Paths Various Various **** 20 20 20 20 80 25/81968 Disabled Crossing Facilities Various Various **** 10 10 10 10 40 25/82032 Urban Path Improvements Various Various **** 20 20 20 20 80 25/81587 PROW signing Signing Renewals Various **** 15 15 15 15 60 25/82035 Minor works - Bulk Provision Various Various **** 2 78 28 28 136 25/84396 Longcauseway to Railway Station, Dewsbury SDF-DRR-Links to HUB (Rail Station) KLM 150 8 8 25/84397 Sports Centre to Sands Lane (SDF River Link) Shared use Footway KLM 100 58 58 25/84398 Vicarage Road, Dewsbury SDF-DRR Pedestrian Improvements KLM ??? 10 50 60 Less IT Overprogramming -49 -49

SUB TOTAL (3C) 94 193 93 93 473

3D - Community Traffic Projects

Programme Manager: Mark Ramsden

Locality and Small Values Schemes Minor traffic schemes Various 35 128 128 25 25 306 Local Speed Management Measures Speed limit Review Various 10 125 125 25 25 300 Less IT Overprogramming -53 -53

SUB TOTAL (3D) 200 253 50 50 553

Programme Total (Gross) 2,755 2,838 2,119 2,121 9,833 Over programming included Other funding (external) Programme Total ( Net ) 2,755 2,838 2,119 2,121 9,833

24 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project Leading Kirklees out of the Recession

1A - Drainage Improvements Programme Manager: Tom Ghee

81820 Minor Drainage Works Bulk Provision -- minor works Various 900 225 225 225 225 900 81820 Contributions to surfacing schemes Contributions Various 100 25 25 25 25 100

SUB TOTAL (1A) 250 250 250 250 1,000

2A- Promoting Sustainable Transport

Programme Manager: Tim Lawrence

Scheme Development 84383 Scheme Development Scheme Development *** 85 25 35 60 84384 Funding bid development Funding bid development *** 36 12 12 24 84385 A62 Birstall Smithies / Coach & Six study Transport Study E 25 25 25

Bus Priority Delivery North Kirklees Dewsbury Town Centre Town Centre Improvement Works K,M 217 217 434 84386 A644 Thornville Place/Scout Hill Bus Lane- Thornville Place to Ravenshouse Road K 360 10 350 360 84387 A644 Thornhill Road to Dewsbury Ring Road Bus Lane- Thornhill Road to Dewsbury Ring Road K 395 335 50 385

South Kirklees 84093 A629 Wakefield Road Bus Lane- Broad Lane to Almondbury Bank A,I 460 450 450 84208 Huddersfield Town Centre Town Centre Improvement Works W 1,700 522 75 597

Smarter Choices 82943 Performance Improvement Partnership Working Performance Improvement Partnership Working *** *** 20 20 20 20 80 80638 Smarter Choice Initiative Delivery *** *** 52 25 20 20 117

Infrastructure Improvements 8233 Public Transport Accessibility Improvements *** 30 30 30 30 120 84388 Freight Infrastructure Freight Infrastructure *** 17 5 12 17

Enforcement 84390 Bus lane enforcement cameras Bus lane enforcement cameras *** 57 19 19 38 Mobile CCTV enforcement Mobile CCTV enforcement *** 25 21 21

NSIP TPE Rail development reimbursement -28 -28 Less IT Overprogramming -384 -384

SUB TOTAL (2A) 1,114 628 287 287 2,316

25 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

2B - Tackling Congestion

Schemes in 2011/16 Programme Manager: David Caborn

82781 UTC Computer & Data Transmission System Modernisation **** 300 35 35 35 35 140 84179 UTMC Common Data Base System Modernisation **** 205 25 25 25 25 100 84180 Strategic Route Reactive Control and IP Communications Reactive Control Measures **** 350 40 0 0 0 40 84373 Strategic Route Puffin and Mova Upgrades Reactive Control Measures **** 278 60 0 40 40 140 84376 A629 Corridor Improvements System Modernisation A, I & W 37 48 0 0 0 48 84377 Driver Information and Journey Time Signs Reactive Control Measures **** 70 35 35 0 0 70 84378 ANPR / Vehicle Recognition Sites System Modernisation ***** 43 20 9 0 0 29 84380 Traffic Signal Upgardes Traffic Signal Upgrades & DDA Work ***** 70 50 26 0 0 76

Schemes in 2013/14 - A638 / High Street / Red Lion - Heckmondwike Junction - Signals Maintenance P 100 0 95 0 0 95 A638/ Westgate / Union Street - Heckmodwike Junction - Signals Maintenance P 100 0 95 0 0 95

Schemes in 2014/15 A62 / Leeds Road / Birstall Scoot Reactive Control Measures E 80 0 0 45 0 45 A62 / Leeds Road / Birstall Wireless Communication System Modernisation E 40 0 0 33 0 33

Schemes in 2015/16 - A640 / Bradford Road - Huddersfield Scoot / Wireless Reactive Control Measures O 78 0 0 0 78 78

- Minor Retentions from previous years 14 10 10 10 44 Less IT Overprogramming -22 -22

SUB TOTAL (2B) 305 330 188 188 1,011

26 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

2E - UTC Maintenance

Programme Manager: David Caborn

Schemes in 2012/13 82532 A629 / Wakefield Rd / Broad Lane - Huddersfield Junction - Signals Maintenance A, I & W 80 60 0 0 0 60 A644 / Huddersfield Road / Station Road - Mirfield Junction - Signals Maintenance V 80 60 0 0 0 60 A644 / Huddersfield Road / King Street - Mirfield Single Pelican - Maintenance Conversion V 35 20 0 0 0 20 A629 / Lodges Pelican Duel Pelican - Maintennace Conversion A, I & W 40 30 0 0 0 30 A62 / Chaplel Lane Puffin ` E 30 20 0 0 0 20 Obsolete Communications Replacements Junction - Signals Maintenance ***** 120 20 30 30 30 110

Schemes in 2013/14 Dewsbury Ring Road / Halifax Road Junction - Signals Maintenance C&D 90 0 90 0 0 90 Dewsbury Ring Road / Bradford Road Junction - Signals Maintenance C&D 90 0 90 0 0 90

Schemes in 2014/15 Queensgate / Market Hall Pelican - Huddersfield Single Pelican - Maintenance / Conversion W 40 0 0 40 0 40 Queensgate / St Pauls Pelican - Huddersfield Single Pelican - Maintenance / Conversion W 40 0 0 40 0 40 A652 / Bradford Road / Field Lane - Batley Junction - Signals Maintenance C 100 0 0 100 0 100

Schemes in 2015/16 A62 / Leeds Road / Three Nuns - Mirfield Junction - Signals Maintenance U 80 0 0 0 80 80 A62 / Stocks Bank - Mirfield Junction - Signals Maintenance U 70 0 0 0 70 70 A58 / Whitehall Road Puffin Single Puffin - Maintenance Conversion E 30 0 0 0 30 30

SUB TOTAL (2E) 210 210 210 210 840

27 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

3B - Local Community Roads

Programme Manager: Jon Evans

Minor retentions / complete committed 2011/12 schemes 105 105 105 Schemes to be identified all 4159 961 1,066 1,066 1,066 4,159 Overprogramming

SUB TOTAL (3B) 1,066 1,066 1,066 1,066 4,264

3E - Unadopted Roads

Programme Manager: Graham Mallory

Schemes to be identified Various 50 50 50 50 200

SUB TOTAL (3E) 50 50 50 50 200

4A - Principal Roads

Programme Manager: Jon Evans

80441 Principal Road Surfacing Dressing Programme Road Surfacing **** 2,220 600 420 420 420 1,860 81043 Minor Maintenance - Pre Surface dressing patching Minor Repairs / Patching **** 1,320 220 220 220 220 880 84362 A6107 Bradley Road, Bradley Road Reconstruction B 450 225 225 84363 A616 Woodhead Road, Bridge St, Lockwood Rd Road Reconstruction W,H 1,000 50 700 750 84515 A629 Wakefield Rd, Dalton Road reconstruction A,I 500 400 400 84367 A616 Chapel Hill / Folly Hall, Huddersfield Road Reconstruction W 680 680 680 84487 A652 Oxford Road, Gomersal Road reconstruction U 225 225 225 84468 A629 Penistone Road, Fenay Bridge Road reconstruction A,S 300 268 268 84545 A629 Halifax Road, Birchencliffe Road reconstruction T 250 250 250 A635 Barnsley Road,Denby Dale Road reconstruction J 100 10 90 100 A638 High Street / Flush, Heckmondwike Road reconstruction 540 540 540 A649 Halifax Road,Millbridge, Liversedge Road reconstruction 270 270 270 - Schemes to be identified Road Reconstruction 1,420 1,420 2,840 Overprogramming -265 -265

SUB TOTAL (4A) 2,663 2,240 2,060 2,060 9,023

28 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

4B - Roads Connecting Communities

Programme Manager: Jon Evans

80636 B & C Road Surface Dressing Programme Road Surfacing Various 800 206 160 160 160 686 81044 Minor Maintenance - Pre surface dressing patching Minor Repairs / Patching Various 900 180 180 180 180 720 81334 Forge Lane, Thornhill Road Reconstruction L 250 120 120 82766 B6106 Dunford Road, Holmfirth Road Resurfacing R 300 35 35 83775 C629 Blacker Road, Birkby Road Resurfacing O 211 141 141 B6117 Market Street, Heckmondwike Road Resurfacing P 183 183 183 83999 B6432 St Andrews Road / Thistle Street, Huddersfield Road Resurfacing I 323 318 318 84002 B6122 Stainland Road, Outlane Road Resurfacing G 25 25 25 84524 B6120 Scholes Lane, Scholes, Cleckheaton Road Resurfacing F 70 70 70 84522 B6107 Holmfirth Road, Meltham Road Resurfacing Q 70 70 70 84523 C641 Luck Lane, Marsh Road Resurfacing O 100 100 100 84521 C997 Fenay Lane, Fenay Bridge Road Resurfacing A 320 320 320 B6117 Temple Road, Westtown, Dewsbury Road Resurfacing M 90 90 90 B6117 Slaithwaite Road, Thornhill Lees, Dewsbury Road Resurfacing L 250 250 250 B6117 Church Lane, Thornhill, Dewsbury Road Resurfacing L 110 110 110 C554 Hollin Hall Lane, Kirkheaton, Huddersfield Road Resurfacing I 150 150 150 C581 Overthorpe Road, Dewsbury Road Resurfacing L 50 50 50

- Minor Retentions 6 7 7 7 27 Schemes to be identified 1,711 1,591 1,591 4,893 Overprogramming

SUB TOTAL (4B) 2,424 2,058 1,938 1,938 8,358

29 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

4C - Structures

Programme Manager: Slim Chaudary

Minor Retentions 25 25 25 25 100 1877 Minor Structural Maintenance Cyclical Works District Wide 350 275 275 350 1,250 2438 Walling Works Walling Works District Wide 450 375 375 450 1,650 80622 Interim Measures Installations District Wide 200 150 150 150 650 83252 Whitehall Way Bridge, Dewsbury Strengthening K 145 5 5 82630 Milns Bridge, Milnsbridge Strengthening N 500 60 15 75 Shepley River Bridge, Mirfield Major Maintenance V 250 250 250 83394 Chapel Hill Bridge, Huddersfield Strengthening W 300 265 30 295 83395 Slaithwaite Road Bridge, Thornhill Strengthening L 210 15 190 5 210 83396 Whitacre St North Bridge, Deighton Strengthening B 750 47 502 10 559 Leeds Rd Railway Bridge, Liversedge Strengthening U 50 50 50 Dalton Bank Rd Bridge, Colnebridge Strengthening I 400 16 450 5 471 Brookhouse Footbridge, Cleckheaton Strengthening F 85 5 80 85 Lower Clough Bridge, Linthwaite Strengthening G 105 5 100 105 Dodlee Bridge, Longwood Strengthening N 105 5 100 105 Walkley Lane Bridge, Heckmondwike Strengthening P 200 200 200 Newsome Road Culvert, Berry Brow Strengthening W 50 50 50 Sunny Bank Mills Culvert, Meltham Strengthening Q 50 50 50 Leeds Road Canal Bridge, Huddersfield Strengthening B&I 205 5 87 92 New Mills Bridge, Marsden Major Maintenance G 100 100 100 Armitage Road Bridge, Milnsbridge Major Maintenance N 100 100 100 Cocking Steps Bridge, Netherton 20 20 20 Alder Street Bridge, fartown 30 30 30 Beaver Brook Culvert, Holmfirth 50 50 50 Royd street Bridge, Milnsbridge Strengthening 50 50 50 Butt Lane Bridge, Jackson Bridge Strengthening 50 50 50

Asset Management 100 50 50 Overprogramming

Less commuted sums for maintenance -22 -22 -22 -22 -88

SUB TOTAL (4C) 1,814 1,600 1,600 1,600 6,614

30 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

4E - Improving Town Centres and Regeneration Initiatives

Programme Manager : Steven Hanley

Committed schemes

25/84396 Longcauseway to Railway Station, Dewsbury SDF-DRR Links to HUB (Rail Station) K,L,M 150 27 27 25/84398 Vicarage Road, Dewsbury SDF-DRR-Links to HUB (Bus Station) K,L,M 156 60 44 104 Future Projects 200 200 400

SUB TOTAL (4E) 87 44 200 200 531 4F - WYSPS

Programme Manager : Tim Lawrence

North Kirklees UTMC Improvements

A652 Bradford Road 84508 A652 ANPR and Common Data Base improvements System inprovements ***** 47 25 0 0 0 25

A638 Halifax / Bradford Road A638 / Fox View - Dewsbury Junction Improvements - Bus priority D 50 50 0 0 0 50 A638 / Butchers Arms - Staincliffe Junction Improvements - Bus priority D 25 25 0 0 0 25 A638 / Healey Lane - Staincliffe Junction Improvements - Bus priority D 25 25 0 0 0 25 A638 / Town Hall - Cleckheaton Puffin Convserion - Bus Prority F 25 25 0 0 0 25 A638 / Brooklyn Court - Cleckheaton Puffin Convserion - Bus Prority F 25 25 0 0 0 25

A644 Huddersfield Road A644 Ravensthorpe Scoot and ANPR Reactive Control and Bus Priorty M 40 40 0 0 0 40 A644 Mirfield Scoot and ANPR Reactive Control and Bus Priorty V 40 40 0 0 0 40 A644 Huddersfield Road Puffin Improvements Reactive Control and Bus Priorty M 20 20 0 0 0 20

A653 Dewsbury Road A653 / Babes in the Wood - MOVA and bus Priority Reactive Control and Bus Priorty D 35 35 0 0 0 35

UTCM Improvements Still to be itentified ***** 65 50 0 0 0 50

West Yorkshire Strategic Schemes to be identified 790 200 990

SUB TOTAL (4F) 1,150 200 0 0 1,350

31 SERVICE AREA: HIGHWAYS SERVICE HIGHWAYS

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE

Expected total Programme and 2012/13 2013/14 2014/15 2015/16 4 Year Project Name / Location Project Works Ward cost of the Lead Officer Plan Plan Plan Plan Total project

Programme Total (Gross) 11,133 8,676 7,849 7,849 35,507 Over programming included Other funding (external) Programme Total ( Net ) 11,133 8,676 7,849 7,849 35,507

Programme Total (GROSS) - HIGHWAYS 13,888 11,514 9,968 9,970 45,340 Over programming included Other funding (external) Programme Total (NET) - HIGHWAYS HIGHWAYS 5 YEAR PLAN TOTAL 13,888 11,514 9,968 9,970 45,340

32 SERVICE AREA DIRECTORATE OF PLACE

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE REGENERATION

Expected end Expected total Programme and 2012/13 2013/14 2014/15 2015/16 Project Name / Location Ward Start date date (practical cost of the 4 Yr Total Lead Officer Budget Budget Budget Budget completion) project

£000's £000's £000's £000's £000's £000's Programme 1: Huddersfield

Peter Steniulis Waterfront associated development W 2009-10 2012-13 3,900 142 0 0 0 142

Peter Steniulis Waterfront W 2010-11 2012-13 4,505 2202 0 0 0 2,202 less: Yorkshire Forward -2,815 -630 0 0 0 -630 less: external partner contributions -1,290 -260 0 0 0 -260 Net Cost 400 1312 0 0 0 1,312

Andrew Jackson Support to HTC relocation W 2009-10 2012-13 2,200 440 0 0 0 440

Liz Jefferson KSDL I 2009-10 2013-14 25 8 7 0 0 15

Peter Steniulis St George's Warehouse W 2005-06 2013-14 990 23 19 0 0 42

Liz Curley Media Centre lll W 2005-06 2014-15 5,082 100 100 35 0 235

Andrew Jackson Piazza Retail Core W 2006-07 2012-13 2,969 100 100 0 0 200

Andrew Jackson 103 New Street W 2007-08 2012-13 2,601 48 0 0 0 48

Debbie Bates Sports Centre associated W 2009-10 2012-13 250 110 0 0 0 110

Peter Steniulis Off setting car parking X 2010-11 2013-14 1,226 55 55 0 0 110

Andrew Jackson Castle Hill A 2009-10 2013-14 37 0 17 0 0 17

Mary Snadden Enterprise & Innovation Centre 2011-12 2012-13 1,000 166 170 272 244 852

Sub-Total (Gross) 23,785 3,394 468 307 244 4,413 less:Other Funding (external) -4,105 -890 0 0 0 -890 HUR Sub-Total (Net) 19,680 2,504 468 307 244 3,523

Programme 2: KSEZ

Peter Steniulis KSEZ Future Phases(Gross Cost) X 2006-07 2015-16 8,772 488 1,341 1,266 1,578 4,673 Less: SPD Developer contributions -1,440 -150 -200 -293 -250 -893 Net Cost 7,332 338 1,141 973 1,328 3,780

Liz Jefferson Transport Study X 2008-09 2012-13 60 45 0 0 0 45 33 SERVICE AREA DIRECTORATE OF PLACE

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE REGENERATION

Expected end Expected total Programme and 2012/13 2013/14 2014/15 2015/16 Project Name / Location Ward Start date date (practical cost of the 4 Yr Total Lead Officer Budget Budget Budget Budget completion) project

£000's £000's £000's £000's £000's £000's

Sub-Total (Gross) 8,832 533 1,341 1,266 1,578 4,718 Less: funding -1,440 -150 -200 -293 -250 -893 KSEZ Sub-Total (Net) 7,392 383 1,141 973 1,328 3,825

Programme 3: North Kirklees

Barry Reynolds Pioneer House K 2009-10 2015-16 3,640 1,596 200 350 229 2,375

Barry Reynolds Business Generator K 2011-12 2013-14 486 0 486 0 0 486

Liz Curley North Kirklees - Public Realm X 2009-10 2014-15 70 5 45 10 0 60

Barry Reynolds Business Intervention X 2009-10 2015-16 75 15 15 15 15 60

Liz Curley Dewsbury Waterfront K 2009-10 2012-13 70 0 19 0 0 19

Barry Reynolds North Kirklees College K 2008-09 2015-16 3,255 0 60 30 30 120

Neil Windett Country Park / Access to Nature X 2009-10 2012-13 200 100 0 0 0 100

Liz Curley Dewsbury Regeneration X 2010-11 2015-16 553 157 406 300 180 1,043 less: DCLG -53 -23 -30 0 0 -53 500 134 376 300 180 990

Adele Buckley North Kirklees JV X 2010-11 2015-16 100 20 20 25 0 65

Barry Reynolds Next Generation Projects/ Renaissance K 2010-11 2015-16 326 21 35 35 95 186

N Kirklees Sub-Total (Gross) 8,775 1,914 1,286 765 549 4,514 Less: Other funding (external) -53 -23 -30 0 0 -53 N Kirklees Sub-Total (Net) 8,722 1,891 1,256 765 549 4,461

Programme 4: South Kirklees

Andrew Jackson Storthes Hall S 2010-11 2012-13 20 0 10 0 0 10

S Kirklees Sub-Total (Gross) 20 0 10 0 0 10 34 SERVICE AREA DIRECTORATE OF PLACE

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE REGENERATION

Expected end Expected total Programme and 2012/13 2013/14 2014/15 2015/16 Project Name / Location Ward Start date date (practical cost of the 4 Yr Total Lead Officer Budget Budget Budget Budget completion) project

£000's £000's £000's £000's £000's £000's

Programme 5: Markets

Andrew Jackson Queensgate W 2009-10 2015-16 2,819 100 242 383 382 1,107 Andrew Jackson Holmfirth Market R 2010-11 2013-14 150 40 70 0 0 110

Markets Sub-Total (Gross) 2,969 140 312 383 382 1,217

Programme 6: Heritage

Package 1: Streetscape, District and Local Centres Debbie Bates North Kirklees District Centres X 2009-10 2012-13 679 60 0 0 0 60 Debbie Bates Small Centres 2 X 2009-10 2012-13 2,236 27 0 0 0 27 Debbie Bates Small Centres 3 X 2009-10 2012-13 780 253 0 0 0 253 Debbie Bates Conservation Area Enhancement 1 X 2009-10 2015-16 2,609 25 14 10 200 249

Package 1 SubTotal (Gross) 6,304 365 14 10 200 589

Programme 8: Feasibility/Miscellaneous G.Jennings

Paul Kemp Completed Projects X 2009-10 2012-13 34 9 0 0 0 9 Paul Kemp Acquisition & Project Feasibility X 2009-10 2015-16 347 34 34 79 78 225

Feasibility Sub-Total (Gross) 381 43 34 79 78 234

Programme 9: Green Businesses

Graham Wiles Able 2 P 2008-09 2012-13 1,400 556 0 0 0 556

Package 9 Sub-Total (Gross) 1,400 556 0 0 0 556

PROGRAMME TOTAL (GROSS) 46,162 6,945 3,465 2,810 3,031 16,251 Less: Other funding (external) -5,598 -1,063 -230 -293 -250 -1,836 Less: Over programming -1257 -337 -137 -137 0 -611 PROGRAMME TOTAL (NET) 39,307 5,545 3,098 2,380 2,781 13,804

35 SERVICE AREA DIRECTORATE OF PLACE 4 YEAR PLAN FROM/TO 2012/13 To 2015/16

LINKS WITH REVENUE ACTIVITY/SERVICE PARKS & OPEN SPACES

Expected End Date Programme & Lead Expected Total Cost 2012/13 2013/14 2014/15 2015/16 Project And Lead Officer Project Works Ward Start Date (Practical 4 Yr Total Officer Of Project Budget Budget Budget Budget Completion) £000's £000's £000's £000's £000's Package 3 Parks & Open Spaces John Fletcher Parks & Recreation Grounds Continuation Of Programme X Annual Annual 1351 145 259 150 53 607

Reducing Adult Health Inequalities Trim Trails X 2009-10 2013-14 350 0 12 0 0 12

Sub Total (Net) 1701 145 271 150 53 619

Package 4 Outdoor Sports John Fletcher Leeds Road Synthetic Pitch Upgrade Of Pitch I 2012-13 2012-13 220 175 0 0 0 175

Sub Total (Net) 220 175 0 0 0 175

Gross Programme Total 1921 320 271 150 53 794

36 SERVICE AREA DIRECTORATE OF PLACE 4 YEAR PLAN FROM/TO 2012/13 To 2015/16

LINKS WITH REVENUE ACTIVITY/SERVICE ENVIRONMENTAL & STRATEGIC WASTE

Expected End Date Expected Total Cost 2012/13 2013/14 2014/15 2015/16 Programme & Lead Officer Project And Lead Officer Project Works Ward Start Date 4 Yr Total (Practical Completion) Of Project Budget Budget Budget Budget £000's £000's £000's £000's £000's Environmental & Strategic Waste Roger Wilson

Bulk & Wheeled Containers (Self Funded) X Apr-11 On-going 500 100 100 100 100 400

Refuse Collection 7 Point Plan X Apr-11 Mar-13 233 116 0 0 0 116

GROSS PROGRAMME TOTAL 733 216 100 100 100 516

37 SERVICE AREA DIRECTORATE OF PLACE

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE ENVIRONMENT UNIT

Expected end Expected total Programme and 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date date (practical cost of the 4 Yr Total Lead Officer Budget Budget Budget Budget completion) project

£000's £000's £000's £000's £000's £000's Environment Unit Helena Tinker

Warmzone follow up See Table Below X Apr-11 Mar-13 180 180 0 0 0 180 Electricity Saving for Homes X Apr-11 Mar-13 100 100 0 0 0 100 Self Funded Carbon Reduction X Apr-11 Mar-12 0 0 0 0 0 0 Invest to Save - Council Carbon Reduction X Apr-11 on-going 3,000 1,200 600 600 600 3,000 Hard to Treat Home Improvements - Corporate Contribution Towards Match Funding See Table Below X Apr-11 Mar-12 500 500 0 0 0 500 Boiler Scrappage Scheme X Apr-11 Mar-12 150 150 0 0 0 150

GROSS PROGRAMME TOTAL 3,930 2,130 600 600 600 3,930

The schemes below secure external funding.This only covers the investment & external funding in the private sector housing stock, the investment into the Council stock is to be managed via KNH and investment is from the HRA

Council Funding Project Gross Cost External Funding in 11/12 & 12/13 ERDF CESP £2.5m Hard to Treat Home Improvements (2 year programme started in 11/12) 11/12 -2M £3.8M 348K 1m 12/13 -500K The CESP contirbution is estimated & calculated on the carbon savings as a result of the investment in private sector properties in the LSOA. Further CESP is brought in by works delivered to Council owned properties.

Total Council External Funding to be secured in 11/12 Funding in 11/12 Project Gross Cost and 12/13 & 12/13 Warmzone follow up (2 year programme started in 11/12) £686k £300k CERT £386k

CERT funding is drawn in as a result of the insulation measures installed. The figure above is estimated & based on the carbon saved and the target groups receiving measures:Able to Pay, Priority Group, Super Priority Group.

38 SERVICE AREA Directorate of Place

4 YEAR PLAN FROM/TO: 2012/2013 - 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE Bereavement Services

Expected end Expected total 2012/13 2013/14 2014/15 2015/16 Programme and Lead Officer Project Name / Location Project Works Ward Start date date (practical cost of the 4 Yr Total Budget Budget Budget Budget completion) project £000's £000's £000's £000's £000's £000's Bereavement Services Tracy Bousfield

Cemeteries & Crematoria Council Wide Service Improvements X Apr-12 Mar-16 750 225 175 175 175 750

GROSS PROGRAMME TOTAL 750 225 175 175 175 750

39 SERVICE AREA DIRECTORATE OF PLACE

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE TRANSPORT SERVICES

Expected end Expected total Programme and 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date date (practical cost of the 4 Yr Total Lead Officer Budget Budget Budget Budget completion) project

£000 £000 £000 £000 £000 £000 Vehicle Replacement Programme Roger Wilson

Replacements 2012/13 (Service Funded) X Apr-12 Mar-13 2,578 2,578 2,578 Replacements 2013/14 (Service Funded) X Apr-13 Mar-14 2,578 2,578 2,578 Replacements 2014/15 (Service Funded) X Apr-14 Mar-15 2,577 2,577 2,577 Replacements 2015/16 (Service Funded) X Apr-15 Mar-16 2,577 2,577 2,577

GROSS PROGRAMME TOTAL 10,310 2,578 2,578 2,577 2,577 10,310

40 CAPITAL INVESTMENT PLAN - 2012/13 to 2015/16

CAPITAL PLAN SUMMARY - WELLBEING AND COMMUNITIES

2012/13 2013/14 2014/15 2015/16 Service Area Budget Budget Budget Budget

£000's £000's £000's £000's

Museums & Galleries 100 0 0 0

Sports & Leisure Management 5,662 15,786 10,101 917

Wellbeing and Integration 100 0 0 0

OTHER SERVICES TOTAL (GROSS) 5,862 15,786 10,101 917

41 SERVICE AREA : WELLBEING AND COMMUNITIES

4 YEAR PLAN FROM/TO : 2012-13 TO 2015-16

LINKS WITH REVENUE ACTIVITY / SERVICE MUSEUMS & GALLERIES

Expected end Expected Programme and Lead date 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date total cost of 4 Yr Total Officer (practical Budget Budget Budget Budget the project completion) £000's £000's £000's £000's £000's £000's

Museums&Galleries Richard Butterfield

Castle Hill Ancient Monument Setting and access A 2006-07 2012-13 0 100 0 0 0 100

Total (Gross) 0 100 0 0 0 100 Less: Other funding (external) 0 0 0 0 0 0 Total (Net) 0 100 0 0 0 100

42 SERVICE AREA : WELLBEING AND COMMUNITIES

4 YEAR PLAN FROM/TO : 2012-13 TO 2015-16

LINKS WITH REVENUE ACTIVITY / SERVICE SPORTS AND LEISURE MANAGEMENT

Expected end Expected Programme and Lead date 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date total cost of 4 Yr Total Officer (practical Budget Budget Budget Budget the project completion) Sport & Leisure Management David Morby

KAL Self Finance Programme Future Development Programme X Ongoing Ongoing 4,597 1,620 620 620 617 3,477

Sub-Total (Net) 11,868 1,620 620 620 617 3,477

New Sports Centre David Morby New Sports Centre in Huddersfield Sport Centre W 2006-07 2015-16 32,314 4,042 12,166 9,481 300 25,989 New Sports Centre in Huddersfield Home Loss/Disturbance Payments W 2006-07 2013-14 500 0 0 0 0 New Sports Centre in Huddersfield (Self Funded) W 2014-15 2014-15 3,000 0 3,000 0 0 3,000 Sub-Total (Gross) 35,814 4,042 15,166 9,481 300 28,989 Sub-Total (Net) 35,814 4,042 15,166 9,481 300 28,989

Total (Gross) 48,403 5,662 15,786 10,101 917 32,466 Less: Other funding (external) -221 0 0 0 0 0 Total (Net) 48,182 5,662 15,786 10,101 917 32,466

43 SERVICE AREA: WELLBEING AND COMMUNITIES

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY/SERVICE: WELLBEING AND INTEGRATION

Expected end Project Expected 2012/13 2013/14 2014/15 2015/16 Programme and Lead Officer Project Name / Location Ward Start date date (practical 4 yr total Works Total Cost Budget Budget Budget Budget completion) £000's £000's £000's £000's £000's £000's Capital Plan Funded Projects

Other Daycare Developments (KAL North Kirklees) Kirklees Active Leisure - North Kirklees K Apr-11 Mar-13 100 100 0 0 0 100 100 100 0 0 0 100

PROGRAMME TOTAL (GROSS) 100 100 0 0 0 100 Less: Other Funding (external) 0 0 0 0 0 0 PROGRAMME TOTAL (NET) 100 100 0 0 0 100

44 CAPITAL INVESTMENT PLAN - 2012/13 to 2015/16

DIRECTORATE OF RESOURCES

2012/13 2013/14 2014/15 2015/16 Service Area Budget Budget Budget Budget

£000's £000's £000's £000's

Library and Information Centres 1,488 680 220 0

Town And Valley Committees 763 763 763 763

Support Services - IT 877 961 887 3,559

Investment in Buildings 1,771 2,301 1,930 1,240

Catering, Caretaking and Cleaning 255 0 0 0

OTHER SERVICES TOTAL (GROSS) 5,154 4,705 3,800 5,562

45 SERVICE AREA : DIRECTORATE OF RESOURCES

4 YEAR PLAN FROM/TO : 2012-13 TO 2015 -16

LINKS WITH REVENUE ACTIVITY / SERVICE Library and Information Centres

Expected end Expected Programme and Lead date 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date total cost of 4 Yr Total Officer (practical Budget Budget Budget Budget the project completion) £000's £000's £000's £000's £000's £000's

Library and Information Centres Dave Thompson Heckmondwike LIC P 2008-09 2013-14 2,041 1488 200 0 0 1,688

Ravensthorpe LIC M 2008-09 2011-12 1,800 0 0 0 0 0

Future LIC Development X 2010-11 2014-15 1700 0 480 220 0 700

Previous Year Commitments/LICS Programme Development Retention Payments, Feasibility, Programme Management X 2008-09 2013-14 934 0 0 0 0 0

Total (Gross) 9,033 1,488 680 220 0 2,388 Less: Other funding (external) 0 0 0 0 0 0 Total (Net) 9,033 1,488 680 220 0 2,388

46 SERVICE AREA Directorate of Resources

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE Area Committees

Expected end Expected total Programme and Project 2012/13 2013/14 2014/15 2015/16 Project Name / Location Ward Start date date (practical cost of the 4 Yr Total Lead Officer Works Budget Budget Budget Budget completion) project £000's £000's £000's £000's Area Committees

Batley, Birstall & Birkenshaw X On-going On-going 99 99 99 99 785 Denbydale, Kirkburton & Mirfield X On-going On-going 99 99 99 99 721 Dewsbury X On-going On-going 99 99 99 99 671 Huddersfield X On-going On-going 231 231 231 231 1,911 Spen X On-going On-going 99 99 99 99 682 Valleys X On-going On-going 132 132 132 132 1,076 To be allocated X On-going On-going 4 4 4 4 20

GROSS PROGRAMME TOTAL 0 763 763 763 763 5,866

47 SERVICE AREA DIRECTORATE OF RESOURCES

4 YEAR PLAN FROM/TO: 2012/13 TO 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE SUPPORT SERVICES - IT

Expected end Expected total Project 2012/13 2013/14 2014/15 2015/16 Project Name / Location Ward Start date date (practical cost of the 4 Yr Total Works Budget Budget Budget Budget completion) project

£000's £000's £000's £000's £000's £000's IT Delivery

IT Replacement Strategy (Service Funded) X Ongoing 2,977 30 101 87 2,759 2,977 Microsoft Enterprise Agreement X Ongoing 107 47 60 107 Corporate Infrastructure & Corp Facilities (Service Funded) X Ongoing 3,200 800 800 800 800 3,200

GROSS PROGRAMME TOTAL 6,284 877 961 887 3,559 6,284

48 SERVICE AREA DIRECTORATE OF RESOURCES

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE Investment in Buildings

Expected Expected Programme and Lead end date total cost 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date 4 Yr Total Officer (practical of the Budget Budget Budget Budget completion) project Mark Gregory Programme 1 Public Access Buildings £000's £000's £000's £000's £000's £000's

Mark Gregory CCRM/DDA Contingency Ongoing Ongoing 2,393 375 375 375 375 1,500

Programme 2 Condition Works - Sports & Leisure Management David Morby KC funded programme Condition, Repairs and Maintenance X Ongoing Ongoing 7,271 675 1,209 675 675 3,234

Mark Gregory/ Programme 5 Town Halls/Public Halls and Registrars

Dewsbury Town Hall & Registrars Re-Roof , External Repairs & Access, RelocateK Registrars2009-10 2012-13 2,751 100 0 0 0 100

Dave Thompson Programme 6 Huddersfield Library W 2011-12 2015-16 2,558 621 717 880 190 2,408

GROSS PROGRAMME TOTAL 27,924 1,771 2,301 1,930 1,240 7,242

49 SERVICE AREA PHYSICAL RESOURCES & PROCUREMENT

4 YEAR PLAN FROM/TO: 2012/13 to 2015/16

LINKS WITH REVENUE ACTIVITY / SERVICE CATERING, CARETAKING AND CLEANING

Expected end Expected Programme and date 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date total cost of 4 Yr Total Lead Officer (practical Budget Budget Budget Budget the project completion) £000's £000's £000's £000's £000's £000's Annette Bird

Investment Programme in Schools Catering Miscellaneous X 2010-11 2012-13 855 255 255

GROSS PROGRAMME TOTAL 855 255 0 0 0 255 LESS FUNDING CONTRIBUTIONS 0 0 0 0 0 0 NET PROGRAMME TOTAL 855 255 0 0 0 255

50 SERVICE AREA : Contingencies and Corporate Policy Initiatives

4 YEAR PLAN FROM/TO : 2012-13 TO 2015-16 LINKS WITH REVENUE ACTIVITY / SERVICE

Expected end Expected Programme and Lead 2012/13 2013/14 2014/15 2015/16 Project Name / Location Project Works Ward Start date date (practical total cost of 4 yr total Officer Budget Budget Budget Budget completion) the project £000's £000's £000's £000's £000's

Kirklees College Loan (Self Funded Loan) Residual self funding loan linked to cash flow X 0 -3500 -3500 0 0 -7000

To address one off capital costs associated with the I&E programme. Contingency subject to detailed business case of self Organisational Risks financing investments X 28,500 7,000 4,000 0 0 11000 0 Stadium 1842 750 750

30,342 4250 500 0 0 4750

51 (c)

Name of meeting: Corporate Governance and Audit Committee 03 February 2012

Cabinet 07 February 2012

Council 22 February 2012

Title of report: Treasury Management Strategy 2012/13

Is it likely to result in spending or Yes saving £250k or more, or to have a significant effect on two or more electoral wards?

Is it in the Council’s Forward Plan? No

Is it eligible for “call in” by Scrutiny? No

Date signed off by Director David Smith, Director of Resources 18 January 2012 Is it signed off by the Director of Yes Resources? 18 January 2012

Is it signed off by the Acting No legal implications Assistant Director – Legal and Governance? Cabinet member portfolio Corporate and Finance

Electoral wards affected and Ward councillors consulted: All

Public or private: Public

1. Purpose of report

1.1 The Council has formally adopted CIPFA’s Code of Practice on Treasury Management, and is thereby required to consider a treasury management strategy before the start of each financial year. In addition, the Department for Communities and Local Government (DCLG) issued guidance on local authority investments in March 2010, which requires the Council to approve an Investment Strategy before the start of each financial year.

1.2 This report meets the requirements of both the Code and the DCLG Guidance, outlining future borrowing and investment strategies, laying down a policy for repayment of debt and the use of derivatives, and setting out certain treasury management indicators. It also proposes a methodology for dealing with the reforms on housing finance to be implemented under the Localism Act 2011 that will affect treasury management. In addition, the latest edition of the Code of Practice requires some amendments to the Council’s Treasury Management Policy Statement and the Council is asked to formally adopt a revised statement.

1.3 The Corporate Governance and Audit Committee undertake a scrutiny role with regard to treasury management. Training has been provided to members of that committee.

2. Key points

2.1 Outlook for the economy and interest rates 2.1.1 The UK economy is continuing its weak recovery from the 2008/09 recession, with GDP growth forecast to be around just 1.0% in 2011 and likely to remain sluggish throughout much of 2012. Government spending cuts, rising unemployment and uncertain export markets are conspiring to keep demand low, and a “double dip” recession cannot be ruled out. Consumer price inflation, which peaked at 5.2% in September, is expected to fall sharply as one-off factors like 2010’s VAT increase and fuel price rises fall out of the annual comparison.

2.1.2 In these circumstances, the Bank of England is unlikely to raise Bank Rate for several months, and additional quantitative easing is seen by many as being more likely than rate increases in the near future. However, once a more robust recovery appears to be taking root, the Bank is likely to prefer to gradually raise interest rates earlier, rather than waiting too late and needing to make a sharp correction.

2.1.3 The Eurozone sovereign debt crisis remains a major driver of market sentiment and with the UK seen as a safe haven, gilt yields and hence Public Works Loan Board (PWLB) rates have fallen markedly this year. Assuming that there is some resolution to the crisis, long-term rates are likely to climb back to more normal levels in 2012/13 and beyond.

2.1.4 A second UK recession or a European sovereign default would see short and long term interest rates remaining lower for longer, while a faster economic recovery and a bold solution to the Eurozone crisis would likely see rates rise more quickly.

2.1.5 The Council’s Treasury Management Advisor (Sterling) forecasts interest rate as follows:

Average Base Rate 25 Year PWLB Rate 2012/13 0.7% 4.5% 2013/14 1.5% 4.7% 2014/15 2.5%+ 4.9%+

2.2 Borrowing and Investment – General Strategy for 2012/13 2.2.1 The policies for borrowing and investing are intrinsically linked. At one extreme, an authority might borrow externally at a level equivalent to its Capital Financing Requirement (CFR), that is its underlying need to finance capital expenditure by borrowing or other long-term liability arrangements. If it chooses to have indebtedness to this level, it is likely that it would be investing externally an amount equivalent to its total reserves, balances and net creditors. At the other extreme, an authority can choose not to invest externally but instead use these balances to effectively “borrow internally” and minimise external borrowing. In between these two extremes, an authority may have a mixture of external and internal investments / external and internal borrowing.

2.2.2 Forecasts for CFR as at 31 March are as follows:

2012/13 2013/14 2014/15 £m £m £m CFR 808 838 830

2.2.3 Prior to 2009/10 the Council’s policy had been to borrow up to its CFR. The reason for following this policy rather than minimise external borrowing were largely twofold:

Firstly, under the prudential borrowing regulations, the Government has the right to impose restrictions on overall authority borrowing, if it is felt to be in national economic interests. Although the method of control has never been clarified, it was felt quite possible that limits may have been placed on external borrowing levels and possibly disadvantaged those authorities that were not maximising such. Secondly, the external investment of balances had been more advantageous in terms of achieving budgetary benefits. The investment of these monies had earned a better return for the Council (sometimes over 2%) than could be achieved by minimising its borrowing.

2.2.4 With the onset of instabilities in the financial markets and the economic downturn, the policy changed to one of ensuring the security of the Council’s balances. This coincided with dramatic falls in investment returns making the budgetary benefit of maximising external borrowing more marginal (less than 0.5%). Thus, the Council has chosen to steadily reduce monies externally invested and instead has used balances to offset new borrowing requirements. As at 31 March 2012, the Council is expected to have around £30 million invested externally, primarily in instant access accounts or short-term deposits, with the major British owned banks, building societies or Money Market Funds. This can be compared with mid 2008 when external investments were averaging £170 million.

2.2.5 The Director of Resources believes that the borrowing and investment strategy for 2012/13 must continue to place emphasis on the security of the Council’s balances. Until there is further improved confidence in the financial markets, it is recommended that balances should only be invested to a level which is perceived to be very secure and which is needed in terms of liquidity (helping to meet the day-to-day cash flow requirements of the authority). The remainder of the balances will be effectively invested internally, that is used to offset borrowing requirements.

2.3 Investment Strategy 2.3.1 Investment guidance issued by DCLG requires that an investment strategy, outlining the authority’s policies for managing investments in terms of risk, liquidity and yield, should be approved by full Council or equivalent level, before the start of the financial year. This strategy can then only be varied during the year by the same executive body.

2.3.2 The guidance splits investments into two types – specified and non- specified.

Specified investments are those offering high security and liquidity. All such investments should be in sterling with a maturity of no more than a year. Investments made with the Government (DMADF) and a local authority automatically count as specified investments, as do investments with bodies or investment schemes of “high credit quality”. It is for individual authorities to determine what they regard as “high credit quality”. Non-specified investments have greater potential risk, being investments with bodies that have a credit rating below “high credit quality” or credit rated at all, and investments over a year.

2.3.3 It is estimated that the Council will have the following balances (reserves, revenue balances and net creditors) to invest:

2012/13 2013/14 2014/15 £m £m £m Average Balances 139 117 104

Some of these balances relate specifically to the HRA.

2.3.4 As outlined in section 2.2 above, it would be possible to invest all these balances externally and by doing so gain a marginal budgetary benefit over the next twelve months. To do this, the Council would have to invest for periods up to a year, reduce internal borrowing and replace with external borrowing, and substantially increase the individual counterparty limits (currently £10m) and/or adopt lower credit ratings in order to create sufficient investment opportunities.

2.3.5 Officers believe this would be a high risk strategy and cannot recommend it, despite the possible budgetary benefit. Government guidelines and CIPFA’s Code of Practice both emphasize that strategies must give priority to security and liquidity before seeking the highest return. It is believed that any increase in counterparty limits or any change in credit ratings in such financially turbulent times is inappropriate and will substantially increase the Council’s exposure to risk.

2.3.6 As stated in 2.2.5 above, it is recommended that the investment strategy for 2012/13 maintain a low risk strategy giving priority to security and liquidity, and as such invest an average of around £30 million externally, largely for the purpose of managing day-to-day cash flow requirements. The remaining balances will be invested “internally”, offsetting borrowing requirements.

2.3.7 The investment policy detailed in Appendix A contains both specified and non-specified investment opportunities, recognising through the limits proposed, the slightly higher risk of non-specified investments.

2.3.8 In terms of specified investments, it is proposed that:

The Council is able to invest an unlimited amount with the DMADF (the Government deposit facility) for up to 6 months (the maximum period offered by DMADF). The Council is able to invest up to £10 million and up to a year with individual local authorities and Money Market Funds/ banks/ building societies with a high short-term and long-term credit rating. The Council is able to invest up to £10 million and up to three months with banks and building societies with a high short-term and a slightly lower long-term credit rating.

2.3.9 As far as non-specified investments are concerned, it is proposed that:

The Council is able to invest up to £3 million for up to three months with individual building societies that are lesser rated but that have assets over £2 billion. The building society movement as a whole has a very secure history and remains strong from both a financial and regulatory viewpoint. In the event of insolvency, local authority deposits would be paid out before retail deposits. The Council is able to invest up to £3 million with individual banks and building societies with a high short and long-term credit rating, for investment periods between one and three years. The Council adopts an overall limit of £20 million and a limit of up to £10 million which could be invested for periods between one and three years. Although it is proposed at this time that all new investments be kept to short periods, the latter facility to allow investments for longer periods has been kept in the strategy for flexibility reasons, just in case market conditions significantly change.

2.3.10 A maximum limit of £10 million applies to any one counterparty and this also applies to a banking group rather than each individual bank within a group.

2.3.11 Investments in banks based in foreign countries will be limited to those that hold a high sovereign credit rating (AAA, AA+ or AA) from all three credit rating agencies, and to a maximum of £10 million per country. The sovereignty rating limit will not apply to MMFs and there is no limit on investments in the UK.

2.3.12 For illustrative purposes, Appendix B lists which banks and building societies, the Council could invest with based on credit ratings at the beginning of December 2011.

2.3.13 The Council uses credit ratings from the three main rating agencies - Fitch, Moody’s and Standard & Poor’s to assess the risk of investment defaults. The lowest credit rating will be used to determine credit quality. Long term ratings are expressed on a scale from AAA (the highest quality) through to D (indicating default). Ratings of BBB- and above are described as investment grade, while ratings of BB+ and below are described as speculative grade. The Council’s credit rating criteria are set to ensure that it is unlikely that the Council will hold speculative grade investments, despite the possibility of repeated downgrades.

2.3.14 Where an entity has its credit rating downgraded so that it fails to meet the approved investment criteria:

No new investments will be made; Any existing investments that can be recalled at no cost will be recalled; Full consideration will be given to the recall of any other existing investments.

2.3.15 Where a credit rating agency announces that a rating is on review for possible downgrade (“negative watch”) so that it is likely to fall below the required criteria, then no further investments will be made in that organisation until the outcome is announced. This policy will not apply to negative outlooks.

2.3.16 Full regard will be given to other available information on the credit quality of banks and building societies, including credit default swap prices, financial statements and rating agency reports. No investments will be made with an organisation if there are substantive doubts about its credit quality, even though it may meet the approved criteria.

2.3.17 Investments may be made using the following instruments:

Interest paying bank accounts Fixed term deposits Call or notice deposits Callable deposits Shares in money market funds Treasury bills and gilts issued by the UK Government

2.3.18 In addition to the above, it should be noted that the Council has a number of current bank accounts which it uses for operational purposes. Although not placing money for return with these banks, the Council has both overnight and daylight exposure to risks in using such accounts. The Council’s main banker is the Co-operative Bank and although the Council would not leave material amounts in its current account overnight, there are occasions during the day where there are significant credit balances before these are cleared later in the day. In this way the Council has daylight exposure to risk of loss. Certain schools have current accounts with the Yorkshire Bank and Lloyds where amounts are held overnight. The ratings for the Co-operative and Yorkshire Banks are currently below those laid down in the Council’s investment policy but are still “investment grade” as described in 2.3.13 above. Officers will continue to monitor the ratings of these banks closely and take appropriate action to try and minimise risk.

2.3.19 Annual cash flow forecasts are prepared which are continuously updated. This helps determine the maximum period for which funds may be prudently committed.

2.3.20 Investment policy and performance will be monitored continuously and will be reported to Members twice during the year and as part of the annual report on Treasury Management.

2.4 Borrowing Requirement and Strategy 2.4.1 The Council’s external borrowing requirement is estimated as follows:

2012/13 2013/14 2014/15 £m £m £m Increase in CFR 44 31 -8 Loans maturing 16 16 17 Changes in balances 26 19 5 86 66 14 PFI liability -31 -25 -3 Total external borrowing requirement 55 41 11

2.4.2 When taking new borrowing, due attention will be paid to the authority’s debt maturity profile. It is good practice to have a maturity profile for long- term debt which does not expose the Council to a substantial borrowing requirement in years when interest rates may be at a relatively high level. In accordance with the requirements of the Code, the Council sets out limits with respect to the maturity structure of its borrowing later in this report.

2.4.3 It is predicted that as at 31 March 2012, the Council will have total external borrowing and other long-term liabilities of up to £641.8 million. This is analysed as follows:

Estimated Total debt as at 31 March 2012 £m % PWLB fixed loans 366.2 57 PWLB variable loans 9.5 2 Loan stock 7.0 1 LOBOs 105.0 16 Temporary borrowing 72.4 11 Other lt liabilities (mainly PFI) 81.7 13 TOTAL 641.8 100

2.4.4 Historically, the biggest source of borrowing for local authorities has been PWLB loans. These Government loans have offered value for money and also flexibilities to restructure and make possible savings. However, the Government’s decision in October 2010 to raise rates for new PWLB loans means that other sources of finance may be more favourable.

2.4.5 The Council also has LOBO (Lender’s Option, Borrower’s Option) loans. The way these loans work is that the Council pays interest at a fixed rate for an initial period and then the lender has the option in the secondary period to increase the rate. If the option is exercised, the Council can either accept the new rate or repay the loan. These agreements typically have initial periods up to 10 years and total periods up to 60 years. The Council’s current limit on LOBO borrowing is set at 30% of long-term debt.

2.4.6 Other borrowing products are being developed by the commercial sector, including publicly listed and privately placed bond issues. These will be evaluated alongside all products.

2.4.7 In terms of meeting the Council’s borrowing requirement over the next three years, as short-term rates are forecast to stay low, it may be opportune to take short-term loans either at fixed or variable rates. However, with long term rates forecast to rise in the coming years, any such short term savings will need to be balanced against potential longer term costs. As noted in the next section, the requirements of the General Fund and the HRA may be different.

2.4.8 The PWLB allows authorities to repay loans before maturity and either pay a premium or receive a discount according to a set formula based on current interest rates. The Council may take advantage of this and replace some of the higher rate loans with new loans at lower interest rates where this will lead to an overall saving or reduce risk.

2.4.9 Borrowing policy and performance will be continuously monitored throughout the year and will be reported to Members.

2.5 HRA Self-financing Reforms 2.5.1 The Localism Act 2011 will introduce reforms on housing finance starting from 2012/13. The housing subsidy system will be abolished which will result in the Government effectively repaying around £29 million of Council debt. In addition, the Council needs to allocate existing and future borrowing costs between HRA and General Fund as the current statutory method of apportioning debt charges will cease.

2.5.2 Appendix C details the treasury management decisions to be made resulting from this reform and proposes a way forward. One of the recommendations is that existing long-term debt is split into two pools (HRA and General Fund) and then going forward loans specific for HRA and General Fund funding will be allocated to the two pools as required.

2.5.3 Future borrowing requirements and debt repayment decisions for both pools will be taken independently, but there may be cases where it may be in the best interests of the authority as a whole to take a particular course of action. For example, it may be that one pool wishes to repay loans and the other to take on new loans, and it may represent value for money for the Council to internally transfer the loan at that point.

2.5.4 Although the loans are split for this purpose, the loans themselves remain a debt of the overall authority and are charged indifferently on all revenues in accordance with the 2003 Local Government Act.

2.6 Statement of Policy on the Minimum Revenue Provision 2.6.1 The Local Authorities (Capital Finance and Accounting) (England) Regulations 2008, which came into effect on 31 March 2008, replaced the former statutory rules for calculating MRP with a requirement for each local authority to determine a “prudent” provision. The regulations require authorities to draw up a statement of their policy on the calculation of MRP which requires approval by full Council in advance of the year to which it applies. The recommended policy statement is detailed at Appendix D.

2.7 Policy on the Use of Financial Derivatives 2.7.1 Local authorities (including this Council) have in the past made use of financial derivatives embedded into loans and investments both to reduce interest rate risk (e.g. interest rate collars and forward deals) and to reduce costs or increase income at the expense of greater risk (e.g. LOBO loans).

2.7.2 The Localism Bill 2011 includes a general power of competence that appears to remove the uncertain legal position over local authorities’ use of standalone financial derivatives (i.e. those that are not embedded into a loan or investment). The latest CIPFA Code requires authorities to clearly detail their policy on the use of derivatives in the annual strategy.

2.7.3 The Council will only use standalone financial derivatives (such as swaps, forwards, futures and options) where it is confident it has the powers to enter into such transactions. They will only be used for the prudent management of its financial affairs and never for speculative purposes and where it can be clearly demonstrated to reduce the overall level of the financial risks that the Council is exposed to. Additional risks presented, such as credit exposure to derivative counterparties, will be taken into account when determining the overall level of risk. Embedded derivatives will not be subject to this policy, although the risks they present will be managed in line with the overall treasury risk management strategy.

2.8 Treasury Management Indicators and Policy Statement 2.8.1 The Council is asked to approve certain treasury management indicators, the purpose of which is to contain the activity of the treasury function within certain limits, thereby reducing the risk or likelihood of an adverse movement in interest rates or borrowing decision impacting negatively on the Council’s overall financial position. However, if these are set to be too restrictive they will impair the opportunities to reduce costs. The indicators are set out in Appendix E.

2.8.2 The CIPFA Code of Practice recommends that local authorities formally adopt a treasury management policy statement defining the policies and objectives of their treasury management activities. The Council approved its existing policy statement in 2002 and this now needs updating in line with recommendations in the latest edition of the Code. The new statement is set out in Appendix F.

2.9 Other Matters 2.9.1 The DCLG Investment Guidance also requires the Council to note the following matters each year as part of the investment strategy:

(i) Investment Consultants The Council contracts with Sterling Consultancy Services to provide advice and information relating to its investment and borrowing activities. However, responsibility for final decision making remains with the Council and its officers. The services received include:

Advice and guidance on relevant policies, strategies and reports; Advice on investment decisions; Notification of credit ratings and changes; Other information on credit quality; Advice on debt management decisions; Accounting advice; Reports on treasury performance; Forecasts of interest rates; and Training courses.

The quality of the service is monitored on a continuous basis by the Council’s treasury management team.

(ii) Investment Training The needs of the Council’s treasury management staff for training in investment management are assessed on a continuous basis, and formally on a 6-monthly basis as part of the staff appraisal process. Additionally training requirements are assessed when the responsibilities of individual members of staff change. Staff attend training courses, seminars and conferences as appropriate.

(iii) Investment of money borrowed in advance of need The Council may, from time to time, borrow in advance of need, where this is expected to provide the best long term value for money. However, as this would involve externally investing such sums until required and thus increasing exposures to both interest rate and principal risks, it is not believed appropriate to undertake such a policy at this time.

2.9.2 Members are aware that the Council had a £1 million investment with a failed Icelandic bank. On 28 October 2011, the Icelandic Appeal Court upheld the decision that local authority deposits have priority status and the latest estimates are that the Council will receive 98% of both its principal and interest back (subject to foreign exchange movements). However, it is predicted that some of these monies may not be received until 2015/16.

3. Implications for the Council

3.1 The strategies outlined have been reflected in the treasury management and HRA budgets.

4. Consultees and their opinions

4.1 This report has been prepared by the Director of Resources after consultation with Sterling Treasury Management Consultants.

5. Next steps

5.1 This will be considered at Budget Council and monitored in reports submitted as outlined within the report.

6. Officer recommendations and reasons

Subject to any comments by the Corporate Governance and Audit Committee, Cabinet are asked to recommend the following for approval by Council:

(i) the investment strategy outlined in section 2.3 and Appendix A; (ii) the borrowing strategy outlined in section 2.4; (iii) the proposals for dealing with HRA finance reform as outlined in Appendix C. (iv) the policy for provision of repayment of debt outlined in Appendix D of the report; (v) the treasury management indicators in Appendix E. (iv) the updated Treasury Management Policy Statement in Appendix F.

7. Cabinet portfolio holder recommendation The report and recommendations be submitted to Council.

8. Contact officer and relevant papers Tim Mitchell, Accountancy Service Manager, 01484 221171 (860 1171)

CIPFA’s Code of Practice on Treasury Management in the Public services CIPFA’s Prudential Code for Capital Finance in Local Authorities.

9. Strategic CFM responsible Philip Deighton, 01484 414248 (8604248)

Appendix A KIRKLEES COUNCIL – INVESTMENT POLICY

Specified Short-term Credit Ratings / Investment Limits per Long-Term Credit Ratings Counterparty Fitch Moody’s Standard & £m Period (6) Poors Bank / Building Soc (1) F1 P-1 A-1 10 <12mth AAA,AA+ Aaa, Aa1, AAA,AA+ AA,AA- Aa2,Aa3 AA,AA- Bank / Building Soc (1) F1 P-1 A-1 10 <3mth A+,A A1,A2 A+,A MMF (3) AAA Aaa AAA 10 n/a DMADF (4) - - - Unlimited <6mth Local Auths - - - 10 <12mth

Non-Specified (5) Short-term Credit Ratings / Investment Limits per Long-Term Credit Ratings Counterparty Fitch Moody’s Standard & £m Period (6) Poors Bank / Building Soc (2) F1 P-1 A-1 3 12mth – 36mth AAA,AA+ Aaa,Aa1 AAA,AA+ AA,AA- Aa2,Aa3 AA,AA- Lesser rated Building - - - 3 <3mth Soc with assets >£2bn

(1) Maximum limit of £10 million applies to any one counterparty and this also applies to a banking group rather than each individual bank within a group. (2) Limit of £3 million applied to a banking group rather than each individual bank within a group. (3) Money Market Funds are pooled funds that invest in short-term money market instruments. They are actively managed within transparent guidelines and offer security of capital, high liquidity and relatively competitive returns. The quality of funds is monitored by the credit rating agencies and also a trade association for MMFs. These funds tend to be instant access/ 2 day notice period. When investing in these funds, full consideration will be given to the direct exposure the Council might already have with counterparties being used in a particular fund. (4) The DMADF facility is the Government’s deposit taking facility. (5) Overall limit of £20 million and limit of £10 million for investments between one and three years. (6) The investment period begins from the commencement to invest, rather than the date on which funds are paid over. Limit of £10 million on investments for periods longer than 364 days.

Appendix B

POTENTIAL BANK/BUILDING SOCIETY COUNTERPARTIES BASED ON THE CREDIT RATINGS IN APPENDIX A * Counterparty Country Short-term Long-term limit limit Barclays Bank UK £10m <3mths n/a Close Brothers UK £10m <3mths n/a HSBC UK £10m <12mths £3m <3 years Lloyds Banking Group Bank of Scotland UK £10m <3mths n/a Lloyds TSB Bank UK £10m <3mths n/a Royal Bank of Scotland Group National Westminster UK £10m <3mths n/a Royal Bank of Scotland UK £10m <3mths n/a

Nationwide BS UK £10m <3mths n/a

National Australia Bank Group National Australia Bank Australia £10m <12mths £3m <3 years

DBS Bank Singapore £10m <3mths n/a

Non-specified lesser rated Building Societies Yorkshire BS UK £3m <3mths n/a Coventry BS UK £3m <3mths n/a Skipton BS UK £3m <3mths n/a Leeds BS UK £3m <3mths n/a West Bromwich BS UK £3m <3mths n/a Principality BS UK £3m <3mths n/a Newcastle BS UK £3m <3mths n/a Nottingham BS UK £3m <3mths n/a

Appendix C

HRA SELF-FINANCING REFORMS – TREASURY MANAGEMENT IMPLICATIONS

1. Background 1.1 Under the reforms due to start apply from 2012/13 onwards, local authorities need to review their treasury management policies for HRA. Decisions to be made include - a method of allocating existing and future borrowing costs between HRA and the General Fund as the current statutory method of apportionment will cease to apply. a policy for debt repayment a methodology for the allocation of interest for HRA positive cash flows/balances.

1.2 As per CIPFA guidelines, the underlying principles of the overall changes are – at transition, there must be no detriment to the General Fund the solution should be broadly equitable between HRA and General Fund future charges to the HRA in relation to borrowing are not influenced by General Fund decisions, giving a greater degree of independence, certainty and control. uninvested balance sheet resources which allow borrowing to be below the CFR are properly identified between General Fund and HRA.

1.3 On 28 March 2012, the government will effectively pay off about £29 million of HRA (PWLB) debt to negate the effect of losing the Subsidy payment from 2012/13 onwards. As at 1 April 2012, HRA debt will stand at around £214 million.

2. Methodologies for interest allocation 2.1 Two-Pool Approach Existing debt is divided on the basis that only long term loans will be split and new debt will be taken separately for HRA and General Fund as required. Based on this, HRA debt would be a mixture of PWLB loans, market loans (LOBOs) and loan stock.

2.2 One-Pool Approach This broadly maintains the current methodology (ie similar to the current calculation for the “Item 8 Debit”) whereby the loans of the authority (long-term and short-term) are not split between HRA and General Fund, and charges are based on an apportionment method.

2.3 Three-Pool Approach Under this approach the existing loan pool becomes one residual pool. Borrowing for new capital expenditure, additional loans to cover under-borrowing and replacement loans are allocated to separate pools, one for housing and one for General Fund. This would be most administratively complicated process.

The Council has what is effectively an earmarked loan with PWLB of around £22 million which was used to give a loan to Kirklees College. For whichever approach is adopted, it is proposed on grounds of equitability, that this loan should be taken out of the portfolio before the loans are split, and wholly allocated to General Fund. (It is acknowledged that part of this loan will be repaid by the government on 28 March).

2.4 The two-pool approach is the methodology being favoured by CIPFA. It separates the debt such that there will be a greater degree of independence, certainty and control in terms of decision making on borrowing for both HRA and General Fund. Under the one pool approach, interest rates will be influenced by new borrowing, the vast majority of which over the next few years will be for General Fund purposes only.

2.5 Under the two-pool approach, HRA would initially be charged an interest rate of 5.3%. The interest rate under the one-pool approach is much lower at 4.3% due to the inclusion of short-term debt which is currently at rates below 1%. This amounts to an initial difference of £1.9m in terms of interest charged to HRA. However, after 5 years the rates will have equalised to around 4.7% and it is estimated that over the life of the business plan total charges to HRA will be roughly the same.

2.6 It is recommended that the two-pool approach be adopted by the Council, with all types of long-term debt being split pro rata HRA total debt outstanding (excluding the College loan as noted earlier). Guidance suggests that loans could be divided on alternative basis if achieving a similar impact, for example it may be better to allocate market loans to General Fund because of inflexibilities of repaying these loans early which HRA may desire. However, there are interest risks attached to market loans for which it is arguably unfair for General Fund to wholly stand.

2.7 If HRA decides to undertake new borrowing at some point in the future, an appropriate decision will have to be made whether to fund it by long-term or short- term borrowing. For new long-term debt, this will be taken as a separate loan to be added to the HRA loan pool. However, it is not envisaged any short-term borrowing will be specifically allocated to HRA. Any need for such borrowing will be picked up as part of the cash flow calculation discussed in section 4 later.

3. Debt Repayment

3.1 As at April 2012, HRA will have around £214 million debt outstanding. Under the old rules, HRA was exempt from having to make provision for the repayment of debt and the subsidy rules were not structured in such way to encourage authorities to voluntarily pay off debt.

3.2 Under the Prudential Code for Capital Finance, an authority’s repayment policy has to be “prudent”. As a minimum, it might be expected that 2% of the debt balance is written off each year but it may be more prudent to write down debt in line with depreciation of the assets. The average life of housing assets, after taking account of componentisation, is likely to be around 50 years, so a minimum of about £4.4 million should be repaid each year in terms of existing debt in order to be “prudent”.

3.3 It is probably in the best interest of HRA to make provision to repay as much debt as is affordable, but such a policy would also depend on how much debt the authority is actually repaying to lenders. If the two-pool methodology is adopted, it would be logical to align HRA’s provision for debt repayments with actual external debt repayments. However, the problem with this policy is that the authority’s debt repayment profile is not even - there is a total of £136 million being repaid to lenders over the next 12 years and then the majority of the authority’s remaining debt is not due to be repaid for 25 – 50 years. There are ways to handle repayment provisions by the HRA which are above actual scheduled debt repayments, such as early repayments of actual debt or transferring debt to the General Fund. As interest rates are set at the moment, early repay of external debt would result in expensive penalties, but as interest rates are forecast to rise over the next few years, these penalties should steadily reduce.

3.4 It is proposed that over the next 10 years HRA makes provision for debt repayments equal to its share of the actual external debt repayments. This is affordable within the business model and on average is above the minimum HRA should be setting aside for repayment of debt. Debt repayment policy after this period will be reassessed in later years in light of affordability, the costs of the early repayment of external debt and the new borrowing needs of General Fund.

4. Interest on cash flows

4.1 Under the existing rules, HRA receives interest on its balances and reserves (Major Repairs Reserve) via the Item 8 Credit calculation. Basically, it is proposed that this calculation will be maintained but needs to be further refined to include any material cash flow streams which HRA should benefit from/be charged for. This may include short term borrowing for capital expenditure, and debtor and creditor balances at the start and end of the year. The interest rate used will probably be the annual average investment rate for the authority.

5. Recommendations

5.1 It is recommended –

(i) That the two pool approach is adopted for managing and allocating debt between HRA and General Fund (ii) That HRA makes provision for debt repayments equal to its share of the actual scheduled external debt repayments (iii) That HRA receives interest on cash flows as described in 4.1 above

Appendix D

STATEMENT OF POLICY ON THE MINIMUM REVENUE PROVISION

1. Background 1.1 Until recently, the amount of MRP to be charged was determined by regulation (equivalent to 4% of the capital borrowing considered to be outstanding at the beginning of the financial year), although authorities were allowed to make an additional “voluntary” charge to the revenue account.

1.2 The Local Authorities (Capital Finance and Accounting) (England) Regulations 2008 which came into force on 31 March 2008, replaced the detailed statutory rules for calculating MRP with a requirement to make an amount of MRP which the authority considers “prudent”.

2. Prudent Provision 2.1 The regulation does not itself define “prudent provision”. However, guidance issued alongside the regulations makes recommendations on the interpretation of that term.

The guidance provides two basic criteria for prudent provision:-

Borrowing not supported by government grant (prudential borrowing) – the provision for repayment of debt should be linked to the life of the asset.

Borrowing supported by government grant (supported borrowing) - the provision should be in line with the period implicit within the revenue support grant determination (4% reducing balance).

2.2 The guidance then suggests four options for repayment of debt, but also acknowledges that other approaches can be used, provided that they are fully consistent with the statutory duty to make prudent revenue provision. The suggested options are:

(i) Options 1 and 2 – largely follow the current practice of making a provision (MRP) of 4% of debt outstanding. The difference between options 1 and 2 relates to the method of calculating debt outstanding.

(ii) Option 3 – determines MRP by reference to the life of the asset. This can be done either by using an equal instalment method or an annuity method (where the amount increases each year).

(iii) Option 4 – is similar to Option 3 but links MRP with the standard rules for depreciation accounting.

2.3 The guidance makes it clear that Options 1 and 2 should normally be used only for Government supported borrowing, whereas there are no restrictions on the use of Options 3 and 4.

3. Proposed policy for 2012/13 3.1 The Director of Resources recommends the following policy for making prudent provision for MRP for 2012/13 onwards:

General Fund Supported Borrowing Provision to be made equivalent to 4% of capital debt outstanding at the beginning of the year.

General Fund Unsupported Borrowing For vehicles, computers, and other service funded schemes, provision to be made over the estimated life of the asset for which borrowing is undertaken. Provision to commence in the year of purchase. For PFI schemes, provision to equal the part of the unitary payment that writes down the balance sheet liability, together with amounts relating to lifecycle costs incurred in the year. For all other unsupported borrowing, provision to be made over the estimated life of the asset for which borrowing is undertaken. Provision to commence in the year following purchase. (As this unsupported borrowing is unhypothecated to capital schemes, this calculation will be based on some pro rata allocations of schemes of funding).

HRA – Borrowing Provision to be made for debt repayments equal to its share of any scheduled external debt repayments.

3.3 The effect of this policy has been taken account in the budget for treasury management and HRA.

Appendix E

TREASURY MANAGEMENT INDICATORS

Net and Gross Debt (new for 2012/13) The authority is required to set for forthcoming year and the following two years upper limits on the proportion of net debt compared to gross debt. This indicator is to highlight where an authority may be borrowing in advance of need. It is recommended to set a net debt limit of 100% of gross debt for all three years.

Interest Rate Exposures While fixed rate borrowing can contribute significantly to reducing the uncertainty surrounding future interest rate scenarios, the pursuit of optimum performance justifies retaining a degree of flexibility through the use of variable interest rates on at least part of the treasury management portfolio. The Code requires the setting of upper limits for both variable rate and fixed interest rate exposure.

It is recommended that the Council sets an upper limit on its fixed interest rate exposures for 2011/12, 2012/13 and 2013/14 of 100% of its net interest payments. It is further recommended that the Council sets an upper limit on its variable interest rate exposures for 2011/12, 2012/13 and 2013/14 of 40% of its net interest payments.

This means that fixed interest rate exposures will be managed within the range 60% to 100%, and variable interest rate exposures within the range 0% to 40%.

Maturity Structure of Borrowing This indicator is designed to prevent the Council having large concentrations of fixed rate debt* needing to be replaced at times of uncertainty over interest rates. It is recommended that the Council sets upper and lower limits for the maturity structure of its borrowings as follows:

Amount of projected borrowing that is fixed rate maturing in each period as percentage of total projected borrowing that is fixed rate Upper Limit (%) Lower Limit (%) Under 12 months 20 0 Between 1 and 2 years 20 0 Between 2 and 5 years 60 0 Between 5 and 10 years 80 0 More than 10 years 100 20

*LOBOs are only classed as fixed rate debt when the interest rate cannot be varied within a period of twelve months.

Total principal sums invested for periods longer than 364 days It is recommended that the Council can invest sums up to a total of £10 million for periods longer than 364 days. (Although as stated previously, it is not envisaged currently that any new investments will be placed for periods longer than 364 days).

Appendix F

TREASURY MANAGEMENT POLICY STATEMENT

The Council’s financial regulations require it to create and maintain a treasury management policy statement, stating the policies, objectives and approach to risk management of its treasury activities, as a cornerstone for effective treasury management.

Definition The Council defines its treasury management activities as: the management of the Council’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.

Risk management The Council regards the successful identification, monitoring and control of risk to be the prime criteria by which the effectiveness of its treasury management activities will be measured. Accordingly, the analysis and reporting of treasury management activities will focus on their risk implications for the organisation, and any financial instruments entered into to manage these risks.

Value for money The Council acknowledges that effective treasury management will provide support towards the achievement of its business and service objectives. It is therefore committed to the principles of achieving value for money in treasury management, and to employing suitable comprehensive performance measurement techniques, within the context of effective risk management.

Borrowing policy The Council greatly values revenue budget stability and will therefore borrow the majority of its long-term funding needs at long-term fixed rates of interest. Short- term and variable rate loans will only be borrowed to the extent that they either offset short-term and variable rate investments or can be shown to produce revenue savings.

The Council will set an affordable borrowing limit each year in compliance with the Local Government Act 2003, and will have regard to the CIPFA Prudential Code for Capital Finance in Local Authorities when setting that limit. It will also set limits on its exposure to changes in interest rates and limits on the maturity structure of its borrowing in the treasury management strategy report each year.

Investment policy The Council’s primary objectives for the investment of its surplus funds are to protect the principal sums invested from loss, and to ensure adequate liquidity so that funds are available for expenditure when needed. The generation of investment income to support the provision of local authority services is an important, but secondary, objective.

The Council will have regard to the Communities and Local Government Guidance on Local Government Investments and will approve an investment strategy each year as part of the treasury management strategy. The strategy will set criteria to determine suitable organisations with which cash may be invested, limits on the maximum duration of such investments and limits on the amount of cash that may be invested with any one organisation. (d)

Name of meeting and date: Cabinet 7th February 2012

Council 22nd February 2012

Title of report: Draft Revenue Budget for 2012/2013 and beyond

Is it likely to result in spending or Yes saving £250k or more, or to have a significant effect on two or more electoral wards?

Is it in the Council‟s Forward Plan? Yes

Is it eligible for “call in” by Scrutiny? Yes

Date signed off by Director and name

Is it signed off by Director of David Smith 27/1/12 Resources?

Is it signed off by the Acting Assistant Vanessa Redfern 31/1/12 Director – Legal & Governance?

Cabinet member portfolio Corporate

Electoral wards affected: All

Ward Councillors consulted: All

Public or private: Public

1. PURPOSE OF REPORT

The purpose of this report is to set the scene for Cabinet’s recommendation to Council and for the other political groups to consider their budget proposals for 2012/13 and the following years.

2. KEY POINTS

The report will: -

(i) review the Council’s revenue budget strategy, incorporating the Government’s announcement on the Local Government Finance Settlement for 2012/13, and the Council’s Pay Policy Statement for 2012/13;

1

(ii) review the Council's financial position in 2011/12, give early consideration to 'rollover', and the forecast level of balances likely to be available at 31st March 2012;

(iii) review the current levels of reserves and balances and make recommendations on the level of reserves and General Fund Balances;

(iv) consider the level of budget needed for Treasury Management and Central Contingencies; and

(v) recommend a framework within which budget options to Council should be established with regard to the above issues.

3. IMPLICATIONS FOR THE COUNCIL

3.1 Revenue budget strategy update - summary

3.1.1 A robust Medium Term Financial Plan (MTFP) and budget strategy is a key element of financial and service planning. The annual budget strategy (or MTFP) update report to full Council each Autumn, sets a framework for the development of draft spending plans by officers and Cabinet, for consideration by all members in due course (at full Council the following February).

The relevant link to last Autumn’s budget strategy update report as reported to full Council on 19 October 2011 can be found here :

http://www.kirklees.gov.uk/Secure/meetings/pdfs/1011/COUNCIL1910114383 3D.pdf

3.1.2 Whilst the Council formally approves only one year’s council tax at a time, there is a requirement that the outline plans for the second and third years are rolled forward in the next budget round.

3.1.3 The annual update of the MTFP also reviews the resource forecasts underpinning existing budget plans and any emerging pressures, and highlights where there might be significant changes from pre-existing assumptions to help inform the updated MTFP strategy.

3.1.4 The overriding context for the Council’s current MTFP update is a continuation of significant phased reductions in overall central government formula grant funding to Councils nationally, equivalent to 25% less resources over the 2011-15 period. The Chancellor’s Autumn Statement and the work by the Office of Budget Responsibility indicated that restraint on public spending will continue beyond the next General Election.

3.1.5 The specific funding reductions for Kirklees are covered in more detail in section 3.2 below. When combined with inflation and other increases in 2

costs, most notably costs of extra client numbers, the estimated impact is a resource reduction requirement for the Council rising to £64 million per annum, over the period of the current Comprehensive Spending Review (CSR) period, 2011-15. This is illustrated in Table 1 below :

Table 1 – Council savings requirement 2011-15 2011/12 2012/13 2013/14 2014/15 2015/16 Total Service Area £m £m £m £m £m All savings savings savings savings savings Years required required required required required £m

Innovation & 13.4 6.3 7.7 0.3 - 27.7 Efficiency Programme

Spending 10.5 9.4 11.4 2.3 2.2 35.8 Departments (Directorates)

Total Council 23.9 15.7 19.1 2.6 2.2 ** 63.5 savings

**2015/16 column above is included for completeness, as it reflects the knock on impact across future years, resultant from the re-profile or ‘stretching‘ of existing planned savings, to later years. This savings target in 2013/14 and beyond will need to be reviewed in the light of the Autumn statement figures detailed in section 3.2.10 below

3.1.6 Council spending plans for the period 2012-15, as per Table 1 above, largely reflect the roll forward of existing spending plans, with an overall budget saving requirement at just under £40 million per annum, by 2015. This is in addition to the £24 million savings requirement for 2011/12 already implemented from last year’s budget round.

Innovation & Efficiency

3.1.7 Current year spending plans include savings targets of £13.4 million against the Council’s ambitious Innovation & Efficiency (I&E) Programme. The I&E Programme was implemented as part of the 2009 MTFP update, and at the time was informed by then emerging central government strategies to tackle the scale of the national public deficit, in the wake of the global financial market crisis of 2008.

3.1.8 The early rollout of the I&E Programme was part of the Council’s approach to be ‘ahead of the curve’, intended to protect front line services as far as possible through a range of cross-cutting initiatives. The Council has made significant progress already and is forecast to achieve about £13 million I&E savings in 2011/12. Overall Council performance to date against its 2011/12 spending plans is covered further in section 3.5 below.

3.1.9 A further £14.3 million I&E savings target is required over the 2012-15 period, and there are a number of cross cutting Council initiatives and service reviews in progress to help achieve the balance of I&E savings requirement.

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Spending departments (Directorates)

3.1.10 The scale of the overall financial challenges facing the Council over the 2011-15 period mean that while the Council’s I&E Programme will make a significant contribution, this still leaves a balance of savings requirement across the Council’s four Directorates of £36 million per annum by the end of this period.

3.1.11 The scale of the medium term financial challenge continues to be reflected in updated Directorate budget proposals submitted for member consideration; in particular in articulating what the Council offer will be to the Kirklees population in 3 to 4 years time, and the effective use of robust multi-year budget strategies to facilitate the scale of transformational change required over this period.

3.1.12 Accompanying this report is the updated draft Council revenue budget book 2012/13,which sets out overall Council and Directorate spending plans for the next three years to achieve a balanced budget. This includes key budget and service impacts and mitigating actions, and evidence that ‘due regard’ has been paid to Public Sector Equality Duties.

3.1.13 The Council is also committed to a refreshed approach to reinforce its dialogue with local people and its wish for them to comment in advance of the formal budget decision. The detail behind this refreshed approach is reflected in the consultees section of this report.

3.1.14 It is anticipated that even beyond 2014/15, the Council will be expected to continue make significant future year savings resultant from continued central government actions to reduce the overall public deficit. The overall direction of travel remains one of the Council pro-actively responding to continued and forecast significant central government funding reductions, for the next 3 years and beyond.

3.1.15 The MTFP update further acknowledges that in practice, the funding position for the Council from 2013/14 remains even less certain, depending on the eventual outcome of a raft of national funding allocation change proposals. These are summarised in section 3.3 below, and include proposals for the localisation of business rates, the financial implications of which are largely difficult to quantify with any reasonableness at this stage.

3.2 Local Government Finance Settlement

3.2.1 The extent to which the Council’s budget spending plans are reliant on existing central government grant funding is illustrated in Table 2 below, based on a high level analysis of the member approved 2011/12 Council revenue spending plans:

Table 2 - Overview of Council budget spending plans (gross revenue budget) & Council funding sources for 2011/12

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Gross revenue budget spending plans million percentage By spending department (Directorate) £ %

-Schools 302 32 -Children & Young People (excluding schools) 142 15 -Wellbeing & Communities 159 17 -Place 93 11 -Resources 181 19 -Central Budgets 55 6 Total Revenue Spend 932 100

Council Funding Sources million percentage £ %

-Dedicated Schools Grant (DSG) and other 306 33 schools grants -Central government formula grant allocation 159 17 -Other central government grant allocations 187 20 -Council tax contribution 155 17 -Other external income (e.g. contributions from other public bodies, customer fees and charges) 126 13 -Contribution from Council revenue balances (1) - Total Revenue Funding 932 100

3.2.2 Clearly, while all funding sources are important to the overall sustainability of the Council’s spending plans over the medium term, the continued relative dependency on central government grant funding means that any significant national government grant funding reductions will be reflected locally.

3.2.3 ‘Other central government grant allocations’, included in Table 2 above, totals £187 million in 2011/12. Of this total, some £135 million relates to benefits and associated administration grant, which is largely demand led. There are some specific national proposals with regard to future year Council Tax benefit grant, the resource implications of which for Kirklees are covered in more detail in section 3.4 below.

3.2.4 The balance of £52 million ‘other central government grant allocations’ is largely made up of pre-existing Council Private Finance Initiative funding at £11 million, council tax freeze grant at just under £4 million, and some specific (non-ring fenced) grants, including early intervention grant at just under £21 million. The Council’s MTFP update assumes that such grant funding will largely continue in line with existing grant allocations, over the medium term.

Local Government 2 year Financial Settlement 2011 to 2013

3.2.5 The national context of overall central government formula grant funding reductions to Councils is shown below in Table 3, based on confirmed allocations from central government over the period:

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Table 3- national formula grant funding reduction

Central Government 2010/11 2011/12 2012/13 formula grant allocation £ million £ million £ million National allocation 32,655 29,419 27,139

Annual reduction -3,236 -2,280

%ge reduction from -9.9% -7.7% previous year

3.2.6 The Comprehensive Spending Review (CSR) announcement in October 2010 outlined overall public expenditure plans over the lifetime of the Parliament to 2015. This announcement included indicative plans for future year national grant formula allocation reductions of 1% in 2013/14 and 6% in 2014/15; 24.6% in total over the 2011-15 period.

3.2.7 Kirklees Council’s specific formula grant funding reductions over the 2011-13 period are set out below in Table 4; again, based on confirmed allocations from central government over the period:

Table 4 - Kirklees formula grant funding reduction

Central Government formula 2010/11 2011/12 2012/13 grant allocation £ million £ million £ million Kirklees allocation 179.915 159.204 146.206

Annual reduction -20.711 -12.998

%ge reduction from -11.5% -8.2% previous year

3.2.8 There have been no detailed announcements yet regarding 2013/14 and 2014/15.The Council MTFP update assumes that Kirklees’ share of future year formula grant funding reductions beyond 2012/13 will continue to be in line with the October CSR 2010 announcement, at 1% in 2013/14 and 6% in 2014/15; 26.7% in total over the 2011-15 period.

3.2.9 Central government’s recent Autumn 2011 budget statement included commentary by the Office of Budget Responsibility (OBR) noting that central government strategies to clear the public deficit by 2015 were unlikely to be realised, based on current and predicted fiscal and economic trends.

3.2.10 The Council’s Director of Resources has illustrated a potential scenario as per the graph below, which suggests that in light of the 2012 Autumn budget statement, there will be a continuing requirement for future year reductions in national formula grant funding to Councils beyond 2014/15 (the blue bar in the graph below, expressed in £ millions) :

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formula grant reductions - scenario £200

£146 £145 £150 £136 £126 £120

£100

£50

£0 2012/13 2013/14 2014/15 2015/16 2016/17

3.2.11 The red bar above illustrates potential inflation over the same period, taking 2012/13 as the base year; the gap between the blue and red bars effectively representing underlying budget pressures likely to impact on the Council over the timeframe above. The future position will be influenced also by proposals to change the distribution of grant and business rate income which are currently being debated in Parliament.

3.2.12 While the forecast reductions up to and including 2014/15 as per the above graph have been taken into account in the MTFP update, clearly the national economic climate and current OBR forecasts suggest that the Council will need to have in view, continued national funding pressures beyond 2014/15 as well.

3.3 Key financial assumptions underpinning the MTFP update

3.3.1 The starting point for the Council’s MTFP update this time, as in previous years, rolls forward existing member approved 3 year Directorate revenue budgets into 2012/13.

3.3.2 In addition to the formula grant reductions already referred to in section 3.2 above, the following financial assumptions underpinning existing budget plans rolled forward from last year, still hold :

 allocation of annual inflation increase to Directorate non-staffing budgets, at 2.5%, and recognition of the relative volatility of energy inflation with specific corporate contingency set aside for this,

 set aside of £2 million ‘volume growth’ for the new year 3 (2014/15) within central budgets, to reflect the continued impact of long term demographic pressures on service demand; in particular with regards to targeted statutory provision to vulnerable client groups,

 an assumed annual ‘pay freeze’ for all staff in 2012/13, and for the following 2 years, provision for a 2.5% annual pay award for all staff.

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3.3.3 The Autumn 2011 central government budget statement set out proposals for national limits on Council staff pay increases for the 2013-15 period, of no more than 1% per annum. It is anticipated that this will be adjusted for as part of future year national funding settlements.

3.3.4 At this stage the exact basis of the calculation, and how it will impact on Kirklees, requires further clarification. The MTFP update makes no specific assumptions regarding the impact of this.

3.3.5 The Council’s ambitious Innovation and Efficiency (I&E) Programme is forecast to achieve annual savings of up to £13 million by the end of 2011/12, largely in line with budgetary expectations. The balance of the £14.3 million savings target for the Council remains challenging. The anticipated timescale for delivery of remaining savings has been reviewed and re-profiled across the 2012-15 period, where previously the balance of savings was anticipated to fall entirely in 2012/13.

3.3.6 The timescale for delivery of service savings in rolled forward existing plans, with regard to various aspects of adult social care activity, has also been re- profiled to later years in the updated MTFP, in acknowledgement of the particular current budget challenges facing that service (see also 3.5.9 below).

3.3.7 Within Children & Safeguarding service activity, there has been an adjustment to the 2012/13 MTFP to reflect the re-profiling of the timescale for savings intent within fostering and adoption activity; again, a reflection of the specific current challenges in that area.

Localisation of council tax benefits

3.3.8 The Council MTFP update has also taken account of the forecast impact of central government’s proposed changes to the council tax benefit scheme which is administered by Councils; specifically, the proposal to reduce the overall funding available to Councils for council tax benefits, by 10% nationally, from 2013/14 onwards.

3.3.9 The Bill implementing the changes had its second reading on the 10th January 2012 and is expected to be given Royal Assent in July 2012. The impact for this Council of a 10% reduction is quantifiable, and is estimated to be about £3.5 million, from 2013/14 onwards. It is not certain yet how the remaining 90% will be distributed to local authorities. Again Kirklees is represented on the Reference Group which advises Department of Communities & Local Government (DCLG). In the first two years of the scheme, the grant is likely to be based on 2011/12 benefits paid.

3.3.10 The proposed 10% reduction above is intended to be mitigated by allowing more local flexibility for Councils to set specific eligibility criteria for future council tax benefit, than the current nationally prescribed criteria allows for.

3.3.11 For budget planning, the adverse resource impact of a 10% reduction is recognised. However, it is acknowledged that budget options may subsequently come forward on the future local administration of the scheme, 8

that could seek to claw back some or all of the proposed 10% funding reduction.

Business rates localisation

3.3.12 The background to this proposal is included in more detail as part of the budget strategy update report to full Council in October 2011, the most significant change being the proposed cessation of national formula grant funding to Councils, in preference to Councils instead being allowed to retain business rates locally, from 2013/14 onwards, but with transitional arrangements.

3.3.13 Again, Kirklees is one of the authorities acting as a technical adviser to the Department of Communities and Local Government and it is clear that further work is needed on the detail of the scheme if it is to achieve incentives and provide adequate funding. The consultation closing date was 24 October 2011. The Bill to implement the changes was published just before Christmas and is being debated in Parliament.

3.3.14 The future year financial implications for the Council as a result of the business rates localisation proposals are difficult to quantify at this stage, for the purposes of updating the Council’s MTFP this time. However, early understanding of the potential rewards and risks from business rates localisation could undoubtedly be a key influence on emerging Council strategies on the local economy, planning and regeneration.

Other national funding proposals

3.3.15 There are a number of other national funding allocation proposals potentially impacting on Councils, which may be implemented from 2013/14, but at this stage the exact timing and future year financial implications are not possible to quantify with any certainty. These include proposed changes to the Dedicated Schools Grant funding allocations to schools, which are administered by Councils,(and currently subject to a national consultation).

3.3.16 As well there is the intended 2012 white paper on various aspects of the future of adult social care provision, the proposed transfer of statutory responsibility for public health (and associated budgets) from Primary Care Trusts to Councils, from 2013/14, and proposed national welfare reforms, with an indicative timescale for a phased implementation through 2013/14.

3.4 Council Tax increase

3.4.1 The Council, in line with many others nationally, took up central government’s offer to implement a one-year Council tax ‘freeze’ in 2011/12, in return for a specific grant by way of financial compensation (based on an assumed 2.5% council tax increase). That income continues for the period of the Comprehensive Spending Review, to 2015. The Council can therefore maintain present spending levels without an immediate 2.5% increase in 2012/13. 9

3.4.2 Councils have the option to take up the government offer of a further Council tax freeze in 2012/13, in return for a one-year only specific grant. The alternative is for Councils not to take up the offer, but instead set their own increase, but capped by central government at 3.5%; beyond which Councils would need to have a local referendum, under the provisions of the recently implemented Localism Act.

3.4.3 The Council’s MTFP update reflects take up of the further ‘one-year’ council tax freeze offer by central government, for 2012/13. This equates to about £3.8 million; equivalent to an assumed 2.5% council tax increase previously incorporated into the October 2011 budget strategy update report.

3.4.4 The 2012/13 council tax freeze grant is a one year grant. The October 2011 budget strategy update report had assumed annual council tax uplifts of 2.5% per annum in 2013/14 and 2014/15. In light of the 2012/13 council tax freeze grant being one year only, the 2013/14 uplift would then need to be 5%, in order to maintain spending levels in line with budget assumptions at the time.

3.4.5 Central government’s council tax increase ‘cap’ for 2013/14 will most likely be announced later in 2012. Local Government Association intelligence suggests that the cap is unlikely to increase year on year beyond 3.5%.

3.4.6 The Council’s MTFP update now reflects the position that the 2013/14 council tax increase will be no more than the likely cap requiring a local referendum, at 3.5%, and for the following year, 2.5%.

3.5 Financial performance in 2011/12

3.5.1 Member approved revenue spending plans in 2011/12 amount to £363 million (net) across the Council’s four Directorates. To achieve these spending plans, Directorates were required to find savings in 2011/12 amounting to £10.5 million in addition to £13.4 million cross cutting Innovation and Efficiencies (I&E) savings; £23.9m in total.

3.5.2 Directorates also identified a number of significant unfunded service pressures in 2011/12, which had to be accommodated within existing spending plans. These totalled £7.4 million, mainly associated with demographic pressures on services to vulnerable people (both children and adults) and continued pressures on car parking income.

3.5.3 Council rollover rules take the individual Directorate net under (or over) spend position each year end, as the starting point for rollover discussions. The general principle also applies that annual rollover proposals should not exceed the overall net underspend position of the Council. Individual Directorate proposals would therefore need to be scaled back in line with the overall position.

3.5.4 The most recent in-year (week 40) corporate revenue monitoring year end forecast is summarised at Table 5 below :

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Table 5 - Current Budget and Projected Outturn 2011/12

Revenue Budget Forecast Service Area (Net) Outturn Difference £000 £000 £000

Children & Young People 120,709 120,336 -373

Place 80,021 79,307 -714*

Wellbeing & Communities 119,367 120,102 735

Resources 43,526 41,537 -1,989**

Directorate Sub-Total 363,623 361,282 -2,341

Central Budgets -41,267 -45,941 -4,674

Contingencies rollover 2,769 0 -2,769

BUDGET CONTROL TOTAL 325,125 315,341 -9,784

*includes deferred commitments on corporate initiatives of £0.5m **includes deferred commitments on corporate initiatives of £1.4m

3.5.5 Overall, across Directorates, the projected outturn is an underspend of £2.3 million or 0.6%, against a £363 million net revenue.

3.5.6 The forecast includes £1.9 million deferred commitments on a number of corporate initiative budgets managed within Directorates, which are earmarked for one-off projects. Normally these are rolled forward at year end. Taking account of these, the ‘adjusted’ overall Directorate position is a forecast underspend of just £0.4 million, or 0.1%.

3.5.7 Wellbeing & Communities Directorate forecast outturn is net of the use of one- off Social Care Reform Grant rolled forward from the previous year, against adult social care activity. The underlying pressure on this activity is nearer £1.7 million; impacted on in particular by external legal (Counsel) advice and the subsequent Council decision to defer the implementation of the eligibility review budget proposals incorporated into original member approved spending plans for 2011-14.

3.5.8 Central budgets includes a number of unringfenced central government Grants. The largest is early intervention grant, at just under £21million. The forecast underspend in part reflects unallocated 2011/12 New Homes Bonus (NHB) grant at £1.3 million; due to central government’s late announcement of this grant allocation last year, after the Council had set its budgets for 2011/12. The balance of the central budget underspend largely reflects in- year treasury management budget forecasts, due to lower than anticipated borrowing costs.

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3.5.9 The MTFP update has adjusted the resource allocations (planning totals) to Wellbeing & Communities Directorate, to reflect deferred implementation of eligibility review budget proposals from existing plans.

3.5.10 While the Council I&E Programme is on track to largely achieve its £13.4 million savings requirement in 2011/12, the MTFP update has re-profiled future year savings targets beyond 2012/13, in light of the revised timescale for the delivery of a number of cross-cutting initiatives.

3.6 Funding the impact of revised financial assumptions

3.6.1 While a number of key financial assumptions underpinning the updated MTFP still hold from existing plans rolled forward, sections 3.3.5 to 3.5.10 above highlight where existing assumptions have changed. This has resulted in a further funding ‘gap’ relative to existing plans, of just under £15 million in 2012/13, reducing to about £12 million and then £10 million, in the following 2 years.

3.6.2 Based on an assumed commitment to maintain low Council Tax rises, any funding gap would need to be addressed by a combination of some or all of the following :

 review of central & contingency budget requirements,

 review of available balances & reserves (including emerging current year underspends that might be rolled forward into future years),

 any new funding streams not anticipated in existing plans, and

 further resource allocation reductions to Directorates through efficiency and other savings

3.6.3 The MTFP update has identified a number of funding sources not included in existing plans, to fully mitigate the impact of the funding gap referred to above. This is a combination of one-off and sustainable funding sources, and means no requirement for any further savings reductions at Directorate level across the next 3 years, beyond those already rolled forward from existing plans. These are detailed in the following sections.

2011/12 forecast outturn

3.6.4 The MTFP update has earmarked the unallocated £2.769 million contingencies rollover, and a further £1 million rollover based on current year end forecasts, to support updated Council budget plans over the 2012- 15 period. This is in addition to resources released from revised in-year treasury management budget forecasts.

Central budgets

3.6.5 Contingency budget requirements within Council central budgets have been reviewed and overall about £4 million sustainable savings have been 12

identified; a combination of technical adjustments with regard to employer national insurance, inflation and pensions accounting requirements, and other minor adjustments.

3.6.6 As well, the central contingency set aside for potential recurring costs from any successor programme to the building schools for the future programme, at £1.7 million per annum, has been assumed not to be required, at least in 2012/13.

3.6.7 Central government’s New Homes Bonus (NHB) grant allocation to the Council for 2012/13 is £2.7 million. This allocation includes last year’s £1.3 million grant allocation, which will continue for a further 5 years, plus this year’s grant allocation of £1.4 million, which is for 6 years. The approved budget plans last year did not anticipate this funding stream, in view of the very late announcement by central government of the exact grant amount to the Council.

3.6.8 The annual NHB grant allocation is tied in with net housing supply growth per Council, albeit the latter is retrospective (i.e. the 2011/12 specific grant allocation is based on net housing supply growth for the period October 2009 to October 2010). The intention is to allocate further annual allocations to cover subsequent years as above i.e.NHB grant is cumulative; paid for out of a national funding pool created from top-sliced national formula funding grant.

3.6.9 At this stage, the MTFP update assumes that £2 million of the £2.7 million NHB grant allocation in 2012/13 will be available to support overall Council spending plans. It is intended that the balance of £0.7 million NHB grant allocation for 2012/13 be earmarked within central budgets, to be available for targeted use across a range of regeneration initiatives.

3.7 Collection Fund

3.7.1 At this time last year it was estimated that there would be a deficit of £0.800m on the Collection Fund at 31st March 2011. In the event, there was a deficit of £1.719m. This was caused mainly by the effects of the slowing down of house building and the recession.

3.7.2 The Collection Fund is continually reviewed, and revised forecasts made of properties and collection rates. The effect of the most recent review is that there is expected to be a deficit on the Collection Fund at this coming year end of £3.076 million.

3.7.3 For budget planning purposes it is considered that planned use of balances will clear the impact on taxpayers of the accumulated deficit accruing to the Council’s Collection Fund account, and that the balance of deficit will be clawed back from the precepting authorities. This is set out in Table 6 below :

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Table 6 - Estimated Collection Fund Movements 2011-13

£m

Deficit as at 1st April 2011 -1.719

plus: planned repayment in 2011/12 0

-1.719

less: estimated deficit on Fund in 2011/12 -1.357

Estimated balance at 31st March 2012 -3.076

less: shares attributable to precepting authorities 400 Council‟s share of estimated Collection Fund balance at 31st March 2012 -2.676

plus: planned repayment in 2012/13 2.676

Estimated balance at 31st March 2013 0

3.7.4 The MTFP update reflects a more prudent assessment of growth in property numbers over the 2012-15 period, compared to pre-existing budgetary assumptions.

3.7.5 There has been a slowdown in the rate of growth based on both last year and this year’s forecast numbers. Overall, the current year (accumulated) deficit on the Collection Fund, based on current in-year monitoring, is estimated at just under £3.1million; of which about £400,000 relates to deficits accruing to the precepting authorities (Fire and Police).

3.7.6 Economic conditions indicate that in the short term at least, new home building will continue to slow down and also that losses on collection may rise (and may be worsened further by the impact of the proposed national welfare reforms).

3.8 Balances & Reserves

3.8.1 The annual update of the Council’s forward budget plans continues to be based on a medium term and sustainable use of Council revenue balances and reserves, which is also informed by an annual review of key organisational ‘risks’.

3.8.2 It is recommended that the Council should reaffirm its current strategy for the use of balances as follows:-

i) Once the overall level of balances is determined, the Council will determine the minimum level of balances to be retained to cover the whole range of its business risks at that time. This will determine the uncommitted level of

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balances.

ii) The uncommitted level of balances will then be used to either:

a) fund one off expenditure not included in the MTFP at the time; and/or

b) fund recurring expenditure in such a way that alternative replacement funding will be secured or compensating savings found within the life of the current MTFP.

iii) In the event that balances are used more quickly than planned, any shortfall below the minimum level will be restored at the next review of the MTFP.

3.8.3 Table 7 below reflects current proposals for the use of balances to support the Council updated MTFP :

Table 7 – General fund balances to support the updated MTFP

£ million Balances as at 1 April 2011 18.715

Adjustments approved last year : Planned contribution to balances to support MTFP 1.002 2010/11 rollover -7.600 12.117 Further adjustments : Projected revenue underspend in 2011/12 9.784 Transfer from reserves (see Table 8 below)

Forecast balances as at 31 March 2012 21.901

Adjustments approved last year : Balances to support MTFP -5.618

Further adjustments : Transfer from reserves (see Table 8 below) 6.177 Resources needed for 2011/12 rollover process -6.015 Planned use to support MTFP in 2012/13 -8.769 Collection fund deficit offset -2.676

Target Minimum balances 5.000

3.8.4 „Transfer from reserves’ above reflects an early review of available reserves. A significant level of reserves has currently been set aside to fund one-off severance costs anticipated from a range of Council wide service reviews. These ‘workforce restructure’ reserves were built up mainly from early savings achieved from the Council’s Innovation & efficiency (I&E) agenda.

3.8.5 Future workforce restructure reserve requirements and forecast commitments are subject to ongoing review. It is anticipated that there will be sufficient 15

levels built up to allow some to revert to general balances to support the MTFP update.

3.8.6 A description of the key reserves is briefly set out in Appendix 1. A summary of current Council reserves is shown in Table 8 below. They represent a snapshot in time, noting that most of the actual transactions relating to reserves are firmed up at each year end, as part of the finalisation of the annual accounts. It is recommended that, for those reserves which the Council controls, the balance of reserves should be retained for their agreed purposes.

Table 8 – Council reserves

Council ‘Earmarked’ Reserves £ million

As at 1 April 2011 Statutory Ring-Fenced (schools) 22.714 Grants 17.851 Workforce restructure 14.498 Issues/projects to be completed in the MTFP 7.642 Reserves set aside for specific risks 8.204 Private Finance Initiative reserve 2.948 Other risks 2.464

Total 76.321

Proposed revert to general balances -6.177 Revised snapshot 70.144

3.9 Corporate Risk Assessment

3.9.1 The Council needs to consider the minimum level of balances which it should maintain to be able to accommodate any unexpected events which may require funding. It should be noted that the level of balances will nearly always exceed minimum levels because of the system of rollover we use and because of our long standing arrangements to use uncommitted balances in a phased way to support the MTFP.

3.9.2 To determine the minimum level (i.e. retained as unallocated), the Council needs to consider the risk assessment of those events which could lead to additional costs. These would include issues such as changes in interest rates, pay awards, legal challenges, natural disasters, etc. To assess these risks, officers now complete a full risk assessment, summarising the principal risks facing the Council and measures to control or limit them.

3.9.3 Key risks highlighted from the current corporate risk assessment include potential slippage on savings programmes, delays in the implementation of business system changes, uninsured and uninsurable risks, adverse weather disrupting communities, and industrial relations issues. The detailed assessment recognises specific risks, which are addressed by earmarked reserves; an alternative strategy would be to increase the level of unallocated 16

balances held back.

3.9.4 Individual risks vary over time, and the need to reserve balances changes depending on the underlying budget provisions. The risk assessment reflects the provisional budget proposals put forward by officers. Subsequent changes to these proposals may affect the risk assessment. Details of the main risks are listed at Appendix 2.

3.10 Asset Management

3.10.1 The costs of financing borrowing for capital investment are budgeted centrally rather than in services. Instead, service budgets include a depreciation charge to reflect the cost of using the asset. Service budgets therefore show costs of around £68m, and the central Asset Management budget shows the same figure as income, but meets all external borrowing costs. Also any income earned on balances is now offset against external borrowing. The net effect remains the same at Council level, but the central budget shows a substantial credit.

3.10.2 The net budget reflects the costs of financing both past borrowing and new borrowing to fund the Capital Investment Plan. Whilst most of the debt portfolio is on fixed interest rates, short-term borrowing costs are variable and the budget reflects the recent movement in interest rates. Table 9 below shows the budgets required to sustain the proposed Capital Plan :

Table 9 - Treasury Management budget requirement

Cost of Asset charges Treasury Treasury to services Management Management Net Budget £000 £000 £000

2012/13 39,491 -68,077 -28,586 2013/14 42,464 -68,077 -25,613 2014/15 44,970 -68,077 -23,107

Funding the Capital Plan - Prudential Guidelines

3.10.3 Under prudential guidelines, local authorities are able to borrow without restriction to fund capital investment, providing they can demonstrate that the borrowing is affordable, prudent and sustainable. To be able to demonstrate that they have given proper consideration to these issues, there is a Code of Practice which has statutory backing in the regulations issued under Local Government Act 2003. The Code sets out various performance indicators and requires the Council to set and monitor these. The details of these are set out in this report and the sister report on the Capital Plan. Two of the performance

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indicators have a direct bearing on the Revenue Budget, and are set out below in Tables 10 and 11.

Ratio of financing costs to net revenue stream

3.10.4 This PI measures the impact of borrowing costs on the General Fund. It expresses financing costs as a percentage of the net General Fund budget. Based on the proposed Capital Plan, the PI information would be as follows:-

Table 10 - Ratio of financing costs to net revenue stream

Actual Estimates 2010/11 2011/12 2012/13 2013/14 2014/15 % % % % % General Fund 13.47 13.31 13.76 14.63 15.71

The accompanying Council capital plan update report provides more detail regarding the above trends.

Incremental impact on the level of Council Tax

3.10.5 This PI sets out the marginal cost of decisions to invest in assets and fund them from borrowing, expressed in terms of the impact on the level of Council Tax. It compares the cost of funding the existing capital programme with that of the proposed programme. The figures identify only the additional borrowing costs, because any changes in running costs and income will be factored into revenue budgets.

Table 11 - Incremental impact on the level of Council Tax

2011/12 2012/13 2013/14 2014/15 £000s £000s £000s £000s Gross decrease (-) in -105 -734 -661 -401 borrowing costs Decrease (-) in Council Tax at -0.82 -5.72 -5.13 -3.10 Band D (£)

3.10.6 This shows the estimated impact of reducing the capital programme as proposed in the separate capital plan update report.

3.10.7 The Cabinet and the Council will need to consider the affordability of the Capital Plan before making decisions on the Revenue Budget.

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3.11 Special Expenses

3.11.1 The expenditure of parish councils is funded by way of a precept which is levied only on the area of the individual parish councils. There are, however, occasions when parish councils provide services which would otherwise be provided by district councils if there were no parish council in existence. The result is that residents of a parish council can pay twice for some services. This is known as "double taxation".

The Local Government Finance Act 1992 provides for expenditure incurred by district councils which ranks as double taxation to be treated as special expenses, which are not charged to the residents of the parish councils concerned unless the district council resolves otherwise.

3.12 Pay Policy Statement 2012/13

3.12.1 Local Authorities are required under section 38(1) of the Localism Act 2011 (the Act) to prepare a Pay Policy Statement. The statement must articulate the Council’s policy towards the pay of the workforce, particularly senior staff and lowest paid employees. 3.12.2 The provisions of the Act do not apply to the employees of local authority schools and therefore unless they are centrally employed teaching staff is not within the scope of the policy. 3.12.3 The Council’s 2012/13 Pay Policy Statement was approved by Personnel Committee on 31 January 2012, and is attached at Appendix 3 for information.

3.12 Formal Resolution

3.12.1 It is necessary for the motion to Council and for the final resolution to include certain statutory declarations. The motion to be put forward by the Cabinet will technically be deficient in this respect, because the precepts for the Fire and Police Authorities will not be determined until the 17th February 2012 and we may still be awaiting some parish precepts. It may be necessary therefore for an amended motion to be moved, as in previous years, to correct the motion for these changes.

3.12.2 The Council's Financial Procedure Rules require the Council to determine the arrangements for rollover for a financial year at the time the budget is determined. It is difficult to be precise in forecasting the implications of changing the rollover rules since it is likely that any reduction in the amount which can be rolled over will have an effect on the spending patterns of services.

3.12.3 Cabinet is asked to consider whether it wishes to recommend to the Council that the Rollover rules should be changed.

3.13 Positive Assurance Statement

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3.13.1 Under Section 25 of the Local Government Act (2003) the statutory Chief Financial Officer is required to give positive assurance statements in relation to the adequacy of reserves and balances and the robustness of budget estimates.

Statement from the Council‟s Section 151 Officer – Director of Resources

3.13.2 If members approve the recommendations in this report on the retention of reserves and on the minimum level of General Fund balances, I can give the Council positive assurance on the adequacy of reserves and balances. I can also give you positive assurance on the reliability and robustness of all the forecasts and estimates in the budget proposals.

In giving these assurances I have, in particular, considered the following matters:-

(i) The internal control environment and in particular the checks and balances within our budget process and our arrangements for budgetary control. These include the intensive all party budget briefings and the new arrangement for Overview and Scrutiny to review how the budget process allocates resources to overall Council priorities. In addition, I am satisfied that the Council’s financial systems provide a sound basis for reliable financial information. This will also be reported in the annual Statement of Corporate Governance, included in the statutory Statement of Accounts;

(ii) The detailed work on risk assessments, the key parts of which are attached to this report;

(iii) The long-term tradition and track record of the Council in managing its overall budget;

(iv) The supporting information ‘behind’ the budget, in particular cash flow forecasts which provide quality assurance on the budget figures;

(v) The assurance of professional responsibility for, and support from, Strategic Council Finance Managers and their staff in preparing budgets and giving financial advice to Directors and Assistant Directors; and

(vi) Consideration of the likely net saving available from Innovation and Efficiency workstreams after the costs of implementation and the risks to be managed in implementation.

4. CONSULTEES AND THEIR OPINIONS

As part of the annual council budget strategy update report to full Council on 19 October 2011, members approved a number of key actions to reinforce the Council’s dialogue with local people and the wish for them to comment in advance of the formal budget decision. 20

A number of key actions have been implemented this budget round, including consideration of wider consultation and timetabling on residents views on high level priorities in resource allocation, using both the Autumn 2011 residents survey (Your place, Your Say), and also the continuation of the web-based consultation (Your Voice, You Choose).

In addition, there have been a number of more detailed service consultations, led by the relevant services, on specific service budget proposals. These have engaged service users as early as possible, and targeted the groups most likely to be affected.

There has also been ongoing engagement with the business and voluntary and community sectors

Key budget proposals have been made available on the Council’s internet from 19 January 2012, and followed the Director of Resources’ presentation to full Council, on 18 January 2012, on progress to date on communication, engagement and consultation, with regard to the Council’s updated budget spending plans.

The relevant link to the above is: www.kirklees.gov.uk/budgetspendingplans

Key budget proposals also make explicit reference to accompanying evidence available to members; namely office led equalities impact assessments which have been undertaken on a range of budget proposals. This is to ensure that decision makers have due regard to the Council’s equalities duties on key decisions.taken through the budget process. Appendix 4 attached sets out this process in more detail.

5. OFFICER RECOMMENDATIONS AND REASONS

It is recommended: -

(i) that the current forecast of spending in 2011/12, and the resulting changes to the estimated level of General Fund balances at 31st March 2012, is noted;

(ii) that the strategy for the use of balances, as set out in section 3.8.2 is reaffirmed;

(iii) that members acknowledge that for 2011/12 the minimum level of General Fund balances, based on the latest Corporate Risk Matrix, should be £5.0m;

(iv) the estimated balances on all other earmarked reserves should be maintained, net of the proposed revision to the workforce restructure reserve;

(v) that members approve the Prudential Indicators set out in section 3.10 of the report;

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(vi) that members consider whether they wish to change the rollover rules for the 2011/12 financial year;

(vii) that members note the Council’s Pay Policy Statement for 2012/13

(viii) that members note the Director of Resources’ positive assurance statement;

(ix) that the Cabinet’s draft Revenue Budget is presented to the Council meeting on 22nd February 2012; and

(x) that this report be referred to the Council as advice and background information, on which the other political groups can base their budget proposals.

6. CABINET PORTFOLIO HOLDER RECOMMENDATION

The Chair of Cabinet recommends that the attached draft Revenue Budget should be presented to the Council meeting on 22nd February 2012. The draft Revenue Budget to be presented to Council incorporates a number of Cabinet approved budget amendments which are summarised at Appendix 5 attached.

In presenting the draft Revenue Budget to the above full Council meeting, Cabinet members have taken due regard to the Council’s public sector equalities duties in consideration of a range of key budget proposals, their impacts, and mitigating actions.

7. NEXT STEPS

This report and the draft Revenue Budget will respectively form the background and the formal motion to the Council on 22nd February 2012. The political parties and/or the Cabinet will need to decide if they are to propose amendments to the draft Revenue Budget.

8. CONTACT OFFICER AND RELEVANT PAPERS

David Smith Director of Resources Ext. 860 1124 Eamonn Croston Strategic Council Finance Manager Ext. 04390

Background Papers Local Government Finance Settlement (various) Budget Impact statements on key budget proposals and impacts Equalities Impact Assessments on key budget proposals and impacts Resident feedback to the ‘Your Place Your Say’ and ‘You Choose’ Consultations on high level Council priorities Resident feedback to specific service consultations

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Appendix 1 Description of key earmarked reserves held Category Name Description Nature Statutory/Ring- Local This relates to individual school balances/deficits carried forward to following Statutory/ring-fenced. fenced Management years under the terms of the Education Reform Act 1988. Schools determine of Schools planned use. Standards This grant was awarded to the Council for a period of 17 months (i.e. spanning Committed projects – Fund two financial years). This represents underspendings on the Standards Fund uneven timings allocations from previous years to be used to supplement future education funding. Grants The reserve represents grant income taken into the Council’s comprehensive Committed projects – income and expenditure account before expenditure has been incurred; as uneven timings required by International Financial Reporting Standard (IFRS) accounting standards. As expenditure is incurred, , monies will be released form the reserve to effectively fund it. Reserves set Insurance This covers risks that have not been insured and provides a reserve for worst Risk reserve – links to aside for Fund case scenarios, over and above the Insurance provision which is based on minimum balances specific risks likely outcomes. Organisational Largely to cover the costs associated with equal Pay and Single status, and Risk reserve risk one off costs of work for restructuring; Issues/projects Pensions Set up to cover decisions taken in previous years to award added years on Payable to the Pension likely to be Reserve retirement and also cover the risk of a change in the percentage contribution Fund – linked to new completed in rate payable to the pension fund or towards a one-off deficit contribution payment arrangements the period of Workforce Set up to cover one-off costs from the Council’s Innovation & efficiency Committed projects the MTFP restructure redundancy programme. PFI Set up to fund the prepayments to contractors, established from the PFI Committed projects contract models

APPENDIX 2 CORPORATE RISK ASSESSMENT MATRIX JANUARY 2012 Reference code X0x Prepared: 19-Jan-12 X; A=Corporate, B=Service MED & DK 0; 1= Financial, 2= HR, 3= Operational, 4= Policy Yelllow- not in current service matrices, Orange not in current matrix but corporate need to keep x; a= Uncontrollable d= Controllable Blue - in service matrices Green- amended or different version of same in service matrix

Managed Response

Type Prob. of Risk Impact Ref No code Service Risk Description Impact Priorities code Event Factor (£000's) Action Responsibility Review

Monitoring of position, understanding what motivates workforce, Workforce management issues including industrial tribunals and settlements, the risks clarity of offer to trade unions and employees, ensuring that from implementation of single status, including loss of productivity, equal pay claims , 101[14+15+18]CY3,SSCB10,IRJ5,FB7,H12,RH19, HR1-4,6-8,IT5A2d Corporate 5 4 16 800 processes to support job evlauation, disciplinary tasks aetc are DS Quarterly Efficiency industrial action, loss of experienced staff to other employers, lack of sufficency in staff robust.Recogniotion that actions in the past still drive some cosrts training and skills development causing additional net costs elements like equaly pay.,

IT failures due to system or infrastructure failures, impacts on public service or delivery of Back up of information, Examine alternative solutions for dtat 102 IRJ1,CExp1,Hi12,H13,H21,IT2,IT8 A3c Corporate 4 4 16 400 DS Quarterly Efficiency councils business transmission.

Effective comptent project management. Avoid over reliance on consultatnts. Ensure that key decisions are owned and understood Failure of Powerhouse project to deliver objectives leads to disruption and or failure to by all those involved in decision making and effectively 103 FP8,Hi28a, IT1-3 A4d Corporate achieve savings. (applies also to other business system changes), Delivery of other 4 5 20 250 communictaed to those participating in implementation. Carefuil DS Quarterly Efficiency aspects of corporate IT strategy do not deliver envisaged benefits. assessmentt of value of projects and how business case delivers real value in terms of service improvement or reduction in operational costs.

careful thinking about how this can be better, consultation with 104 IRRg1 A1b Corporate Partner organsiations struggle to repay loans granted to them within the terms envisaged 3 5 15 500 stakeholders. Staff and member training on ways to address and DS,JG Quarterly Efficiency where diffuse complaints.Liaison with media when appropriate

Lack or resources for capital investment (and new revenue iniatives) create risks of not achieving policy commitments, or in some cases, loss of partially supported government Ensure careful buisiness assessment of all proposals to ensure 105 [37]EU3-5,Hi25,IRH16,PRPCDD2-3,IRBE2-3 A4d Corporate grants, or may necessitate the selection of options that whilst meeting short term needs do 4 4 16 250 that those which are selected represent the best overall balance all directors Quarterly Efficiency not necessarily create long term best, sustainable or value solutions, creating also the risk between achievement, short and long term priority and cost , of reputational damage

Council does not achieve best outcomes from regional and subregional working (and with local partner organisations), creating losses of opportunity in terms of inward investment in Effective regional working; being sure that Kirklees effectively 106 [A1]IRH9 A4d Corporate relation to infrastructure and other aspects of economic development. Ineffective working 3 5 15 100 represents its needs, demonstrates the net benefits that resources all directors quarterly economy, efficiecy with partners does not generate greatest opportunity for joint working on service delivery, can bring procurement or other initiatives

Approach to dealing with customer is not sufficiently joined up, leading to customer Careful thinking about how this can be better, consultation with 107 [43]CE3 A4d Corporate frustration and inefficiency. Approach to dealing with complaints is inadequate causing 5 3 15 0 stakeholders. Staff and member training on ways to address and DS Quarterly Efficiency reputational damage . This risk in increased as a result of service changes. where diffuse complaints.Liaison with media when appropriate

Being clear and honest about relationship and resource availability, having open and realsitic consultation about the future of services Breakdown of relations with voluntary sector creates reputational damage and potential 108 SSCS1 A4d Corporate 5 3 15 0 currrently delivered through the voluntray sector, and those where MM quarterly all tension in relation to future roles and service delivery current methods of delivery may change.Give long term notice of change wherever bprcatical. Loss of income (due to increased competition, customer choice, customer resistance, Assess alternative income steams. Curtail activity to match decline in demand) (External; car parking, school meals, concerts, planning, building demand. Realistic assessment of marginal cost of production on a 110 [1]BC7,J7A,H5/17,P8,FP4,IRBE3 A1c Corporate 5 5 25 1800 All directors Quarterly Efficiency control commercial tenancies; Internal; building maintenance) Loss of council inyternal short, medium and longer term basis, to assess real comparison trading income with alternatives.

Avoid, where possible, over dependence on single suppliers; more Failure of suppliers to the Council; this could be failure of a supplier to deliver services thorough financial assessment when a potential supplier failure adequately, or financial failure leading to a cessation of service. Need to balance between could have a wide impact on the councils operations but take a 111 [7] A1c Corporate 4 5 20 500 DS, all directors Quarterly Efficiency only using suppliers who are financially sound but may be expensive and enabling lower more open approach where risks are few or have only limited cost or new entrants to the supplier market. impact. Recognise that in recession more supplier failure is likely, especially of those firms that derives large proportion of their business from the public sector.

Expected savings through changes approved in budget process do not materialise because of slower than anticipated implementation, higher than expected costs for the Rigorous approach to monitoring of implementation of budget plan, 112 [6+11] A1c Corporate 5 4 20 500 All directors Quarterly Efficiency replacement service (e.g. because TUPE applies), or other elements of initial proposals regular updating to cabinet and council. are impractical, illegal or otherwise constrained.

Noxious materials create risks to reputation and financially in relation to both cost of clean 113 24 A3d Corporate 4 4 16 750 Monitor, remediate when appropriate. JG Quarterly Efficiency up and ultimately from diseases consequent to exposure.

Ensurethat consulatation processs are robust, open effective in demonstrating options that are available, what has been conisdered Risk of customer or community (group) challenge to council proposals frustrates ability of /ruled out , and reasons, look for mitigations of impacts wherever 114 40 A4d Corporate 4 4 16 300 DS, all directors Quarterly Efficiency council to deliver objectives, particulalrly financial requirtrements possible, as sometimes this can create a situation where a wider group recive some services, or a narrowwer group recive more focused and inbetter services

Integrated financial and service monitoring, considering Volatility of demand led services may increase volumes (and hence costs) above the 115 [9+28+29]W2,CY12 A1c Corporate 3 5 15 2000 demographics and activity trends. Where possible re-assess All directors Quarterly Efficiency budgeted levels . criteria or provision as a means of controlling overall costs.

Costs of insurance for flooding exceeded any reasonable estimates of likely impact; insurance not available in market for most asbestos 116 [12] A1b Corporate Uninsured losses or costs. 4 4 16 500 DS, JG Quarterly Efficiency related risk (it is held for staff employed to remove/assess asbestos).

Reduction in expenditure on repairs and maintenance of buildings, roads and other Prioritise repair budgets to aspects that are essential to keep structures causes lack of availability, increases the costs of insurance claims (public 119 [26]CL5-17,SHHi7 A3d Corporate 4 4 16 4,000 premises open and can be operated with safety; do not compromise DS, JGall directors Quarterly Efficiency liability); a lack of availability of capital expenditure means that greater impacts for repairs on inspection regimes needed to defend council. falls on revenue budgets.

Strategies to contract out work to private and third sector providers that do not achieve Realistic assessment of market factors and reassessment of expectations competitively in relation to price, quality or risk transfer with impacts on 120 [33]W6,W12,W16,BS4 A3c Corporate 4 4 16 2,400 strategies as necessary, rebalancing where appropriate internal and All directors Quarterly Efficiency inability to deliver service commitments within budgets (e.g. various forms of care external activity. provision).

Legal risks; Poor policy or operational decision making leads to judicial review, with Careful monitoring, effective legal advice, ensuring that all actions reputational and potentially financial consequences (e.g. delay in delivery of savings, 121 [30+38]IRJ3,Hi20 A4d Corporate 4 4 16 600 align with any obligations as regards existing policies, legislation, DS, all directors Quarterly Efficiency compensation to affected parties). Other customers may pursue other forms of direct consultation requirements etc. litigation as a result of poor service.

The approach to carbon emissions failed to deliver expected reductions in CO2 and Embed carbon issues in decision making, but using robust 122 [41]IREU1,2,SHi4.7 A4d Corporate energy investment fails to deliver the expected savings with risks in relation to budgets and 4 4 16 1000 DS Quarterly Carbon business assessment of costs and benefits. Carbon Reduction Regulation compliance as a result of this.

Loss of information either directly or through third parties, causes reputational damage, Thorough understandable information security policies and 123 [42] A4d Corporate 4 4 16 100 DS Quarterly Efficiency consequent financial impacts, possible fines or other impacts. practices that are clearly communicated to workforce.

Failure of councils main banker, or failure of other financial institution to which council has Cautious approach to lending, with limits on types of organisations, 125 [10]FP1 A1a Corporate 3 5 15 1000 DS Quarterly , Coninuous Efficiency lent money and values that will be lent. Health and safety risks to employees (from attack/asssault, as well as general workplace Risk assessment, optimise reactive repairs to minimise need for risks). H &S risks to service users and users of public access facilities, due to reduced compensatory payment, consideration of ceasing to operate activity 126 [50]IRH14,H13,T1,B1 A3d Corporate 4 4 16 300 AL, all directors Quarterly Efficiency maintainance etc, causing risks of prosecution from HSE, and exposure to claims on that are seen as "too risky". Staff training, particularly in relation to employers and public liability insurance awareness of client safety issues.

Safety of children and other vulnerable clients in the councils care; inappropriate care 127 [31]SSCD22,CEp8,X20,EHC1 A3d Corporate 3 5 15 500 Specific training to employees and volunteers; CRB checking etc AoS, MM Quarterly Young Aged causes the risk of reputational damage, litigious action (e.g. HSE) and insurance claims.

Effective busines continuity and emergency planning (including Impact of severe weather conditions, increase the councils costs in terms of emergency 128 [20]W9,H11 A3a Corporate 4 5 20 800 mutual aid) investment in flood management, gritting deployment All directors Quarterly Economy response and operational matters (e.g. cost of snow clearance) above any budgets. plans.

Business countuinty planning and emergency planning, Loss of buildings or key systems as a result of fire, flood or other catastrophe that causes prioritisation of management actions, IT controls and back ups for 129 [27] A3 Corporate 3 5 15 250 All directors Quarterly Efficiency disruption to services, additional costs, damage to reputation etc. all software and data; similar arrangements were practical for none it records.

Ensure effective communication of issues and rationale that 130 [47] A4c Corporate Adverse media publicity 3 5 15 0 DS, all directors Quarterly Efficiency justifies actions taken. Deal with issues in an open and effectve way

Risk of court judgements that the Council has failed in its duty to properly manage Wherever possible cease to act as trustees. Ensure that officers 131 [49] A4d Corporate 3 5 15 500 DS Quarterly Efficiency charitable trusts. who are trustees receive appropriate legal and financial advice.

Active pursuit of debt (although these can only seek to mitigate 132 [2] A1b Corporate Difficulties with income collection beyond those anticipated (council tax, NNDR, rents). 4 5 20 1000 rather than address the ability of individuals and businesses to meet DS Quarterly Efficiency their financial commitments).

The lack of availability of capital to local authorities for school construction work Regular mointoring of position. Prioritisation of capital resources. 201 CY1 B4c CYPS compromises the ability to maniantain the estate of local authorities schools and impacts 4 4 16 300 AO'S Quarterely Young Involvement of schols partnership on the ability of the LEA to deliver school extenions and ensure sufficiency of capacity

NHS reforms, impact on the councils ability to deliver services including financial impact. The consequences of creation of GP commissioning and other public health reforms Strengthening role of Childrens Trust and Health and Wellbeing 202 [32]CY4+17 B3c CYPS, Wellbeing impact possibly benefically but equaly possibly adversely on commissioning strategy, and 4 4 16 1000 Board. Monitoring and negotiating with NHS on specifications for AO'S, MM Quarterely Young,aged aspects of the councils financial strategy; continued prioritisation of childrens health and services and respective roles. partnership needs is seen as a particular risk

Uncertainties in relation to future government funding, market management and more Council approach to create a more focused service targetted at 203 CY7,CY10 B4d CYPS generally early intervention creates risks in terms of future service delivery and budget 4 4 16 250 AO'S Quarterely Young those with greatest needs management issues in relation to early years and intervention

Incidence outside of councils control; Not possible to mitigate. Cost A young person commits a crime resulting in a custodial sentence; the council now has to 204 CY16 B1b CYPS 3 5 15 500 depends on nature of yps condition, availability of facilities, length of AO'S Quarterely Young carry this cost (previously met by government and or grant) remand and punishment

Ultimate settlement of claims for repayment of incorrectly levied land charges search fees Consequence of historical action belived legitimate at time. Extent Economy,Efficienc 205 IRBC6 B1a Regeneration 3 5 15 500 JG/DS Quarterly exceeds budgetary provision of pursuit of refunds not known at present y

supplier will seek to prioritise delivery to council. Some stocks held. Economy,Efficienc 206 T2 B3C Regeneration Lack of fuel supplies causes inability to operate services 4 4 16 200 JG Quarterly Rationing based on internal priority y

Risks to service users and to councils reputation as a result of reduced funding for priotise, means and needs testing ,make clear to client6s risks if 207 SHT6/8 B3C Regeneration adaptations to public and private housing, including initial conversions and maintenance of 4 5 20 200 JG Quarterly Economy,Aged they shoose not to maintain equipment equipment (eg lifts) Risks of damage to physical property , theft, or misuse of intellectual property, bringing Design to minimise riks; have systems that where possible mitigate 208 CE9,IRH32 B3C Corporate 5 3 15 100 all directors Quarterly efficiency costs on to the council from ability of users to abuse arrangements

Through effective use of agreements, bonds and other legal Developers fail to fulfil obligations under section 106 or 278 agreements, leaving coiuncil instruments council will normaly be able to recover position even economy, 209 IRH41 B1b Regeneration 3 5 15 200 JG,DS quarterly with unexpected costs or inability to benefit from anticipated community benefits where developer fails. However, there may be significant time efficiency delays in this occuring

School funding risks; introduction of national funding formula creates "winners " and "losers, and destabalises the funding system. The authority loses funding through Schools forum monitoring the impacts of funding changes, cross reductions in revenue grants to pay for academies, inability to recover full costs associated council analysis of trading undertaken with schools and 210 CY2 B3c CYPS with PPP schools that become academies, reductions in schools purchasing of council 4 4 16 500 AoS Quarterly Young developmemnt of a managed customer responsive service offer/ services as they become more autonomous, and implementation of the SEN review, Coordintaion of issues associated with academy conversion. creating a situation where budgets are falling more quickly than the costs associated with the related services provision

The Safeguarding risks associated with the care of children and vulnerable adults CRB checking, staff training, supervision, protection policies kept generally, include the risks of Serious Case Review and associated costs of investigation up to date and communicated. Effective management of social work 212 [22+23+36]CY9,W4 A3d CYPS, Wellbeing and implmentation of specific recommendatations. Risk include media and reputational 5 4 20 700 (and related services); rapid response to any issues identified and AoS and MM Quarterly Young, Aged damage from the event, even if the subsequent findings suggest that practices were from any serious case review work.Active management of cases satisfactory. reaching serious case review stage, and any media interest

Risks assocated with the management of waste disposal and particularly the management Waste reduction/landfill diversion initiative; monitor plans, and 213 [25]W1 B3c Streetscene 3 5 15 1500 JG Quarterly Efficiency of ash material from the incineration plant, and the level of applicable landfill tax. activity by council contractors.

Welfare Reforms impacts adversely on clients and the councils service provision to Wellbeing & Monitor government intentions; early steer on policy and impacts to Economy Young 214 [34] B3A vulnerable people with a further impact on costs and demands for existing and alternative 5 4 20 600 MM Quarterly Regeneration be obtained Aged services.

Balance resourcing of LDF project with other priorities and evaluate LDF; failure to deliver projects in a timely manner that fails to achieves statutory 215 [46] A4c Regeneration 3 5 15 200 the risk of problems with approach at commencement of JG Quarterly Economy requirements and/or public expectations. examination stage.

PL Insured Reputation Opportunity Costs Insured Reputation and Opportunity Costs Reputation, Insured APPENDIX 3A

Kirklees Council –Pay Policy Statement for the period 1 April 2012 to 31 March 2013

Introduction

Sections 38 – 43 of the Localism Act 2011 require that the authority produce a policy statement that covers a number of matters concerning the pay of the authority’s staff, principally Chief Officers. This policy statement meets the requirements of the Localism Act in this regard and also meets the requirements of guidance issued by the Secretary of State for Communities and Local Government to which the authority is required to have regard under Section 40 of the Act. This policy was considered and approved by the full Council at the Council meeting which took place on18th January 2012. This policy also has some connection with the data on pay and rewards for staff which the authority publishes under the Code of Recommended Practice for Local Authorities on Data Transparency and the data which is published under The Accounts and Audit (England) Regulations (2011). This policy statement does not cover or includes school staff and is not required to do so.

Definition of officers covered by the Policy Statement

This policy statement covers the following posts:

Head of the Paid Service, which in this authority is the post of - Chief Executive

Statutory Chief Officers, which in this authority are the posts of - Chief Executive - Monitoring Officer – Head of Legal - Director of Resources – Section 151 Officer - Director of Children & Young people - Director of Well-Being & Communities

Non-statutory Chief Officers, (those who report directly to the Head of the Paid Service or a Statutory Chief Officer) which in this authority are the posts of Director of Place

Deputy Chief Officers, (those who report directly to a Statutory Chief Officer) which in this authority are the posts of: Assistant Director of Well-being and Integration Assistant Director Family Support & Child Protection Assistant Director Learning Assistant Director Commissioning Assistant Director Communities & Leisure Assistant Director of Well-being and Integration Assistant Director Physical Resources & Procurement Assistant Director Support Services Assistant Director Customer & Exchequer Services Assistant Director Legal, Governance & Monitoring Assistant Director Change & Technology Assistant Director Innovation & Efficiency Assistant Director Risk & Performance

Deputy Chief Officers, (those who report directly to a non-statutory Chief Officer) which in this authority are the posts of: Assistant Director Streetscene & Housing Assistant Director Investment & Regeneration Assistant Director Building Services Assistant Director Personalisation & Commissioning

Policy on remunerating Chief Officers

The authority’s policy on remunerating Chief Officers is set out on the schedule that is attached to this policy statement at Annex A. It is the policy of this authority to establish a remuneration package for each Chief Officer post that is sufficient to attract and retain staff of the appropriate skills, knowledge, experience, abilities and qualities that is consistent with the authority’s requirements of the post in question at the relevant time.

Policy on remunerating the lowest paid in the workforce

The authority applies terms and conditions of employment that have been negotiated and agreed through appropriate collective bargaining mechanisms (national or local) or as a consequence of authority decisions, these are then incorporated into contracts of employment. The lowest pay point in this authority is Grade 1 this relates to an annual salary of £12,145 and can be expressed as an hourly rate of pay of £6.30 This pay point and salary was determined by the authority as part of a pay scale for employees employed on Local Government Services Terms and Conditions on 1st April 2009 and has been applied since that date. The pay rate is increased in accordance with any pay settlements which are reached through the National Joint Council for Local Government Services (Annex B).

Policy on the relationship between Chief Officer Remuneration and that of other staff

The highest paid salary in this authority is £143,189 which is paid to Adrian Lythgo. The average (full time equivalent) median salary* in this authority (not including Schools or other external organisations) is £19,126.

The ratio between the two salaries, the ‘pay multiple’ is 7.5:1

This authority does not have a policy on maintaining or reaching a specific ‘pay multiple’, however the authority is conscious of the need to ensure that the salary of the highest paid employee is not excessive and is consistent with the needs of the authority as expressed in this policy statement and its wider pay policy and approach.

The authority’s approach to the payment of other staff is to pay that which the authority needs to pay to recruit and retain staff with the skills, knowledge, experience, abilities and qualities needed for the post in question at the relevant time, and to ensure that the authority meets any contractual requirements for staff including the application of any local or national collective agreements, or authority decisions regarding pay. The authority is also conscious of the need to ensure that the salary of the highest paid employee is not excessive and is consistent with the needs of the authority as expressed in this policy statement.

*Median The median is the value falling in the middle when the data items are arranged in an array of either ascending or descending order. If there is an odd number of items, the median is the value of the middle item. If there is an even number of items, the median is obtained by taking the mid points of the two middle points (add middle points together and divide by 2).

Excluded Kirklees Active Leisure Kirklees Neighbourhood Housing Schools Claiming Teachers Temp Direct Teachers Pensions Casual and Paymaster Only Contracts Any record where the Actual Salary is zero

Policy on other aspects of Chief Officer Remuneration

Other aspects of Chief Officer remuneration are appropriate to be covered by this policy statement, these other aspects are defined as recruitment, pay increases, additions to pay, performance related pay, earn back, bonuses, termination payments, transparency and re-employment when in receipt of an LGPS pension or a redundancy/severance payment. These matters are addressed in the schedule that is attached to this policy statement at Annex C.

Approval of Salary Packages in excess of £100k

The authority will ensure that, at the latest before an offer of appointment is made, any salary package for any post (not including schools) that is in excess of £100k will be considered by full Council. The salary package will be defined as base salary, any bonuses, fees, routinely payable allowances and benefits in kind that are due under the contract.

Flexibility to address recruitment issues for vacant posts

In the vast majority of circumstances the provisions of this policy will enable the authority to ensure that it can recruit effectively to any vacant post. There may be exceptional circumstances when there are recruitment difficulties for a particular post and where there is evidence that an element or elements of the remuneration package are not sufficient to secure an effective appointment. This policy statement recognises that this situation may arise in exceptional circumstances and therefore a departure from this policy can be implemented without having to seek full Council approval for a change of the policy statement. Such a departure from this policy will be expressly justified in each case and will be approved through an appropriate authority decision making route.

Amendments to the policy

It is anticipated that this policy will not need to be amended during the period it covers April 2012 – end March 2013, however if circumstances dictate that a change of policy is considered to be appropriate during the year then a revised draft policy will be presented to full Council for consideration.

Policy for future years

This policy statement will be reviewed each year and will be presented to full Council each year for consideration in order to ensure that a policy is in place for the authority prior to the start of each financial year. RENUMERATION OF CHIEF OFFICERS APPENDIX 3B

Employment Any Joint Conditions either PRP Earn Back Non Cash Any other Job Category Post Title Salary Expenses Bonus Election Fees Authority Chief Execs, Chief Arrangements Arrangements Benefits comments Payments Officer or LGS

Contract includes duties of returning officer for District, Parliamentary & Kirklees has a common set European elections. The LA receives of Terms and Conditions the income from National A Head of Paid Service LGS Chief Executive £143,189 No No No No No that applies to all staff. Government for the Parliamentary Entitled to claim. and Eurpean elections. For Referenda separate fees are paid to the officer.

Director of Kirklees has a common set Children and of Terms and Conditions £15,759 Market B Statutory Chief Officers LGS Young People £120,433 No No No No No No that applies to all staff. Rate Supplement Entitled to claim. Director of Well- Kirklees has a common set being and of Terms and Conditions B Statutory Chief Officers LGS Communities £114,958 No No No No No No that applies to all staff. Entitled to claim. Director of Kirklees has a common set Resources & of Terms and Conditions B Statutory Chief Officers LGS responsibility for £120,433 No No N No No No that applies to all staff. Section 151. Entitled to claim. Assistant Kirklees has a common set B Statutory Chief Officers and Director Legal, also Deputy Chief Officer (those of Terms and Conditions £1,000 Market LGS Governance & £84,813 No No No No No No who report to a Statutory Chief that applies to all staff. Rate Supplement Monitoring. Officer) Entitled to claim. Monitoring Officer Kirklees has a common set C Non Statutory Chief Officers of Terms and Conditions (those who report to Head of Paid LGS Director of Place £109,483 No No No No No No Service or Statutory Chief Officer) that applies to all staff. Entitled to claim. Assistant Kirklees has a common set Director Deputy Chief Officer (those who of Terms and Conditions report to A Statutory Chief LGS Commissioning £83,489 No No No No No No Officer) that applies to all staff. Entitled to claim. Assistant Kirklees has a common set Director Deputy Chief Officer (those who of Terms and Conditions LGS Personalisation £83,489 No No No report to a Statutory Chief Officer) that applies to all staff. & Entitled to claim. Commissioning Assistant Kirklees has a common set Director Change Deputy Chief Officer (those who of Terms and Conditions LGS & Technology £72,844 No No No No No No report to a Statutory Chief Officer) that applies to all staff. Entitled to claim. Assistant Kirklees has a common set Director of Well- Deputy Chief Officer (those who of Terms and Conditions LGS being and £83,489 No No No No No report to a Statutory Chief Officer) that applies to all staff. Integration Entitled to claim. Assistant Kirklees has a common set Director Deputy Chief Officer (those who of Terms and Conditions LGS Customer & £83,489 No No No No No No report to a Statutory Chief Officer) that applies to all staff. Exchequer Entitled to claim. Services Assistant Kirklees has a common set Director Physical Deputy Chief Officer (those who of Terms and Conditions LGS Resources & £83,489 No No No No No No report to a Statutory Chief Officer) that applies to all staff. Procurement Entitled to claim. Assistant Kirklees has a common set Director Deputy Chief Officer (those who of Terms and Conditions LGS Learning £91,818 No No No No No report to a Statutory Chief Officer) that applies to all staff. Entitled to claim. Assistant Kirklees has a common set Director Deputy Chief Officer (those who of Terms and Conditions LGS Communities & £83,489 No No No No No No report to a Statutory Chief Officer) that applies to all staff. Leisure Entitled to claim. Assistant Kirklees has a common set Director Risk & Deputy Chief Officer (those who of Terms and Conditions LGS Performance £72,844 No No No No No No report to a Statutory Chief Officer) that applies to all staff. Entitled to claim. Assistant Kirklees has a common set Director Family Deputy Chief Officer (those who of Terms and Conditions LGS Support & Child £91,818 No No No No No No report to a Statutory Chief Officer) that applies to all staff. Protection Entitled to claim. Assistant Kirklees has a common set Director Support Deputy Chief Officer (those who of Terms and Conditions LGS Services £83,489 No No No No No No report to a Statutory Chief Officer) that applies to all staff. Entitled to claim. Assistant Kirklees has a common set Director Deputy Chief Officer (those who of Terms and Conditions LGS Innovation & £83,489 No No No No No No report to a Statutory Chief Officer) that applies to all staff. Efficiency Entitled to claim. Assistant Kirklees has a common set Director Deputy Chief Officer (those who of Terms and Conditions report to Non Statutory Chief LGS Streetscene & £77,826 No No No No No No that applies to all staff. Officer) Housing Entitled to claim. Assistant Kirklees has a common set Director Building Deputy Chief Officer (those who of Terms and Conditions report to Non Statutory Chief LGS Serivices £72,844 No No No No No No Officer) that applies to all staff. Entitled to claim. Assistant Kirklees has a common set Director Deputy Chief Officer (those who of Terms and Conditions report to Non Statutory Chief LGS Investment & No No No No No No that applies to all staff. Officer) Regeneration Entitled to claim. Pay Spine APPENDIX 3C The salaries are correct as at 1 April 2009 and include the 2009 national pay award. New Spinal Minimum 1st 2nd 3rd Maximum Old scale Grades Column Point salary* increment* increment* increment* salary*

GR 1 4-5 12,145 (4) 12,312 (5) Scale 1

GR 2 6-8 12,489 (6) 12,787 (7) 13,189 (8) Scale 1

GR 3 9-11 13,589 (9) 13,874 (10) 14,733 (11) Scale 1

GR 4 12-14 15,039 (12) 15,444 (13) 15,725 (14) Scale 2/3

GR 5 15-17 16,054 (15) 16,440 (16) 16,830 (17) Scale 3

GR 6 18-21 17,161 (18) 17,802 (19) 18,453 (20) 19,126 (21) Scale 4

GR 7 23-25 20,198 (23) 20,858 (24) 21,519 (25) Scale 5

GR 8 26-28 22,221 (26) 22,958 (27) 23,708 (28) Scale 6

SO1/SO2 GR 9 29-32 24,646 (29) 25,472 (30) 26,276 (31) 27,052 (32) (bottom point)

GR 10 33-36 27,849 (33) 28,636 (34) 29,236 (35) 30,011 (36) SO2/PO1

GR 11 37-39 30,851 (37) 31,754 (38) 32,800 (39) PO1/PO2

GR 12 40-42 33,661 (40) 34,549 (41) 35,430 (42) PO3/PO4

GR 13 43-45 36,313 (43) 37,206 (44) 38,042 (45) PO4/PO5

GR 14 46-48 38,961 (46) 39,855 (47) 40,741 (48) PO5/PO6

GR 15 49-51 41,616 (49) 42,391 (50) 43,208 (51) PO6/PO8

GR 16 52-53 43,972 (52) 44,770 (53) PO8/PO9

PO9/PO10

GR 17 54-56 45,555 (54) 46,350 (55) 47,147 (56) (penultimate

point) PO10/PO11 GR 18 57-59 47,958 (57) 48,614 (58) 49,611 (59) (2nd point) PO12/Hay GR 19 60-63 50,459 (60) 51,330 (61) 52,522 (62) 56,367 (63) 2

GR 20 64-66 63,275 (64) 67,887 (65) 72,844 (66) Hay 3

GR 21 67-69 72,526 (67) 77,826 (68) 83,489 (69) Hay 4

GR 22 70-72 79,804 (70) 85,813 (71) 91,818 (72) Hay 5

GR 23 73-77 109,483 (73) 112,143 (74) 114958 (75) 117694 (76) 120,433 (77) Hay 6

GR 24 78-79 138,568 (78) 149,189 (79) Hay 7

Extracted from section 2.11 of the Kirklees Employee handbook and CEX grade added for transparency purposes.

Range of Policies APPENDIX 3D

Aspect of Chief Officer Remuneration Authority Policy

Recruitment The post will be advertised and appointed to at the appropriate approved salary for the post in question level unless there is good evidence that a successful appointment of a person with the required skills, knowledge, experience, abilities and qualities cannot be made without varying the remuneration package. In such circumstances a variation to the remuneration package is appropriate under the authority’s policy and any variation will be approved through the appropriate authority decision making process. Pay Increases The authority will apply any pay increases that are agreed by relevant national negotiating bodies and/or any pay increases that are agreed through local negotiations. The authority will also apply any pay increases that are as a result of authority decisions to significantly increase the duties and responsibilities of the post in question beyond the normal flexing of duties and responsibilities that are expected in senior posts. Additions To Pay The authority would not make additional payments beyond those specified in the appropriate policies i.e. Market Rate Supplement, Recruitment and Retention, Acting Up or Honoraria payments. Performance Related Pay The authority does not operate a performance related pay system as it believes that it has sufficiently strong performance management arrangements in place to ensure high performance from its senior officers. Any areas of under-performance are addressed rigorously by utilising the Performance Management system. Earn-Back ( Withholding an element of base pay related to The authority does not operate an earn-back pay system as it believes that it performance) has sufficiently strong performance management arrangements in place to ensure high performance from its senior officers. Any areas of under- performance are addressed rigorously. Bonuses The authority does not pay bonus payments to senior officers. Termination Payments The authority applies its normal redundancy payments arrangements to 1

senior officers and does not have separate provisions for senior officers. The authority also applies the appropriate Pensions regulations when they apply. The authority has agreed policies in place on how it will apply any discretionary powers it has under Pensions regulations. Any costs that are incurred by the authority regarding senior officers are published in the authority accounts as required under the Accounts and Audit (England) Regulations 2011. Transparency The authority meets its requirements under the Localism Act, the Code of Practice on Data Transparency and the Accounts and Audit Regulations in order to ensure that it is open and transparent regarding senior officer remuneration. Re-employment of staff in receipt of an LGPS Pension or a The authority is under a statutory duty to appoint on merit and has to ensure redundancy/severance payment that it complies with all appropriate employment and equalities legislation. The authority will always seek to appoint the best available candidate to a post who has the skills, knowledge, experience, abilities and qualities needed for the post. The authority will therefore consider all applications for candidates to try to ensure the best available candidate is appointed. If a candidate is a former employee in receipt of an LGPS pension or a redundancy payment this will not rule them out from being re-employed by the authority. Clearly where a former employee left the authority on redundancy terms then the old post has been deleted and the individual cannot return to the post as it will not exist. The authority will apply the provisions of the Redundancy Payments Modification Order regarding the recovery of redundancy payments if this is relevant. Pensions Regulations also have provisions to reduce pension payments in certain circumstances to those who return to work within the local government service.

2

Appendix 4

Equality Duties and the budget

In everything the Council does it should;

Equality Act 2010

. Not discriminate in its employment practices or service provision Public Sector Equality Duty 2011 (PSED) (Equality Act section 149)

As a public authority we must also in the exercise of our functions (i.e. employment, service provision, procurement, financial considerations etc) have “due regard” to the need to;

. (a) eliminate discrimination, harassment, victimisation and any other conduct that is prohibited by or under the Act;

. (b)advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it;

. (c) Foster good relations between persons who share a relevant protected characteristic and persons who do not share it.

(These requirement apply to age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation).

Having due regard involves the need to;

Understand the impact of a financial decision for those protected under the duty

Remove or minimise any adverse impact or disadvantage for those covered by the duty as far as possible

Record and demonstrate how due regard has been taken

Compliance with the duty may involve treating some people more favourably than others (as long as the action is not otherwise prohibited by or under the Act).

Our response

The Council has captured how due regard has been taken through a programme of Equality Impact Assessments (EIAs) during each stage of the budget cycle and to demonstrate our cognisance of the equality duties at each stage the following action have been taken;

Officers have been trained and coached in carry out EIAs Briefing sessions on the equalities duties delivered to Council members through January 2012 (Cabinet 5 December 2011, Joint Officer/lead member cross party budget discussions 16 December 2011 & 06 January 2012, Full Council 18 January 2012),

Directors specifically covered community impact as part of the discussions held on 16 December 2011 and 06 January 2012. EIAs carried out on all budget proposals (where a need was recognised),

The Councils budget spending plan for 2012/13 and indicative proposals for the following 2 years, with summaries of equality impacts , made public on the 18th January 2012,

Substantive EIA documents available for members on 18th January 2012 (via members secure web site),

Substantive EIA documents available for public from 8th February 2012 (via web site), and

Hard copies of EIAs available at Cabinet 07 February 12 and Full council 22 February 2012.

Appendix 5

Cabinet revenue budget amendment 7th February 2012

2012/13 2013/14 2014/15 £000 £000 £000 DEVELOPMENTS / SAVINGS (minus)

CHILDREN & YOUNG PEOPLE’S SERVICE Schools transport provided on 0 16 55 denominational grounds

Sub-total 0 16 55

WELLBEING & COMMUNITIES In-house domestic violence service - 39 77 0 integrate service with external partners by year 3

SWEET,SWANS,SWEETIES 35 72 0 Projects - integrate service with external partners by year 3

Community grants funding allocation 145 192 192

Red House museum 58 116 116

Income generation for museums -60 -120 -120

Sub-total 217 337 188

2012/13 2013/14 2014/15 £000 £000 £000 PLACE Charges for bulky items 39 78 78

Bulky items staffing - service efficiency 109 218 174 target of 20% in yr 3

Bulky items vehicle expenditure - service 42 83 66 efficiency target of 20% in yr 3

Bin delivery charges -13 125 125

Cleaner greener replanting & shrub bed 31 35 37 maintenance

PROW staffing 30 30 30

Sub-total 238 569 510

RESOURCES

Council tax benefit Localisation 0 -565 -565

Sub-total 0 -565 -565

Total Net Developments 455 357 188

Change in use of balances -455 -357 -188

Net Change on Budget nil nil nil Draft Revenue Budgets (e)

2012-13/2013-14/2014-2015 Budget, Summary Service Plans and Impact Statements 2012-13 - Contents

Budget Summary Impact Budget Summary Impact Service Statement Service Statement Plan Plan

Summary of budgets 1 Building Services 167 168 171 Employee numbers 3 Housing Revenue Account 174 175 178 Children & Young People's Service Directorate Overview 5 8 Resources Learning 12 13 Directorate Overview 180 Family Support & Child Protection 26 27 Corporate Priorities Budget 183 184 Commissioning & Safeguarding Assurance 49 50 School Budgets 54 Legal & Governance 185 186 Schools for the Future 55 Elections 188 189 Well-Being & Communities Directorate Overview 56 Support Services 190 191 Well-Being & Integration/Personalisation & Commissioning 60 64 Well-Being & Integration 80 Finance & Performance Older People 81 Corporate & Democratic Core (CDC) 193 194 Physical Disabilities 82 Finance & Performance 195 196 Learning Disabilities 83 Mental Health 84 Physical Resources & Procurement 198 199 201

Personalisation & Commissioning 85 Customer & Exchequer Services 204 205 208 Welfare & Exchequeur 212 Communities & Leisure 86 87 90 Benefits Advice 213 Anti Social Behaviour 99 Vol Organisations Contract 214 Community Safety 100 Benefit Payments 215 Creative Economy & Community Sector Support 101 Libraries & Information Centre 217 Engagement & Cohesion 102 Town Halls & Public Halls 218 Museums & Galleries 103 Registration Service 219 Sport & Physical Activity 104 Kirklees Direct Contact Centre 220 Business Support 105 Innovation and Efficiency 221 Place Directorate Overview 106 Chief Executive Streetscene & Housing 109 110 113 Streetscene Environmental 125 Chief Executive 223 224 Streetscene Highways 126 Highways Construction 127 Chief Executives Policy & Partnership Unit 225 226 Seasonal Weather 128 Streetscene Waste Services 129 Corporate Governance 228 229 Transport 130 Security Transport 131 Bereavement Services 132 Emergency Planning 133 Corporate Health & Safety 134 Parks & Open Spaces 135 Housing General Fund 136

Investment & Regeneration 137 138 141 Transportation Strategy 151 Car Parking 152 Environment Unit 153 Energy & Water Conservation CWI 154 Countryside Unit 155 Planning - Development Control 156 Planning - Policy & Heritage 157 Housing Regeneration 158 Economic Development 159 Green Business Network 160 Regeneration Development Service 161 Markets 162 Building Control 163 Licensing Service 164 Local Land Charges 165 Environmental Health 166 SUMMARY OF BUDGET PAGES - REVENUE BUDGET 2012-13 2013-14 2014-15 Service Recommended Recommended Recommended Standstill budget budget budget £k £k £k £k

Children & Young People's Service Learning 13,340 13,004 11,977 11,977 Family Support & Child Protection 63,599 63,774 61,776 61,149 Commissioning & Safeguarding Assurance 11,615 11,785 11,662 11,676 School Budgets 30,743 30,727 30,727 30,727 Schools for the Future 590 590 590 590

Total Children & Young Peoples Service 119,887 119,880 116,732 116,119

Well-Being & Communities Well-Being & Integration Older People 48,388 48,855 45,908 42,007 Physical Disabilities 8,685 9,575 9,624 9,558 Learning Disabilities 28,857 28,836 29,559 30,369 Mental Health 6,673 6,464 6,844 7,095 92,603 93,730 91,935 89,029

Personalisation & Commissioning 16,624 15,221 13,408 13,961

Communities & Leisure Anti Social Behaviour 250 201 201 201 Community Safety 518 470 429 429 Creative Economy & Community Sector Support 1,616 1,565 1,505 1,506 Engagement & Cohesion 995 1,001 884 884 Museums & Galleries 2,383 2,268 2,003 2,004 Sport & Physical Activity 6,147 6,019 5,574 5,459 Business Support 2,214 1,928 2,162 2,170 14,123 13,452 12,758 12,653

Total Well Being & Communities 123,350 122,403 118,101 115,643

Place Streetscene & Housing Streetscene Environmental 2,666 2,605 2,586 2,591 Streetscene Highways 16,304 15,481 15,025 15,053 Highways Construction -347 -362 -370 -369 Seasonal Weather 1,878 1,877 1,877 1,877 Streetscene Waste Services 23,775 22,979 22,560 22,749 Transport -1,086 -1,117 -1,123 -1,122 Security Transport 0 0 0 0 Bereavement Services -336 -430 -545 -545 Emergency Planning 240 212 211 211 Corporate Health & Safety 0 0 0 0 Parks & Open Spaces 6,878 6,548 6,450 6,454

Housing General Fund 6,469 6,237 6,020 6,033 56,441 54,030 52,691 52,932

Strategic Investment & Regeneration Transportation Strategy 11,859 11,476 11,427 11,488 Parking -1,013 -115 -404 -266 Environment Unit 2,970 2,919 2,868 2,868 CWI 232 191 169 169 Countryside Service 70 63 57 57 Development Control 852 1,002 862 796 Policy & Heritage 2,245 1,978 1,969 1,971 Housing Regeneration 275 202 150 150 Economic Development 4,636 4,641 4,624 4,492 Green Business Network 20 17 15 15 Regeneration Development Service 0 0 0 0 Markets 299 253 251 252 Building Control 291 148 89 90 Licensing Service -246 -283 -353 -353 Local Land Charges -18 17 0 1 Environmental Health 1,640 1,620 1,515 1,515 24,112 24,129 23,239 23,245

Building Services -200 -200 -200 -200

Housing Revenue Account 0 0 0 0

Total Place 80,353 77,959 75,730 75,977

Resources Corporate Priorities Budget 4,218 2,845 1,621 1,621

Legal & Governance Legal & Gov Support 0 0 0 0 Legal -541 -563 -574 -572 -541 -563 -574 -572

Elections 790 948 526 845

1 2012-13 2013-14 2014-15 Service Recommended Recommended Recommended Standstill budget budget budget £k £k £k £k Support Services Support Services - Trading -398 -389 -404 -445 Support services - support 0 0 0 0 -398 -389 -404 -445

Finance & Performance Corporate & Democratic Core (CDC) 8,589 8,489 8,387 8,410 Finance & Performance 0 0 0 0 8,589 8,489 8,387 8,410

Physical Resources & Procurement 0 2,694 2,305 2,319 Land Bank 0 0 0 0 Office Accomm & Assets support 0 0 0 0 Procurement 0 0 0 0 3,187 2,694 2,305 2,319

Customer & Exchequer Services Welfare & Exchequeur 8,665 8,194 7,592 7,342 Welfare & Exchequeur-support 0 0 0 0 Benefits Advice 764 719 719 719 Vol Organisations Contract 938 915 892 869 Benefit Payments -6 -6 2,929 3,129 Libraries & Information Centre 8,649 8,613 8,553 8,546 Libraries & Information Centre support 0 0 0 0 Town Halls & Public Halls 1,491 1,551 1,516 1,518 Registration Service 238 190 168 148 Kirklees Direct Contact Centre 0 0 0 0

20,739 20,176 22,369 22,271

Sub Total Resources 36,584 34,200 34,230 34,449

Innovation & Efficiency -798 -6,300 -14,000 -14,300

Chief Executive Chief Executive 0 0 0 0 Chief Executives Policy & Partnership Unit-support 0 0 0 0 Corporate Governance 0 0 0 0 Total Chief Executive 0 0 0 0

Total Resources 35,786 27,900 20,230 20,149

Other Services Asset Charges to Services -68,077 -68,077 -68,077 -68,077 Borrowing Costs 41,014 39,491 42,464 44,970 Contingencies 3,601 17,323 17,707 28,198 Non Distributed Costs -6,556 -6,594 -6,594 -6,594 Joint Committees 20,678 20,532 20,515 20,515

Total Other Services -9,340 2,675 6,015 19,012

TOTAL BUDGETS 350,036 350,817 336,808 346,900

Contribution from General Fund Balances -10,251 4,785 -8,906 340,566 341,593 337,994

Formula Grant -146,206 -144,761 -135,761 Unringfenced Grants -30,179 -30,465 -31,165 Council Tax Grant -7,797 -3,887 -3,887

Kirklees Demand on Collection Fund 156,384 162,480 167,181

Assumed Taxbase 128,336 128,830 129,324

Kirklees Council Tax £1,218.55 £1,218.55 £1,261.20 £1,292.73

Kirklees Council Tax 2011-12 = £1218.55 Increase in KMC Council Tax 0.0% 3.5% 2.5%

FORECAST BALANCES OVER MTFP £m

Actual Balances 1st April 2011 18.7 Adjust for: Planned Contributions 14.3 Rollover -13.6 Use of balances to support MTFP -14.4 Target Minimum Balances 5.0

2 SUMMARY OF EMPLOYEE NUMBERS - REVENUE BUDGET

2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE

Children & Young People's Service Learning 591.2 500.1 485.5 473.4 473.4 Family Support & Child Protection 1,001.4 836.0 839.1 832.6 831.6 Commissioning & Safeguarding Assurance 89.8 81.1 83.1 81.1 81.1 School Budgets 5,622.0 5,843.7 5,336.7 5,336.7 5,336.7 Schools for the Future 7.0 4.0 4.0 4.0 4.0 Total Children & Young Peoples Service 7,311.4 7,264.9 6,748.4 6,727.8 6,726.8

Well-Being & Communities Well-Being & Integration Older People 857.0 780.4 797.3 587.1 485.4 Physical Disabilities 54.6 46.4 62.7 49.7 49.7 Learning Disabilities 231.4 236.1 239.4 47.4 47.4 Mental Health 99.8 91.8 86.5 86.5 86.5 1,242.8 1,154.7 1,185.9 770.7 669.0

Personalisation & Commissioning 75.9 70.2 70.2 64.0 60.0

Communities & Leisure Anti Social Behaviour 4.0 4.0 4.0 4.0 4.0 Community Safety 11.0 10.5 10.5 9.5 9.5 Creative Economy & Community Sector Support 9.1 17.5 16.0 16.0 16.0 Engagement & Cohesion 20.8 20.3 20.1 17.0 17.0 Museums & Galleries 55.0 49.5 44.8 37.3 37.3 Sport & Physical Activity 43.7 38.2 35.8 33.9 33.4 Business Support 18.8 9.4 8.9 8.9 8.9 162.4 149.4 140.1 126.6 126.1

Total Well Being & Communities 1,481.1 1,374.3 1,396.2 961.3 855.1

Place Streetscene & Housing Streetscene Environmental 30.6 29.6 27.6 27.6 27.6 Streetscene Highways 182.2 178.7 165.0 156.0 156.0 Highways Construction 124.0 129.0 129.0 129.0 129.0 Seasonal Weather 1.0 1.1 1.1 1.1 1.1 Streetscene Waste Services 378.5 395.9 381.9 366.4 366.4 Transport 50.0 50.0 50.0 50.0 50.0 Security Transport 4.8 4.8 4.8 4.8 4.8 Bereavement Services 21.0 23.0 23.0 22.0 22.0 Emergency Planning 5.1 5.0 4.0 4.0 4.0 Corporate Health & Safety 7.1 7.2 7.2 6.7 6.7 Parks & Open Spaces 197.0 197.5 192.6 188.6 188.6

Housing General Fund 156.3 151.4 125.5 120.5 120.5 1,157.6 1,173.2 1,111.7 1,076.7 1,076.7

Strategic Investment & Regeneration Transportation Strategy 43.0 44.6 38.6 38.0 38.0 Parking 54.0 54.0 50.0 50.0 50.0 Environment Unit 20.0 19.7 15.5 11.2 11.2 CWI 0.0 0.0 0.0 0.0 0.0 Countryside Service 2.3 2.3 2.0 2.0 2.0 Development Control 33.9 39.3 34.9 33.8 32.8 Policy & Heritage 28.7 22.7 21.2 19.7 19.7 Housing Regeneration 8.8 8.6 6.4 5.1 5.1 Economic Development 36.7 42.5 39.3 35.1 35.0 Green Business Network 3.0 3.0 3.0 3.0 3.0 Regeneration Development Service 23.4 22.2 19.7 17.2 17.2 Markets 25.0 24.0 24.0 24.0 24.0 Building Control 27.9 27.9 25.4 24.4 24.4 Licensing Service 13.6 13.6 13.1 11.6 11.6 Local Land Charges 3.2 3.1 2.6 2.1 2.1 Environmental Health 73.4 70.6 70.4 57.1 57.1 396.9 398.1 366.1 334.3 333.2

Building Services 534.1 542.2 583.3 564.9 530.7

Housing Revenue Account 0 0 0 0 0

Total Place 2,088.6 2,113.5 2,061.1 1,975.9 1,940.6

3 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE

Resources Corporate Priorities Budget 0.0 0.0 0.0 0.0 0.0

Legal & Governance 99.9 98.0 99.9 95.9 95.9

Elections 6.4 7.0 6.8 6.8 6.8

Support Services 330.5 426.6 433.3 432.3 432.3

Finance & Performance Corporate & Democratic Core (CDC) 0.0 0.0 0.0 0.0 0.0 Finance & Performance 138.2 137.2 136.1 135.4 135.4 138.2 137.2 136.1 135.4 135.4

Physical Resources & Procurement 984.4 984.4 979.8 975.8 975.8

Customer & Exchequer Services Welfare & Exchequeur 262.5 240.9 225.0 224.6 224.6 Benefits Advice 19.0 19.2 18.2 18.2 18.2 Vol Organisations Contract 0.0 0.0 0.0 0.0 0.0 Benefit Payments 0.0 0.0 0.0 0.0 0.0 Libraries & Information Centre 239.5 243.6 241.0 238.0 238.0 Town Halls & Public Halls 11.6 14.6 14.6 14.6 14.6 Registration Service 17.9 18.3 18.3 18.3 18.3 Kirklees Direct Contact Centre 86.1 88.1 88.1 88.1 88.1 636.6 624.7 605.2 601.8 601.8

Sub Total Resources 2,196.0 2,277.9 2,261.1 2,248.0 2,248.0

Chief Executive Chief Executive 5.5 4.5 4.5 4.5 4.5 Chief Executives Policy & Partnership Unit 26.9 22.5 22.5 22.5 22.5 Corporate Governance 0.0 0.0 0.0 0.0 0.0 Total Chief Executive 32.4 27.0 27.0 27.0 27.0

Total Resources 2,228.4 2,304.9 2,288.1 2,275.0 2,275.0

Innovation & Efficiency Programme -99.9 -138.3 -9.0

TOTAL FRONTLINE BUDGETS 13,109.5 13,057.6 12,393.9 11,801.7 11,788.5

4 CHILDREN AND YOUNG PEOPLE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS Learning 13,340 13,004 11,977 11,977 Family Support & Child Protection 63,599 63,774 61,776 61,149 Commissioning & Safeguarding Assurance 11,615 11,785 11,662 11,676 School Fixed Budgets 30,743 30,727 30,727 30,727 Schools for the Future 590 590 590 590

Total Net Expenditure 119,887 119,880 116,732 116,119

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 105,918 100,531 100,136 100,296 Other paygroups 171,857 157,782 157,632 157,632 Other employee costs 9,366 8,890 8,891 8,891 Premises 43,990 41,633 41,571 41,571 Transport 2,704 2,808 2,757 2,746 Supplies & Services 46,662 42,206 42,108 42,108 Third party payments 48,400 49,133 47,104 46,180 Transfer payments 2,613 2,307 2,307 2,307 Central Support Costs - Simple SLAs 5,929 5,844 5,757 5,777 Central Support Costs - Other 3,543 3,863 3,874 3,874 Capital Charges 30,054 30,054 30,054 30,054 Total Expenditure 471,036 445,051 442,191 441,436

INCOME Government Grants 321,581 296,383 296,383 296,383 Other Grants 8,690 7,747 7,605 7,463 Capital Grants 9,842 9,842 9,842 9,842 Internal Income 6,574 7,028 7,424 7,424 External Income 4,458 4,167 4,201 4,201 Interest 4 4 4 4 Total Income 351,149 325,171 325,459 325,317

Total Net Expenditure 119,887 119,880 116,732 116,119

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single Status 3,813.5 3,785.1 3,564.4 3,550.3 3,549.3 Other 3,497.9 3,479.8 3,184.0 3,177.5 3,177.5

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Total Children & Young People Service 45,038 28,240 26,994

5

Directorate for Children and Young People Budget Strategy 2012/13-2014/15

Overall Approach

The Directorate for Children and Young People (DfCYP) is responsible for ensuring the Council’s statutory responsibilities for children and young people are met, and for providing efficient and effective services to improve outcomes for children and young people.

A directorate-wide approach has been taken in adhering to an overall budget strategy to achieve the planning total and prioritise scarce resources across the services. Partnership working, both with internal and external partners, and the development of increasingly integrated services, whilst making significant reductions in expenditure, is seen as central to the achievement of the Vision for Children’s Services in Kirklees.

We continue to operate in a difficult financial climate where funding regimes are uncertain beyond 2012/13 and could change as further details emerge with the Revenue Support Grant and school funding announcements in the December autumn statement. There are particular risks around funding allocated to local authorities in the light of the growing number of Academies nationally. However, the real shape of funding for 2013/14 onwards will not be known until the end of 2012, when the government’s new three year settlement is announced, and more details emerge around the National Schools Funding Formula.

The starting point for the directorate’s budget strategy is the 2011-14 Medium Term Financial Plan rolled forward, i.e. the existing 3 year directorate plans approved last year. All service budgets have been reviewed and a number of new pressures have emerged, some of which relate to the timing of the savings in the original plans and some relate to new challenges resulting from rising demand, or the withdrawal of grant funding. However, we have striven to contain the pressures within the overall planning totals. The directorate is also continuing to seek to provide a balance of targeted and universal services through the wide reaching Early Intervention Review, currently underway.

The following budget proposals create a balanced budget over the 3 year MTFP 2012-2015.

Relative protections have been given to those areas experiencing greatest pressures, i.e. demand-led volume pressures, particularly around Looked After Children and child protection, ensuring that there is adequate support to deliver statutory duties. This is in the light of recent changes to the statutory Care Planning regulations and supporting findings from the recent external inspection of Safeguarding and Looked After Children services.

To continue to provide efficient and effective services with reduced budgets, the directorate is continuing with the approaches it began a few years ago: radical examination of the functions and services provided; innovation in ways of working; greater targeting of resources to communities and families with the most acute needs; and greatly enhanced collaboration, joint commissioning and realignment of services to achieve the most effective and efficient use of reducing resources.

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Main approaches to absorbing new pressures whilst continuing with cost reductions and new shaping of services within lower resource levels agreed last year

The approaches in the different services within the directorate are as follows:

Learning

The budget proposals in this area depend on continuing to develop a strong partnership with schools for transformation and delivery of services

Savings through a leaner leadership for the learning system in Kirklees with a focus on effective strategic leadership and commissioning Developing a clear targeted framework for school improvement and intervention to secure inclusion and improved outcomes, reducing the overall provision for direct school improvement delivered to schools Securing purchase of traded learning services from schools which have been market tested and operate on full cost recovery for teaching and learning support Finding ways to mitigate some of the loss of funding for post 16 transport, which the directorate has a duty to continue to provide. Remodel childcare and early years services whilst building capacity to provide additional places for two-year-olds

Family Support and Child Protection

The main savings in this area are generated by proposals to reconfigure, rebalance and rationalise services to deliver primarily to children and families most in need.

Reconfiguring and refocusing Children’s Centres, through the Early Intervention Review, to become more targeted to areas of greatest need. Continuing to create an Integrated Youth Support Service , as part of the Early Intervention Review, which brings coherence across the range of services for young people and focuses limited resources on those with greatest needs Continuing the accommodation strategy to rebalance the mix of internal and external providers of care Finding savings and efficiencies to mitigate the reduction in grant and partner funding to the Youth Offending Team

Commissioning and Safeguarding Assurance

This area has been subject to significant reductions in capacity in recent years as part of MTFP savings. The Child Protection and Review function is subject to pressures from growing volumes of children in care.

The recent Ofsted inspection, changes to statutory requirements and reports from government on child protection (The Munro Report) have highlighted some shortfalls in capacity to provide performance monitoring, quality assurance and independent challenge to the directorate. Therefore, some modest increases in the Child Protection and Review Unit and the performance/quality development functions are proposed.

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Directorate for Children and Young People

Overall Service Plan Summary for the Directorate for Children and Young People 2012/13

Purpose of Service

The Directorate for Children and Young People (DfCYP) is responsible for ensuring that the full range of the Council’s statutory responsibilities for children and young people are met. The Director for Children and Young People has a statutory responsibility to ensure the co- operation of the Council and partners in providing efficient and effective services to improve outcomes for children and young people.

Partnership working and the development of increasingly integrated services, whilst making significant reductions in expenditure, is seen as central to the achievement of the Vision for Children’s Services in Kirklees.

The DfCYP makes significant contributions to the Council’s priorities for Kirklees.

Improving standards of attainment, developing the skills of young people, safeguarding the most vulnerable children and young people and supporting families all contribute to enhancing life chances for young people. Raising attainment, improving skills and advice and support to families is helping individuals and families and the community contribute to a stronger economy and help to lead Kirklees out of recession. Our connections with communities and understanding of their needs together with our ability to produce good outcomes at relatively low cost mean that we provide effective and productive services.

The constituent services of DfCYP are:

The Learning Service provides strategic leadership for the education system, ensuring sufficient and diverse provision across the full age range and fair access to it. It challenges and supports schools and early years settings and is at the forefront of forging a new relationship with schools as school autonomy increases. It provides for the development of the wider role of education within communities and families, maintaining strong links with providers of early years, post 16, adult and community education whether in the maintained, voluntary or independent services. Family Support and Child Protection brings together the statutory elements of social care provision and a wide range of family support services into one overall management arrangement. The service provides clearly focused targeted interventions to take place within a context of integrated assessment and service provision. It also brings together our Sure Start provision and integrated youth support. Commissioning and Safeguarding Assurance provides our capacity for strategic commissioning, planning and independent review and advocacy. The management and support for the Kirklees Safeguarding Children Board and the Children’s Trust are provided by this group.

Our achievements

We are doing well in promoting the health and well-being of children and young people. Our local arrangements for encouraging children and young people to lead healthy lives have been judged to be performing well.

Our arrangements for keeping children and young people safe are good and this is confirmed by Ofsted’s inspections of services and settings. The unannounced inspection of contact and referral and the full inspection of safeguarding and services for Looked after Children provide external validation of our work. The full inspection judged our services good overall with some areas of outstanding practice

All of our children’s residential homes are judged as good or better and have achieved this grading consistently over a period of at least three inspections.

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Nearly two thirds of children at the Foundation Stage achieve a good level (78 plus points). This is above the national average and our rate of increase is above the national rate.

We have narrowed the gap in Foundation Stage attainment between the lowest attaining 20% and the average for all children.

At Key Stage 2 the proportion of children obtaining the national benchmark (Level 4 or above) in English and Mathematics is similar to the national average (only one percentage point below the national figures). Progress in English and in maths are both in line with national rates

At the end of Key Stage 4 the proportion of students attaining five or more GCSE passes at Grade A*-C (including English and Maths) is above the national average for the first time. On most measures, performance has improved from being below national averages to being above in 2011. Our rate of improvement over time on this measure has been better than the national

Our improved performance and rates of improvement at Foundation Stage, Key Stage 2 and Key Stage 4 show we are narrowing the gap and bringing Kirklees in line with national performance.

We have developed good arrangements for involving children and young people in planning and reviewing local services. Consultation with the Youth Council and Children in Care Council has been particularly influential in drawing up our priorities. Our services and other settings are good at involving young people in decision making and activity in their communities and this was confirmed by the Ofsted inspection.

The proportion of people aged 16-18 who are not in education, employment or training (NEET) continues to fall and outcomes for some of the most vulnerable young people have improved with the number of care leavers in education, training or work increasing.

Our objectives

The Children and Young People Plan provides the overall framework of priorities against which the objectives for the service are formulated. The CYPP has been reviewed and updated to reflect a sharper definition of priorities.

The changing national policy context and economic environment require new and radical approaches to services and ways of working. Within this context, the Council continues to have a focus on improving standards of attainment for children and young people and this is now coupled with an intense attention to reviewing a range of services to improve our ability to provide integrated early help to those children and families with the greatest needs. Safeguarding and child protection and the continuing rising demand for these services remains central to our work as we seek to manage demand through getting better at early intervention and help. To achieve this in 2012/13 we are continuing with the approaches we have used in 2011/12: radical examination of the functions and services provided by the Council’s Directorate for Children and Young People (DfCYP); innovation in ways of working; greater targeting of resources to communities with the most acute needs, and; greatly enhanced collaboration, joint commissioning and realignment of services to achieve the most effective and efficient use of reducing resources.

Develop a strong partnership with schools for transformation and quality improvement. Provide leaner leadership for the learning system in Kirklees, including a clear framework for intervention to secure inclusion and improved outcomes and focussing on strategic leadership and commissioning.

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Develop traded learning services which are market tested and operate on full cost recovery covering support for curriculum development, teaching and learning, vulnerable pupils, management and governance Maintain and develop our services for vulnerable pupils to enable them to access education and achieve their potential. Continue to fulfil the Council’s statutory duties for school admissions, school place planning and managing the market for educational provision. Develop and implement a strategy for adult learning which matches provision of learning opportunities more closely with the development of skills and qualifications needed to support the economic and social regeneration priorities for Kirklees. Carry out a strategic review of early intervention covering early years and early learning, family support and children’s centres, integrated youth support and the NHS Healthy Child programme leading to service re-design which integrates services and provides a joined up, coherent offer of early help to children, young people and families, particularly those with the greatest need. Review early learning and early years to ensure provision of sufficient high quality child care and early learning, with a particular focus on securing places for disadvantaged two year olds. Review needs and demands for youth provision to ensure that the Integrated Youth Support Service brings coherence across the range of services for young people and focuses limited resources on those with greatest needs. Consider the refocusing of early intervention activity to incorporate initiatives to support and transform outcomes for the most troubled families with complex needs. Review ‘front of house’ services for child protection and family support taking into account Common Assessment Framework developments, outcomes from contemporary research projects and the implementation of recommendations from the Munro Review of Child Protection. Strengthen commissioning arrangements with the NHS for cases with complex accommodation and care needs. Integrate services for disabled children and their families with the new NHS arrangements. Develop integrated commissioning arrangements across the council and Health in the context of the NHS changes, particularly the development of GP clinical commissioning groups and the integration of Public Health with the Council. Strengthen the Children’s Trust Board as an effective partnership to reshape the system of children’s services and re-align resources to address shared priorities ensuring: full engagement with new commissioners (GPs and schools); and appropriate and productive relationship with the Health and Well Being Board. Develop quality assurance and quality development across the directorate to ensure that leaning and insights from independent review and advocacy services are used and shared appropriately. Continue to develop the Safeguarding Children Board and ensure partnership support for its work.

Measuring our objectives

We are continuing to work on the development a new performance management framework for children’s services driven by local priorities and the changing requirements from Government and Ofsted. The Munro Review in particular has prompted a review of the framework for children’s social care. We will incorporate the changed requirements as they as they are agreed nationally. We will continue with our detailed quarterly performance review of performance and management information for learning and child protection and family support services.

Environmental Impact

The transfer of our asset management and travel functions to the corporate Resources Directorate means we will work closely with them to ensure that our carbon emissions continue to reduce.

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LEARNING - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS Transformation Quality & Improvement Transformation Quality & Improvement 2,709 2,429 2,429 2,429 SACRE 15 15 15 15 Grant Funded Budgets 436 436 436 436 Learning - Early Years 4,655 4,997 4,553 4,553 PVI Formula Funding 7,940 7,940 7,940 7,940 Post-16 and Adult Learning 501 382 382 382 Post-16 Transport 198 343 316 316 Music Service 338 313 313 313 Former LEA Institution Costs 246 246 246 246 Specialist Learning Support Attendance & Pupil Support 1,131 1,113 1,113 1,113 Psychology 1,660 1,625 1,625 1,625 Early Years Childcare Inclusion 390 486 486 486 Service for Children with Sensory Impairment 913 913 913 913 Primary PRU 1,351 1,351 1,351 1,351 Secondary PRU 2,859 2,859 2,859 2,859 BESD and Exclusions 1,503 1,503 1,503 1,503 Education of Looked After Children 111 111 111 111 Independent School Fees 2,232 2,232 2,232 2,232 Resources for Statemented Pupils in Mainstream Schools 556 556 556 556 SEN Assessment & Commissioning 384 384 384 384 Vulnerable Children 608 561 561 561 Traded Learning Services Traded Learning Service 867 500 0 0 Booksplus & Community Libraries 79 109 79 79 Cliffe House 96 71 46 46 ELS & Playing for Success 42 42 42 42 Governing Body Support 43 43 43 43 Interfaith Centres 67 67 67 67 Head Teacher Wellbeing 46 46 46 46 Organisation, Planning & Development Schools Organisation & Planning 131 131 131 131 School Admissions 287 287 287 287 Attendance & Pupil Support Admin 235 203 203 203

Service Level Agreements 77 76 75 75 DSG -19,366 -19,366 -19,366 -19,366 Total Net Expenditure 13,340 13,004 11,977 11,977

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 11,636 11,727 11,404 11,404 Other paygroups 7,201 6,689 6,569 6,569 Other employee costs 515 514 514 514 Premises 791 814 752 752 Transport 1,115 1,101 1,067 1,067 Supplies & Services 3,168 2,901 2,833 2,833 Third party payments 15,475 16,189 16,189 16,189 Transfer payments 444 444 444 444 Central Support Costs - Simple SLAs 77 76 75 75 Central Support Costs - Other 85 85 85 85 Capital Charges 134 134 134 134 Total Expenditure 40,641 40,674 40,066 40,066

INCOME Government Grants 21,062 21,060 21,060 21,060 Other Grants 641 527 527 527 Capital Grants 0 0 0 0 Internal Income 4,193 4,668 5,087 5,087 External Income 1,405 1,415 1,415 1,415 Interest 0 0 0 0 Total Income 27,301 27,670 28,089 28,089

Total Net Expenditure 13,340 13,004 11,977 11,977

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single Status 427.4 353.4 343.1 336.5 336.5 Other 163.8 146.7 142.4 136.9 136.9

12 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15

Cost Pressure A full review of Booksplus is planned for The review is set in the context of Changes in funding levels the spring term 2012. This will determine fundamental changes to funding for into schools, and in the Booksplus +30 -30 the demand from schools for this service schools. availability of resources, and the level of purchasing likely in the Full consultation will take place with enable schools to purchase Booksplus currently future. As a result of this, proposals will schools to inform the re-design. books and other materials of provides resources and be developed to re-design the service to The review may conclude that there is a their own, and not require services that can be ensure it operates on a fully self- significant reduction in demand for this the support of a Kirklees- purchased by schools sustaining basis. service and that it is financially unviable. wide service. to enhance learning for This would result in either a scaling back pupils across Kirklees. of the service or, possibly, its closure. Resources and services include: PUBLIC SECTOR EQUALITY DUTY: books, art boxes, curriculum support Impact – Medium boxes, objects and Risk - Low artefacts and consultancy support EIA docs: Stage 1 completed; from a trained librarian. (Stages 2 & 3 not planned)

In 2011/12, there was Groups affected: no budget allocation for Age Booksplus. A Disability reduction in the Sex number of schools purchasing services Next Steps: has resulted in this Service Review proposal for a subsidy of £30K for 2012/13 to enable the service to continue. This proposal would remove that subsidy in 2013/14.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 13 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15

Service Change Provision for early learning in Kirklees is The proposal is for an expansion in High quality early years made through a large network of private, provision proportionate to the increase in provision improves Additional free +953 +689 +682 voluntary, independent and public sector funding; sustained resources to support attainment at age five (the places for early providers, operating in a market associated infrastructure will also be Early Years Foundation learning for (giving (giving (giving environment. The Council has a duty to necessary for efficient implementation. Stage Profile) and narrows disadvantaged a total a total a total ensure that there is a sufficient supply of the gap between those from two-year-olds of 756 of 753 of 1000 high quality places across the district. PUBLIC SECTOR EQUALITY DUTY: disadvantaged backgrounds places places places and the rest. Currently, 220 free for 10 for 15 for 15 The proposed expansion of places will Impact – LOW places for early hr per hr per hr per ensure an increasing proportion of Risk - Low This activity supports the learning for two year week) week) week) disadvantaged two year olds will benefit tackling poverty agenda by olds (10 hours per from free early learning opportunities. EIA docs: Stage 1 completed; removing barriers for week) are available in This will require: (Stages 2 & 3 not planned) parents seeking work or Kirklees and offered to The response of providers to training. children with the -689 -682 ensure a sufficiency of high Groups affected: greatest need. quality places. Age The expansion of provision Appropriate support for children for disadvantaged two year This proposal reflects with Special Educational Next Steps: olds has been anticipated in DfE proposals (subject Needs/disabilities Nothing planned due to positive impact. the planned reconfiguration to consultation*) for a Expanded advice and support of daycare services. significant, staged infrastructure for parents increase in provision to Appropriate infrastructure approximately 1,000 arrangements for market disadvantaged children stimulation and funding providers in Kirklees by 2015, and an increase to 15 hours per week of free * ‘Supporting Families in the provision. Foundation Years: Proposed Changes to the Entitlement to Free Early The costs of the Education and Childcare Sufficiency’. proposed additional provision would be offset, as shown, by anticipated additional Early Intervention Grant (EIG) income. This has been Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 14 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15 confirmed by Government for Year 1 but may be a new funding stream for Years 2 and 3.

Change in Income and The proposals: Additional work will be done to develop Improving the lives of cost pressure - will sustain the delivery of the independent travel skills of the young disabled young people transport which enables young people for whom this is deemed possible. through enabling access to Post 16 transport people with very complex needs further learning. to access learning A robust review of the current transport i) End of Young policies and processes will take place to Reducing the number of People’s Learning +107 - will facilitate continued ensure that the needs of all young people young people who are Agency (YPLA) grant participation in learning and with disabilities are met through an NEET (not in employment, ii) Increased transport consequent impact on life appropriate offer. education or training). costs due to complexity +20 chances and inclusion of students needs PUBLIC SECTOR EQUALITY DUTY: iii) Independent travel - will enable young people to scheme +18 -27 develop the skills and confidence Impact – High to travel independently. Risk - Low Total +145 There is a statutory duty to ensure that EIA docs: Stages 1 & 2 completed; The Council supports students are not denied access to the additional transport education because of lack of transport. Groups affected: costs of learners with Charges can be made but they must be Age Special Educational reasonable and equitable. Parents are Disability Needs aged 16 – 25 currently asked to contribute the amount who have significant equivalent to the transport costs for those Next Steps: mobility difficulties without additional needs (the cost of a Nothing planned which would present a Metro annual pass) and these proposals barrier to accessing continue this approach. education. It is proposed that this provision is sustained despite the loss of

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 15 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15 grant income and cost pressure, and that independent travel training is provided to those learners who would benefit.

Service Change This proposal is for a reduction in the The Early Learning and Childcare Service Kirklees has seen improving (11/12 budget number of qualified early years teachers review is to be undertaken to ensure education outcomes for decision) and those involved in partnership work effective early learning interventions children at EYFSP and has with providers in improving outcomes in across Kirklees. narrowed the gap between Moved from Family the early years sector. There is potential those from disadvantaged Support & Child for school readiness to be compromised Early learning intervention will be based backgrounds and others. Protection with and attainment at Early Years Foundation on evidence of need and local authority reconfiguration of Stage Profile (EYFSP) to fall. strategic planning rather than specific If there is a reduction in budget following requirements about the type of staffing learning specialists to replacement of Sure arrangements required in children’s support activities across Start Grant with Early centres. children’s centres, and Intervention Grant reduction in those working PUBLIC SECTOR EQUALITY DUTY: with providers to improve outcomes, there is an Children’s Centres -350 -150 Impact – Low increased risk of Reconfiguration of Risk - Low underperformance which service, including could impact on provision of EIA docs: Stage 1 completed; achievement at the end of Children’s Centre (Stages 2 & 3 not planned) the Foundation Stage, Key Teachers Stage 1, Key Stage 2 and in Groups affected: later life. The Council currently Age employs qualified teachers to work with Next Steps: Children’s Centres and Nothing planned. other staff who work in partnership with providers to improve outcomes in the early years sector. Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 16 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15

Efficiencies It is not anticipated that there will be a Additional work will be undertaken to Vulnerable groups affected (11/12 budget significant impact on service delivery implement a joined up approach to include looked after decision) -100 through increased efficiency within a vulnerable children across the service. children, persistent number of services operating within this absentees and those with Savings in specialist area. A review of all teams within the service to special educational needs. learning support focus interventions and support to the (services provided by most vulnerable. There is a potential impact the Council for on performance indicators vulnerable pupils) relating to reducing the attainment gap for - this overall savings vulnerable groups of proposal is drawn from children. a number of smaller savings within different specialist learning services

Service Change Implementation of this group of These changes are set in the context of Kirklees has seen improving (11/12 budget proposals has been drawn together fundamental change in the approach to education outcomes for decision) and implementation has begun school improvement. children and young people through a completed review of the and a reduction in the Reduce School -280 Council’s school improvement service, Subject to national policy changes, school number of schools in Ofsted Improvement officer substantial reduction in the number of improvement partners will have an inspection categories. posts staff working in this area and enhanced role across all schools as the establishment of the Traded Learning single point of contact for all matters. If schools do not purchase Significant reduction in Service on a self-financing basis. additional support and are the number of School The local authority will work with local less aware of concerns Improvement Officers Significant reduction in number of school schools and other councils to develop a about practice, there is an is part of a improvement officers will alter network of leading schools and increased risk of fundamental redesign relationships between schools and the practitioners, and will be able to broker underperformance across of school improvement local authority. support to schools through this network. the full range of activity towards a achievement indicators. sector-led and traded* Reduced number of specialists in a wide The local authority will develop traded model driven by range of fields, with implications for the learning services in areas of local changing government workforce and an impact on jobs. specialism, which schools can purchase policy and in the at market rates. Risks continue in the Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 17 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15 context of increasing Significantly reduced capacity of the local context of increasing school autonomy school autonomy. authority to develop bespoke resources, and the role of schools as commissioners lead networks, engage in direct school of school improvement. *The word ‘traded’ is improvement activity in schools and to used to describe a maintain a deep knowledge of the full model of service range of school functions. delivery in which schools have full Schools will not be able to turn to the discretion on whether local authority for free expert advice, to purchase that support and challenge in all specialist service from the areas. Council or not.

Service Change Implementation of this group of These changes are set in the context of Kirklees has seen improving (11/12 budget proposals has been drawn together fundamental change in the approach to education outcomes for decision) and implementation has begun school improvement children and young people -300 through a completed review of the and a reduction in the Reduce consultants Council’s school improvement service, The local authority will work with local number of schools in Ofsted posts substantial reduction in the number of schools and other councils to develop a inspection categories. staff working in this area and network of leading schools and establishment of the Traded Learning practitioners, and will be able to broker If schools do not purchase The National Service on a self-financing basis. support to schools through this network additional support and are Strategies for School less aware of concerns Improvement (and The local authority will develop traded about practice, there is an linked Area Based A significant reduction in the number of learning services in areas of local increased risk of Grant funding to school improvement consultant posts who specialism, which schools can purchase underperformance across support) ended in provide direct school improvement activity at market rates the full range of March 2011 and the which is free at the point of use. There achievement indicators. local authority has will be implications for the workforce and undertaken a an impact on jobs. fundamental redesign of school improvement Significantly reduced capacity for the activity (see above) local authority to undertake direct school improvement activity in underperforming schools or schools that are causing concern.

Schools will not be able to access free Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 18 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15 support for teaching and learning for classroom teachers, subject coordinators, heads of department etc except in exceptional circumstances.

Some interim capacity would continue to be funded for up to two years to allow the traded learning service model to be established.

Service Change (09/10 Implementation of this group of Thorough and robust approach to review Possible fall in school budget decision) proposals has been drawn together of the team standards and implementation has begun Service review, -67 through a completed review of the Work in partnership with trade unions. May reduce capacity for evaluation and Council’s school improvement service, implementing 14-19 reforms redesign of non substantial reduction in the number of Keep all stakeholders informed and statutory School staff working in this area and consulted e.g. headteachers. Reduction in capacity to Improvement Officers establishment of the Traded Learning provide accountability to Service on a self-financing basis. It is unlikely that this can be achieved external stakeholders such without redundancies which would incur as Ofsted, national Reduce school improvement officer team. additional costs. Strategies, DCSF.

There will be no support or advice to schools for non statutory work. This will limit focus to statutory duties such as School Improvement Partners/Intervention and challenge, core subject attainment.

More schools may go into Ofsted categories.

Most effective staff may not be retained, will need to realign the service and develop a new structure.

Will need to focus on improving Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 19 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15 performance in subjects that are measured in national assessments.

Loss of breadth and balance of curriculum

Review of Recruitment and Retention practice

Duties will have to be prioritised and shared amongst remaining staff.

There will be implications for the workforce and an impact on jobs.

Restructuring of School Improvement function will take place prior to any reduction in posts. One year needed to develop new structure and consult with relevant bodies prior to changes being made.

Service Change Implementation of this group of The time allowed for development of the There is a significant risk (11/12 budget proposals has been drawn together traded learning services model is aimed that schools will not choose decision) and implementation has begun at allowing a mature market for school to purchase support; this through a completed review of the improvement activity to develop and to may be particularly the case Remove matched -500 Council’s school improvement service, enable schools to make appropriate in schools where the strategy funding (under substantial reduction in the number of budgetary allowance for this activity. capacity to improve is the National Strategies staff working in this area and lowest. for School establishment of the Traded Learning There are risks associated with the ability Improvement, Councils Service on a self-financing basis. of schools to find additional funding, If schools do not purchase were previously particularly when overall funding per pupil additional support and are required to provide The removal of this funding after a period may be reducing for many schools. less aware of concerns funding equivalent to of development will move direct school about practice, there is an that provided from improvement support onto a fully traded increased risk of central government model, complementing the developed underperformance across grants). network of leading schools and the full range of Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 20 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15 practitioners described in other proposals achievement indicators. Linked to reductions in school improvement Schools, from this stage onwards, will be officer and consultant required to purchase direct support for posts, this proposal will school improvement at the market rate, further reduce the with the service operating on a fully cost number of school recovered model. There will be improvement implications for the workforce and an consultant posts to impact on jobs. enable this area of activity to move to a fully traded model.

. Service change Proposed savings would lead to a An integrated skills strategy for the district Adult learning plays a (10/11 budget reduction in the capacity of the service to is being developed; the aim of this work significant role in enabling decision) secure non-council funding to support will be to focus activity to attract funding adults to remain in and -119 adult learning in Kirklees, including for delivery of skills development work return to employment Adult learning supporting and sustaining neighbourhood linked to the economic priorities of the through providing basic and approaches to delivery in community area and in partnership with business and wider skill development. The Council provides centres, schools and children’s centres. other providers. This work plays a significant support to the role in narrowing inequality partnership of Capacity of the Council to support the Working closely with the VCS throughout gaps by ensuring adults organisations making activities of the local Voluntary and will reduce the likelihood of a reduction in within some of the most provision for adult Community Sector (VCS) in working in the number of neighbourhood-based disadvantaged communities learning in Kirklees. support of priorities would be reduced. learning opportunities. are able to access the skills The provision itself development necessary for (including that This will impact particularly on women, PUBLIC SECTOR EQUALITY DUTY: employment, impacting on commissioned through particularly those from BME communities the ability of communities to the Council) is funded and parents seeking to return to learning. Impact – High emerge from recession. by the Skills Funding Risk - Low Agency. EIA docs: Stages 1 & 2 completed;

Groups affected: Age

Sex Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 21 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15 Race

Next Steps: Nothing planned

Service Change (10/11 Previously, the Council was required to The importance of retaining key core staff None when the delivery of budget decision) administer the provision of financial through the transition period has been this function ceases to be support for students from Kirklees mitigated through highly developed the responsibility of the Deletion of Student engaging in Higher Education. This consultation. Local Authority. Support activity requirement was phased out following a -32 national government decision. This proposal relates to the final stage of this process.

Service Change (09/10 Future funding allocation to support Partnership with schools and the Any funding allocations will budget decision) service delivery will be dependent on the opportunity for them to take on the be offered on a transitional production of robust business plans which delivery of the service will limit disruption basis and will be agreed Daycare Review -165 -294 demonstrate that services are self to service users. within a transparent and fair sustainable in the medium/long term. framework. The original plan was Transfer of staff to schools will allow to close the following Childcare for babies and children under continuation of employment status and three nurseries: two will be phased out at managed offer will limit staff reductions. The proposals will ensure £k sites, to enable capacity to be re-directed self sustainable provision of Batley 108 towards increased take up of free early Where required, market stimulation will services, help to meet the Chickenley 124 learning entitlement for disadvantaged 2 ensure places for babies and children increased demand for free Tiddlywinks 227 year olds (see above). under two are available. provision for disadvantaged Total 459 two year olds while meeting Schools will need to be supported to An effective communication strategy will wider childcare sufficiency This decision has now deliver new service delivery models as ensure all those affected are aware of duties. been revised. Rather they take on responsibility for daycare planned implementation of changes. than closure, a phased provision following implementation of the review of all daycare is relevant phases of the review. to be undertaken i.e. Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 22 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15

Phase 1. 3 managed offer sites: Paddock PUBLIC SECTOR EQUALITY DUTY: Thornhill Staincliffe & Impact – Low Healey Risk - High

Phase 2 EIA docs: Stage 1 & 2 completed; Stage Merge Tiddlywinks and 3 not planned Chestnuts Groups affected: Phase 3/4 Age Batley Chickenley Next Steps: Nothing planned

£k £k £k Change in income Additional income is required to Facilities will continue to be marketed Cliffe House provides a Cliffe House -25 -25 counteract the shortfall in income to allow positively to external organisations. unique residential the main part of the business to operate educational experience for - draws the majority of and fulfil its core purpose as a residential Managers are working across the Council pupils across Kirklees. If the its income from the experience for pupils. to ensure that the house is seen as a House is unable to operate fees paid for residential legitimate and appropriate venue for viably, this opportunity stays by pupils Efforts are continuing to diversify revenue meetings. would be removed. - additional (and streams and increase weekend growing) income has occupancy. Consideration being given to raising the Consideration for increase previously been charges for pupils using Cliffe House, to in charges may have a derived from use as a bring charges more in line with other disproportionate impact on venue for meetings provision in the market; this process has the least advantaged, which and conferences begun with a consultative phase. may lead to reduced impact - reductions in on reducing inequality gaps bookings, particularly in experience and

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 23 Directorate for Children and Young People – Learning Service IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Change (£k) Impact on Service Delivery Service Change Equality Duty Priorities & Performance 12/13 13/14 14/15 for catering, as a result achievement. of reduced expenditure by many Council departments (and other organisations) has resulted in a significant drop in income from this source.

. Efficiency saving In the context of last year’s KMS full To ensure students have access to music Realignment/restructure of (10/11 budget review, plans are developing with regard provision that meets local demand KMS roles and responsibilities decision) to a restructure of personnel and a new is considering provision as part of the currently in place at KMS -25 approach to delivery of services that fully overall 3 year business plan. will take account of Kirklees Music School meets Department for Education efficiency and impact on requirements, and ensures long term, Provision through music centres will be direct service delivery. Kirklees Music School financially viable, quality provision. As an re-designed to make efficiencies and Negative impact will be (KMS) is an integral part of the review, KMS is ensure pupil access. The model will minimised and alternative independent reviewing Music Centre provision and are develop from outcomes of the approaches adopted to organisation currently consulting on a number of consultation. ensure KMS’ reputation is commissioned by proposals. not damaged. Kirklees Council for the delivery of music services to schools and pupils. The proposal is for a reduced subsidy.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 24 FAMILY SUPPORT & CHILD PROTECTION - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS Children with Disability 3,529 3,101 3,140 3,159 Direct Payments 1,234 1,178 1,178 1,178 Children with Disability Residential 1,774 1,784 1,784 1,787 Assessment & Care Management 6,523 7,305 7,393 7,476 Family Placement 12,879 13,811 13,110 12,312 Family Support & Looked After Children 3,595 4,959 4,899 4,851 Contracted Services 6 6 6 6 LA Residential 2,211 2,182 2,190 2,193 Residence Orders 653 949 1,095 1,240 External Placements 7,285 5,633 5,655 5,601 Management & Support 2,240 2,048 2,003 1,999 Support Costs 2,439 2,484 2,484 2,484 Young People's Service 5,060 4,911 4,709 4,689 YOT 1,212 1,212 1,217 1,255 Childrens Centres 9,551 8,826 7,551 7,551 Parenting Support 1,832 1,832 1,832 1,832 Service Level Agreements 1,576 1,553 1,530 1,536

Total Net Expenditure 63,599 63,774 61,776 61,149

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 25,559 25,912 25,917 26,077 Other paygroups 1,447 1,365 1,335 1,335 Other employee costs 766 751 751 751 Premises 5,678 5,616 5,616 5,616 Transport 1,266 1,397 1,385 1,374 Supplies & Services 2,804 2,735 2,719 2,719 Third party payments 24,941 25,250 23,221 22,297 Transfer payments 2,164 1,858 1,858 1,858 Central Support Costs - Simple SLAs 1,576 1,553 1,530 1,536 Central Support Costs - Other 2,557 2,602 2,602 2,602 Capital Charges 1,388 1,388 1,388 1,388 Total Expenditure 70,146 70,427 68,322 67,553

INCOME Government Grants 149 149 149 149 Other Grants 1,864 1,937 1,795 1,653 Capital Grants 3,901 3,901 3,901 3,901 Internal Income 549 549 549 549 External Income 84 117 152 152 Interest 0 0 0 0 Total Income 6,547 6,653 6,546 6,404

Total Net Expenditure 63,599 63,774 61,776 61,149

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single Status 936.3 792.4 795.5 790.0 789.0 Other 65.1 43.6 43.6 42.6 42.6

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Young People's Service 196 196 0

26

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

SAFEGUARDING

Fostering The impact of the current strategy is Rigorous monitoring of Potential performance benefits: New Volumes +1721 +110 -882 beginning to have a positive effect, by fostering activity and unit (Cost Pressure) shifting the balance from external/agency costs. Stability of placements, placements to local alternatives which emotional & behavioural health, Volumes(previous years) -272 -512 represent better value for money and enable Professional approach to educational attainment of Looked (Cost Pressure) children and young people to remain in or fostering recruitment After Children close to their own communities. campaign. This links to Service Delivery Payments to foster -395 -385 Plan objective “Improve life carers-Invest to save The overall proportion of Looked After Continual improvement of chances and outcomes for LAC (Service Change) Children who are in foster placements has recruitment process. and Care Leavers”. increased to higher than projected levels, at Discounts in fostering -293 +24 +26 the expense of more expensive residential Negotiations with agencies re There is a potential reduction in agency payments and placements. placement costs. the gap between general Review of fostering outcomes for Looked After agency payments The financial impact is based on projected Working to achieve more Children and the wider (Efficiency Saving) activity and the changing mix of placements timely placement of children population overall, as a result of the fostering for adoption to either free up

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 27

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k +761 -763 -856 recruitment campaign, the revised fees in-house foster placements or structure and the wider accommodation reduce overall cost of external strategy. As the number of internal placements. placements increases, so the reliance on agency placements decreases. Agency PUBLIC SECTOR EQUALITY fostering is considerably more expensive, DUTY: with an average unit cost approaching £800 per week compared to around £300 for Impact – Low internal fostering. Risk - Low

EIA docs: Stage 1 completed; (Stages 2 & 3 not planned)

Groups affected: Age Disability Sex

Next Steps: Continue current strategy

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 28

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

Cost Pressure The number of young people leaving care Rigorous monitoring of Potential performance benefits: who are in supported accommodation has supported accommodation There are potential benefits for Leaving Care +1487 -94 -93 risen significantly, due to the number of activity and unit costs. care leavers in suitable Supported vulnerable young people who are not able to accommodation, those in Accommodation live fully independently in the community Link to fostering recruitment employment, education and moving on from long-term placements, such campaign to enhance training, and links to service plan as those provided by external residential Supported Lodgings provision. objective to improve life chances provision. This cohort is also larger as a and outcomes for LAC. result of the impact of the requirement, Negotiations with providers re strengthened by “Care Matters”, to support placement costs and level of There is a potential reduction in young people until the age of 21 and provision. the gap between general beyond. outcomes for care leavers and PUBLIC SECTOR EQUALITY the wider population Additional cost pressures relate to the DUTY: movement of young people between units. Impact – Low Risk - Low

EIA docs: Stage 1 completed; (Stages 2 & 3 not planned)

Groups affected: Age Disability

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 29

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

External Placements Substantial progress has been made in Rigorous monitoring of There are potential benefits in New Volumes driving down the costs of external supported accommodation areas including stability of (Cost Pressure) -1775 +3 -54 placements. Dedicated officer time is activity and unit costs. placements, emotional and allocated to negotiate favourable terms with behavioural health, educational Volumes(previous years) external providers, and this has had a Link to the fostering attainment of LAC, and links to (Cost Pressure) +503 +19 positive effect on budget pressures in this recruitment campaign to service plan aim to improve volatile area of activity. enhance Supported Lodgings outcomes for this group. Residential Home for provision. Looked After Children -300 Over recent years, expenditure on External There is potential reduction in the (Efficiency Saving) Residential Placements has been a Negotiations with providers re gap between general outcomes significant pressure for the service. placement costs and level of for Looked After Children and the Commissioning of However, as a result of management provision. wider population. Residential Care -80 actions, the number began to reduce in the (Efficiency Saving) 2010/11 financial year and has continued to PUBLIC SECTOR EQUALITY fall in 2011/12. It is projected to fall further DUTY: still. -1652 +22 -54 Impact – Low Newly commissioned, residential provision in Risk - Low (Figures in yellow relate Kirklees will further assist in relieving this to previous years) financial pressure. EIA docs: Stage 1 completed; Stages 2 & 3 not planned

Groups affected: Age Disability

Cost pressure The Care Planning Regulations 2010 give Rigorous monitoring of activity The number of LAC who are LA‟s additional statutory duties in respect of and unit costs in these areas. adopted or become subject to Other Volume children and young people being brought up Special Guardianship Order is Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 30

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k Increases by members of their extended families, Regular reviews of individual part of the government‟s friends or other people who are connected arrangements with respect to “Children in Care and Adoption Residence & SGO* +190 +90 +145 with them. In addition to supporting children allowances. Performance Tables”. allowances +56 +56 within their families, the 1989 Children Act has been amended to allow relatives to Increase in the number of Specific indicator on timeliness of Adoption Allowances -3 -6 +38 apply for a residence order or special assessments and reports adoption has been the subject of +43 +43 guardianship order without the leave of the required for court as more government focus recently. court after caring for the child for one year, people make applications for Direct Payments -139 -89 instead of three years as was previously the SGO‟s. + 89 +89 case. The Council will ensure that it Impact for all key indicators in These changes in funding are based on the continues to meet its statutory social care if unable to ensure current and projected activity in these areas. obligations. resources are in place to meet *SGO: Special volume growth. Guardianship Order This area of spend created a significant Management decisions to budget deficit in 09/10 and the base budget apply tighter controls in the was increased as a result. financial assessment and (Figures in yellow relate In 10/11 the criteria for releasing payments rigorous audit controls have to previous years) to clients was also examined due to ensured direct payments are evidence that not all Direct Payments were used appropriately. being used to purchase services in accordance with the assessment of clients PUBLIC SECTOR EQUALITY need. DUTY: In the current financial year, 11/12, management intervention as in 10/11 Impact – Low continues to have an impact. Risk - Low

EIA docs: Stage 1 completed; Stages 2 & 3 not planned

Groups affected: Age Disability Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 31

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

Cost Pressure

Social Worker, +121 +245 +215 This funding relates to the cost of Regular monitoring of There is a potential positive Deputy and Team implementing the final part of the vacancies, and the reasons impact on timeliness of Manager regrading progression criteria for social workers and why staff leave the assessments . and progression the regrading of deputy team managers and organisation. team managers. This is being implemented to benefit the recruitment and retention of Additional posts in Duty social work staff in Child Protection, PUBLIC SECTOR EQUALITY and Assessment Safeguarding and Looked After Children DUTY: +90 services and assist in maintaining a high- quality and safe service. Impact – Medium + 211 Risk - Low This approach is demonstrably working, leading to a settled and experienced EIA docs: Stage 1 completed; workforce, with a much-reduced reliance Stages 2 & 3 not planned

upon more expensive agency staff. This stability was commented upon during the Groups affected: recent Ofsted inspection. Age Disability Additional posts have been created (2.6fte) in Duty and Assessment in order to respond to increased volumes of referrals.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 32

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

Cost Pressure The transport budget remains under Monitoring of employee Potential performance benefits: pressure largely as a consequence of the mileage claims. There are potential performance Transport +125 -12 -11 continued growth in numbers of looked after benefits for services to disabled children, and the statutory requirements to Investigate further the value for children visit them in placement regularly. money impact of the use of pool cars and encourage the Provision of short-break provision Transport expenditure has grown as the use of alternative modes of for disabled children to the volume of work has increased and the staff transport. benefit of carers establishment has grown to accommodate this additional work. In addition the cost of PUBLIC SECTOR EQUALITY transporting disabled children to and from DUTY: respite and playscheme provision has increased. Impact – Medium Risk - Low

EIA docs: Stage 1 completed; Stages 2 & 3 not planned

Groups affected: Age Disability

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 33

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

Cost Pressure This will ensure that the Council is able to adequately fulfil its Contact Officers +135 -34 -35 This budget needs uplifting in order to Review of the model of obligations to ensure safe and maintain the current level of provision in the provision for contact timely contacts between children Contact Team, currently supported by fixed- arrangements and members of their family, term and temporary staffing arrangements often as directed through the PUBLIC SECTOR EQUALITY courts during care proceedings. Again, this pressure is directly linked to an DUTY: increase in legal proceedings, during which See ** below the Courts will usually specify the frequency of contact between children and their family members, which the council then has to support.

Cost Pressure These pressures relate to the increasing use of Residence Orders and Special The service continues to liaise New Rates for +50 Guardianship Orders as a means of securing closely with Legal Services to Residence Order long term placements for children ensure that it‟s arrangements Allowances are compliant with guidance and legislation.

PUBLIC SECTOR EQUALITY DUTY: See ** below

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 34

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

Cost Pressure Monitoring of expenditure and This contribution to the additional regular meetings between the costs of Legal Services will Legal Services +45 Expenditure on legal services is projected to service and Legal Services. enable the service to receive be above budgeted levels as a result of timely legal advice and support, increased activity in the family court system, PUBLIC SECTOR EQUALITY especially in relation to the replicated on a national basis. DUTY: statutory functions of the service. See ** below

Cost Pressure Links to the objective to review front of This enables the service to be house services. To be included in planning for assured of an effective outward- Gateway to Care +50 -50 new models of delivery. facing link to the community for a Funding on a temporary basis to allow period of time, during which Wellbeing & Integration to maintain a PUBLIC SECTOR EQUALITY arrangements for „front-of-house‟ customer-facing presence on behalf of DUTY: provision will be further Family Support & Child Protection. See ** below enhanced and developed.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 35

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

Change in income

Adoption income from +60 There is a national shortage of adopters and Investigate development of our other Local the additional income that was planned has recruitment strategies for Authorities not not been possible to generate, as we use adopters , in-line with the deliverable most of our approved adopters for Kirklees fostering campaign. children with an adoption plan, and therefore have been unable to pass on surplus Maximise use of inter-agency placements to other councils. adoption – continue to promote our approved families with other local authorities and through the National Adoption Register where not matched with our own children.

PUBLIC SECTOR EQUALITY DUTY: See ** below

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 36

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

Efficiencies

Persons From -250 Significant progress has been made in this Regular monitoring and review Helping to reduce inequality Abroad area. This saving reflects projected of all persons from abroad expenditure from 2012/13. cases, including on progress of applications to Home Office. This has led to a reduction in the number of children living with parents who have no current legal right to reside in UK and have no recourse to public funds. Parents with legal right to remain are able to claim benefits and seek employment, reducing the PUBLIC SECTOR EQUALITY number of children living in poverty. DUTY:

Impact – Low Risk - Low

EIA docs: Stage 1 completed; Stages 2 & 3 not planned

Groups affected: Age Disability

**

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared** in last year’s budget have the first four columns highlighted 37

Directorate for Children and Young People – Family Support and Child Protection

Description of Service Savings/Cost of Service Change Change Impact on Service Delivery Risk Management Impact on Council priorities 12/13 13/14 14/15 and performance £k £k £k

EARLY INTERVENTION Monitor emerging Council Priorities:- AND TARGETED Some staff vacancies have not been requirements as service Enhancing life chances for SUPPORT recruited to, pending the outcome of the changes are implemented. young people. The proposals in review. relation to Childrens Centres Service Change intend to ensure that services are Current proposals do not include closing any Ensure services are provided in a more focused way Children‟s Centres -300 Children‟s Centres, but refocusing some of prioritised towards those in to children and young people who reconfiguration – running their work within a broader context of family greatest need. need them most, thereby helping costs support which will be more targeted at children and young people to (11/12 budget decision) children and young people in need. Ensure robust service reach their potential. planning and commissioning is in place to avoid excess and duplication.

General Impacts:- Service subject to Ofsted Inspections. Customer expectations as services become more targeted must be managed.

PUBLIC SECTOR EQUALITY DUTY:

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 38

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

Service Change Assess the impact of revised approach to Dependent upon the outcome Review of Family -425 revenue funding and impact on service of the current consultation Support & Children‟s delivery. process, the service will be Centres redesigned, so that an (additional savings increasing focus upon required) assisting children and young people who are most in need Through: operates alongside a continuing universal offer. (1) Assess impact of New approaches to service delivery will be revised approach to drawn up in light of an analysis of the revenue funding consultation process. Any additional targeting of services, and the possible broadening of the availability of some services to a wider Any service changes age-range will clearly have benefits for those following an analysis of the families who at present are not able to outcome of the consultation access children‟s centre support. exercise will need to be introduced carefully, in order to ensure that the services which are subsequently provided are effectively (2) Revise approach to delivered by staff who are revenue funding - The impact on service delivery cannot properly supported to be fully assessed and reported upon undertake the role. until we have completed statutory consultation and agreed a new service delivery model.

Risk management based on the general impacts on Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 39

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k service delivery include:-

Rigorous financial management overseen by (3) Revise processes to service managers to ensure fit with strategic services are prioritised commissioning cycle and towards those in greatest annual service planning need, and robust service against priorities and planning and commissioning need: to avoid excess and Audit service duplication. delivery plans Authorise Effective and continued procurement and communication with staff. commissioning activities centrally Key staff engaged in Efficient workstreams to design and procurement implement service changes. monitored and audited Effective strategic commissioning to reduce waste and duplication

Full analysis of the Council Priorities:- Review of Family Support statutory consultation will Enhancing life chances for & Children‟s Centres -1275 Until the outcome of the consultation is inform future service young people. A more targeted (additional savings known then the exact details of the structure and delivery service, which is open to families required) shape of the service and the funding model resulting in a cabinet with older children and young

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 40

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k required will not be known eg number of report outlining proposals people, will enable support to be Post consultation, and lead children‟s centres and service offer. for a revised service given to those families who need clearly dependent upon structure and delivery it most, and will allow a wider the service delivery model; in addition to a full range of families to benefit from model which is Following inspections and review of the Equality Impact support. subsequently agreed, Common Assessment Framework the Assessment on proposed additional savings will be required improvements and increased changes to meet the Public made through: investment in assessment arrangements Sector Equality Duty - revised staffing may be impaired due to reduced funding. Section 149 of the Equality structure Act 2010. The actual impact of a revised - revised revenue Recommendations from the Munro service delivery model is structure Review, which have been supported by unclear until the results of the - revised procurement the Government have not yet been Common Assessment consultation are known. and commissioning included in future service structures e.g. Framework action plan in approach the Early Help offer where children and place clearly outlining families do not meet the criteria for actions and timescale. Any receiving children‟s social care; additional resources to availability of social work expertise to all deliver this service would professionals working with children and be outlined in a business families who are not being supported by case. children‟s social care.

Reduced capacity to help service wide developments, such as the review of the Monitor the statutory contact service and what could be requirements emerging offered by Early Intervention and from recent reports Targeted Support to reduce costs. including the Munro Review

PUBLIC SECTOR EQUALITY DUTY:

Impact – High Risk - Low Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 41

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

EIA docs: Stage 1 & 2 completed; Stage 3 planned

Groups affected: Age Disability Pregnancy & Maternity Sex Race

Next Steps: EIA stage 3 to be completed

INTEGRATED YOUTH SUPPORT

SERVICE

Youth Offending Team West Yorks Custody Pathfinder requires the This offsets a reduction in the five YOTs to reduce „bed nights‟ by 10% - Youth Justice Board grant but Custody Pathfinder grant need to reinvest this resource into staffing, is a volatile area. A change of related expenditure +156 -78 -78 housing, training, foster care and local government policy, or periods Potential to improve performance voluntary sector – particularly those working of civil unrest, could cause by reducing youth crime. Levels Custody Pathfinder grant with BME communities. custody figures to rise. The of youth unemployment will be a -156 78 78 merger of the two local courts major barrier to improving the life Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 42

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k in Kirklees may cause chances of young people. problems with attendance Reduction in Youth Service still dealing with impact of earlier leading to more remands and Justice Board (YJB) YJB cuts of 12.5%. breach sanctions. There is the Grant risk of funding secure remands from 2013 awards. Reduction in partner +176 +40 +38 So far Probation have cut cash contribution We are still balancing services funding which impacts on daily running costs. with fewer staff but also fewer young offenders as a result of Deletion of vacant Greater pressure on caseholding and increasing investment in The YOT‟s performance will likely posts/flexible retirement +20 business support staff. prevention/targeted support decline as they will be working managed so far through with the more challenging young creative use of Pathfinder people. Running Costs/Grant A combination of using some Youth Crime grant. Police yet to declare maximization -81 Action Plan funding to meet existing grant for 2012/13. expenditure, trimming back various running costs and other efficiencies . As such it is Managed so far but caseloads hoped there will be no impact on service may well have bottomed out. -115 delivery. To be kept under review to ensure this is not having a detrimental impact on the service. The custody pathfinder has reduced impact on cuts from YJB, Council and partners but this will likely disappear and create a problem in 2014/15.

PUBLIC SECTOR EQUALITY DUTY:

Impact – Low Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 43

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k Risk - Low

EIA docs: Stage 1 completed; Stage 2 and 3 not planned

Groups affected: Age

Young People‟s Service This was a PCT funded pilot - condition of Workload of two staff has been This project contributed to the Fall out of PCT funding -80 grant was that this would be absorbed into absorbed – this has involved chlamydia testing and condom for two sexual health + 80 YPS core work . This has been achieved moving staff away from distribution,which contributes to workers matched with through increased efficiencies by other staff universal to more targeted the public health targets reduction in posts. and re-prioritisation of work programmes to work. enable support to this programme. PUBLIC SECTOR EQUALITY DUTY:

EIA not required as this was a three year grant funded programme that came to an end in 2011.

Service Change (11/12 budget decision) The service will create a model providing The implementation will be This will need to be carefully more efficient deployment of resources for carried out to ensure that an managed to find the best young people, by establishing an Integrated effective balance of possible savings with the least Integrated Youth Support -40 -161 Youth Service, joining the YPS and the YOT professional skills is impact on front line delivery. Service savings into a new service. This will ensure that maintained within the Service.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 44

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k resources are more effectively targeted This is predicated on the where they are most needed, and will avoid remaining staff moving to duplication of effort. single status.

The delayed completion of the review has The risk is that the volumes at meant some of the 2012/13 efficiencies will court increase. Increased not be achievable until 2013/14, with the youth unemployment will have Enhance life chances for young likelihood that elements of 2013/14 a negative impact on youth people. Potential benefits: proposals may move to 2014/15, although all crime figures. - reduce NEET efforts will be made to achieve as profiled. - reduce teenage pregnancy Reduced universal services - reduce use of drugs and alcohol Local courts merge in 2012. This should may increase demand on - reduce first time entrants into allow planned efficiency savings to take targeted work - important we criminal justice system. place without a reduction in quality of service manage resources and get the -reduce youth Anti-Social offered. balance right. Behaviour

PUBLIC SECTOR EQUALITY DUTY:

Impact – Medium Risk - Low

EIA docs: Stage 1 & 2 completed; Stage 3 not planned

Groups affected: Age Disability Sex

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 45

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

Service change Development work with This proposal could reduce the (10/11 budget decision) There are currently over 5000 young people schools and the voluntary number of young people -40 -30 -20 registered as participating in the Duke of sector will take place to assist completing the award, support for Edinburgh Award programme in Kirklees. them in taking on a larger participation by young people New funding proportion of delivery. Schools with a disability and the support arrangements for The D of E programme in Kirklees is will also be given the for the volunteering services delivering Duke of nationally recognised as being extremely opportunity to purchase provided by over 2000 young Edinburgh Open Award effective in providing accredited activities for service support for the D of E people per year volunteering centres young people with disabilities, and engaging delivery which their own staff through the award. a high level of voluntary support to assist in cannot provide. the delivery. This high level of voluntary This would have a negative support enables the service to be delivered Whilst the 2012/13 efficiencies impact on the service ability to at a low unit cost compared to other would still appear achievable, assist in the delivery of respite programmes. due to the reduced levels of care. external funding available for this work and delayed re- Due to the increased direct Whilst a large number are students at structuring of the Integrated charging of schools by other schools and colleges the Open Award Youth Support Service the service areas, the ability to Centres support the more vulnerable young 2013/14 efficiency has now increase schools funding for this people including those with disabilities. The been spread into the following work may be reduced in future Open Award Centres also provide year. years with the greatest opportunities for young people who do not detrimental impact being on have the opportunity to participate in their The Young People‟s Service is lower achievers. schools and for young people to undertake also increasing its ability to parts of the Awards that schools currently do support disabled young people not deliver. through development of work commissioned from the Young People‟s Activity Team. Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 46

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k

PUBLIC SECTOR EQUALITY DUTY:

Impact – Low Risk - Low

EIA docs: Stage 1 completed; Stage 2 & 3 not planned

Groups affected: Age Disability

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 47

Directorate for Children and Young People – Family Support and Child Protection IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Change Risk Management/Public Impact on Service Delivery priorities and performance Change 12/13 13/14 14/15 Sector Equality Duty

£k £k £k Re-configuration of service teams would need to take Service change The Adventure Activities Licensing place to enable this saving to This will affect our ability to (10/11 budget decision) -34 -30 Regulations 2004 require providers of be made. provide valuable experiences for Adventurous Activities to young people The team currently run young people and reduce the New funding under 18 years of age to be regularly programmes under a number range of opportunities offered to arrangements for the inspected. of contracts from Kirklees young people in Kirklees. outdoor adventurous College and other training These activities are particularly activities team providers and have been effective in engaging and The team both directly provides these steadily increasing their developing young people under activities and also trains other staff in other potential for income generation the NEET, Antisocial behaviour service areas, the third sector and schools to to subsidise their cost to the and Youth Crime Agendas. provide the activities under their licence. council. The business model will be further developed with the opportunity for schools to purchase delivery to meet their needs.

PUBLIC SECTOR EQUALITY DUTY: Impact – Low Risk - Low EIA docs: Stage 1 completed; Stage 2 & 3 not planned Groups affected: Age

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 48 COMMISSIONING & SAFEGUARDING ASSURANCE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS Director for Children & Young People 299 290 290 290 Management and Support 601 560 560 560 Independent Review & Advocacy 1,271 1,475 1,475 1,475 Commissioning & Children's Trust Development 4,660 4,736 4,676 4,676 Safeguarding Board 178 179 179 179 Service Level Agreements 4,782 4,721 4,658 4,672 DSG -176 -176 -176 -176

Total Net Expenditure 11,615 11,785 11,662 11,676

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 2,515 2,742 2,665 2,665 Other paygroups 420 428 428 428 Other employee costs 257 257 258 258 Premises 120 122 122 122 Transport 58 64 59 59 Supplies & Services 456 420 406 406 Third party payments 4,084 4,084 4,084 4,084 Transfer payments 5 5 5 5 Central Support Costs - Simple SLAs 4,270 4,209 4,146 4,160 Central Support Costs - Other 551 540 551 551 Capital Charges 0 0 0 0 Total Expenditure 12,736 12,871 12,724 12,738

INCOME Government Grants 62 62 62 62 Other Grants 556 491 491 491 Capital Grants 0 0 0 0 Internal Income 305 331 308 308 External Income 198 202 201 201 Interest 0 0 0 0 Total Income 1,121 1,086 1,062 1,062

Total Net Expenditure 11,615 11,785 11,662 11,676

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single Status 85.8 77.1 79.1 77.1 77.1 Other 4.0 4.0 4.0 4.0 4.0

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

49 Children and Young People Service – Commissioning and Safeguarding Assurance IMPACT STATEMENT

Savings/Cost of Service Change (£k)

Description of Service Risk Management/Public Impact on Council Priorities 12/13 13/14 14/15 Impact on Service Delivery Change Sector Equality Duty & Performance £k £k £k

Cost pressure - The Child Protection and Review Unit Equalities impact: CPRU work This proposal will ensure that investment carries out the statutory function of with LAC who are the most good performance on +91 reviewing the care of Looked After Children vulnerable children and young conducting reviews in a timely Child Protection & (LAC) and chairing child protection people. Strengthening this fashion will be maintained and Review Unit (CPRU) conferences capacity will ensure the best ensure the breadth and depth possible services and support of work to review LAC care Increase in CPRU An increase in staffing in the CPRU is are provided for these will contribute to the capacity by 1.5 FTE required to provide sufficient capacity to deal children. improvement of outcomes for with: our most vulnerable children Local growth in volumes of Looked Local growth in volumes and and young people. After Children and child protection changes in national The new Care Planning Regulations requirements have created a Government have produced a which increase the requirements of risk that CPRU will not be able new performance table on reviews and specify case loads to fulfil its role adequately. This outcomes from children in The Family Justice Review which proposal will address this risk. care/LAC. Increasing capacity recommends local authorities in CPRU will contribute to adhere to guidance on case loads improving performance The recent Ofsted Safeguarding and against the indicators in this Looked after Children inspection table. requires the Council to ensure there is sufficient capacity to carry out review work comprehensively

Cost Pressure Budget adjustment following centralisation of None None, other than potential Marketing & +58 Communication and Marketing function. need to take savings from communication other areas of the budget

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 50 Children and Young People Service – Commissioning and Safeguarding Assurance IMPACT STATEMENT Savings/Cost of Service Change (£k)

Description of Service Risk Management/Public Impact on Council Priorities 12/13 13/14 14/15 Impact on Service Delivery Change Sector Equality Duty & Performance £k £k £k

Cost Pressure Loss of grant, full implementation of earlier Equalities Impact: this The proposal will ensure we Medium Term Financial Plan (MTFP) proposal will ensure there is maintain the outstanding Community Cohesion & +28 savings, and staff turn over have resulted in some capacity to respond to performance in equality and Safeguarding a reduction in capacity to deliver requirements for safeguarding diversity work in safeguarding safeguarding work with Black & Minority support from BME highlighted by Ofsted Off setting pressure Ethnic (BME) communities and respond to communities (particularly arising from loss of grant community cohesion and initiatives aimed at mosques, madressahs and and implementation of preventing violent extremism (the Prevent supplementary schools) and earlier MTFP savings Strategy). This proposal will help us to meet co-ordinate contributions to these requirements. Prevent and community cohesion.

Without this capacity there is a risk that the directorate will not be able to promote safeguarding in BME communities or respond adequately to the Prevent Strategy.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 51 Children and Young People Service – Commissioning and Safeguarding Assurance IMPACT STATEMENT Savings/Cost of Service Change (£k)

Description of Service Risk Management/Public Impact on Council Priorities 12/13 13/14 14/15 Impact on Service Delivery Change Sector Equality Duty & Performance £k £k £k

Service Change The national report on child protection Equalities impact: enhancing This capacity will enable the (Munro Review) and the local Ofsted this capacity will enable a fuller directorate to respond to the Response to Munro +62 inspection of Safeguarding and Looked After analysis of impact across all emerging national Report on Child Children highlighted the need to increase equality groups and more performance framework Protection capacity for managing data, performance detailed support for (which indications show is not analysis, quality assurance and quality development of practice to likely to reduce) development. This proposal will make sure address inequalities. we can respond to the Munro recommendations for local authorities. Not having sufficient capacity poses the risk of not meeting statutory requirements for production and analysis of performance and practice development; and being unable to respond to Munro recommendations.

Changes in Income Maintaining funding for this post will ensure Equalities impact: enables Contributes significantly to continuation of rigorous risk assessment and participation of disabled improving outcomes for Education Visits +41 management for schools and services taking children in full range of children and young people by Coordinator children off site and participating in activities in and out of school maximising safe participation adventurous activities. The post will also in a wide range of out of £41k represents the take on a wider health and safety The post is central to risk school activities. shortfall of funding for this management role for the Directorate. assessment and management post following loss of across the Directorate. grant

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 52 Children and Young People Service – Commissioning and Safeguarding Assurance IMPACT STATEMENT Savings/Cost of Service Change (£k)

Description of Service Risk Management/Public Impact on Council Priorities 12/13 13/14 14/15 Impact on Service Delivery Change Sector Equality Duty & Performance £k £k £k

Service Change Focus of voice and influence work will be on Partners and other services (11/12 budget decision) support and development of Kirklees Youth will need to ensure they Council as the forum for young people’s develop ways for children and engagement; and developing young young people to have voice Involving Young Citizens -9 -60 people’s involvement in the commissioning and influence on policy and Equally (IYCE). process through the Young Adviser model. practice.

Concentrate provision of Reduced capacity to support other aspects Support to the Youth Council work on: young people’s of children’s engagement and participation. will need to help develop an voice and influence There will be implications for the workforce inclusive approach and target through support for and a minor impact on jobs. hard to reach young people. Kirklees Youth Council and Children in Care Young Adviser model aims to Council (for Looked After generate some income to Children); and developing offset costs through taking a the Young Adviser model small percentage of each as an approach to external contract let. involving young people in service review and design.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 53 SCHOOL FIXED BUDGETS - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS ISB 259,841 234,697 234,697 234,697 ISSB 11,140 11,140 11,140 11,140 Teachers Pay Grant 8,774 8,774 8,774 8,774 Schools' IAS19 2,286 2,270 2,270 2,270 YPLA Grant -4,902 -4,902 -4,902 -4,902 LMS Contingency 2,178 2,178 2,178 2,178 SEN Contingency 725 725 725 725 Supply Team 40 40 40 40 Maternity Leave 1,017 1,017 1,017 1,017 Public/Union Duties 381 381 381 381 Schools' Forum 32 32 32 32 School Reorganisations 292 292 292 292 Premature Retirements 2,808 2,808 2,808 2,808 Ethnic Minority Achievement 607 607 607 607 Capital Charges 24,033 24,033 24,033 24,033 Schools Repairs & Maintenance 90 90 90 90 PPP1 1,405 1,405 1,405 1,405 PPP2 225 225 225 225 Finance Service 123 123 123 123 Human Resources Services 132 132 132 132 Catering 95 95 95 95 Service Level Agreements 1 1 1 1 DSG -280,580 -255,436 -255,436 -255,436

Total Net Expenditure 30,743 30,727 30,727 30,727

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 66,000 59,942 59,942 59,942 Other paygroups 162,789 149,300 149,300 149,300 Other employee costs 7,813 7,368 7,368 7,368 Premises 37,401 35,061 35,061 35,061 Transport 264 245 245 245 Supplies & Services 39,822 36,080 36,080 36,080 Third party payments 3,900 3,610 3,610 3,610 Transfer payments 0 0 0 0 Central Support Costs - Simple SLAs 1 1 1 1 Central Support Costs - Other 350 350 350 350 Capital Charges 28,532 28,532 28,532 28,532 Total Expenditure 346,872 320,489 320,489 320,489

INCOME Government Grants 300,257 275,112 275,112 275,112 Other Grants 5,629 4,792 4,792 4,792 Capital Grants 5,941 5,941 5,941 5,941 Internal Income 1,527 1,480 1,480 1,480 External Income 2,771 2,433 2,433 2,433 Interest 4 4 4 4 Total Income 316,129 289,762 289,762 289,762

Total Net Expenditure 30,743 30,727 30,727 30,727

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single Status 2,357.0 2,558.2 2,342.7 2,342.7 2,342.7 Other 3,265.0 3,285.5 2,994.0 2,994.0 2,994.0

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k Schools & Childrens Centres Capital Maintenance 10,792 8,142 8,142 New Pupil Places 22,159 7,401 7,401 Schools Beyond Excellence 7,100 11,100 10,600 Studio School 3,280 0 0 Devolved Formula Capital 2,251 1,401 3,351

54 SCHOOLS FOR THE FUTURE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS Schools for the Future 590 590 590 590

Total Net Expenditure 590 590 590 590

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 208 208 208 208 Other paygroups 0 0 0 0 Other employee costs 15 0 0 0 Premises 0 20 20 20 Transport 1 1 1 1 Supplies & Services 412 70 70 70 Third party payments 0 0 0 0 Transfer payments 0 0 0 0 Central Support Costs - Simple SLAs 5 5 5 5 Central Support Costs - Other 0 286 286 286 Capital Charges 0 0 0 0 Total Expenditure 641 590 590 590

INCOME Government Grants 51 0 0 0 Other Grants 0 0 0 0 Capital Grants 0 0 0 0 Internal Income 0 0 0 0 External Income 0 0 0 0 Interest 0 0 0 0 Total Income 51 0 0 0

Total Net Expenditure 590 590 590 590

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single Status 7.0 4.0 4.0 4.0 4.0 Other 0.0 0.0 0.0 0.0 0.0

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

55 WELLBEING AND COMMUNITIES DIRECTORATE - REVENUE BUDGET DIRECTORATE SUMMARY

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS Wellbeing and Integration 92,603 93,730 91,935 89,029 Personalisation and Commissioning 16,624 15,221 13,408 13,961 Communities and Leisure 14,123 13,452 12,758 12,653

Total Net Expenditure 123,350 122,403 118,101 115,643

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 40,390 39,929 29,486 27,717 Other paygroups Other employee costs 387 394 394 394 Premises 2,056 2,171 1,645 1,644 Transport 1,802 1,793 1,382 1,377 Supplies & Services 4,428 4,177 3,599 3,596 Third Party Payments 95,622 98,275 104,602 102,903 Transfer Payments 6,513 7,304 7,331 7,121 Central Support Costs - Simple SLA's 9,185 9,066 8,931 8,962 Central Support Costs - Other 1,051 995 995 995 Capital Charges 6,017 6,017 6,017 6,017 Total Expenditure 167,451 170,121 164,382 160,726

INCOME Government Grants 2,043 1,920 608 58 Other Grants 17,173 19,222 19,012 18,856 Capital Grants 1,208 1,208 1,208 1,208 Internal Income 180 187 187 187 External Income 23,497 25,181 25,266 24,774 Interest Total Income 44,101 47,718 46,281 45,083

Total Net Expenditure 123,350 122,403 118,101 115,643

EMPLOYEES The budget provides for employees as follows : Service 2012/13 2013/14 2014/15 Standstill FTE FTE FTE FTE Wellbeing and Integration 1,154.7 1,185.9 770.7 669.0 Personalisation and Commissioning 70.2 70.2 64.0 60.0 Communities and Leisure 149.4 140.1 126.6 126.1 1,374.3 1,396.2 961.3 855.1

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k Wellbeing and Integration 100 Personalisation and Commissioning Communities and Leisure 18,684 14,103 1,076 18,784 14,103 1,076

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Wellbeing and Communities Directorate Budget Strategy Statement

Background and Introduction

The Wellbeing and Communities Directorate is the biggest spending directorate in the council and includes the communities and leisure and adult social care service areas. The directorate also has a council-wide lead on issues such as wellbeing and inequalities, relationships with the voluntary and community sector and connecting communities to public services, and provides services designed to improve the quality of life of both communities and individuals. Services to date can be categorised as

Universally available – a core infrastructure of services such as museums and sports facilities, community safety intelligence and information and advice on community based health and social care.

Universally available, responding to need – services such as low level care support, physical activity projects anti-social behaviour responses, community cohesion and domestic violence support. These services are available district wide although targeted at any one time to the demands of the moment.

Targeted support – services such as community capacity building in specific neighbourhoods, formal adult social care and commissioning for supported housing

Strategic relationship support, particularly with the voluntary and community sectors (VCS).

Many services are currently supported by partner activity, including joint commissioning, joint provision, staff secondments and external funding for staff resources. Examples include the secondment of police officers to the anti-social behaviour unit, NHS funding of physical activity staff, joint council/NHS funded social care commissioning managers and previously government grant funded cohesion projects.

Financial Challenge

The directorate’s base budget at 2009/10 was £129M. Over 2012/13 to 2013/14, the challenge has been to reduce this to approx £105 million, a reduction of about 19%. This year’s Medium Term Financial Plan continues this challenge into 2014/15.

The base budget also includes resources for activity such as performance management and administrative functions that are subject to I and E savings programmes and so are not considered in the service specific proposals.

In addition, we also face substantial future growth in demand, particularly for social care services for older people and people with learning difficulties. We need to meet this demand within the reducing budget and so it is essential that we are both as efficient as possible and as imaginative and innovative as possible in how we design and deliver services.

The impact of possible new government policy is also uncertain. Government is currently consulting on ideas for changing the adult social care system. Initial ideas and proposals will be published in a White Paper in Spring 2012. The proposals could radically alter the way care is funded and organised, and so we have deferred some of our own social care financial proposals until we can better understand the detail of this.

Efficiencies

In recent years, service efficiencies have formed a significant part of our budget reduction proposals and we have had success with this. New skills mix and focussing of work in social care assessment teams means that assessment and care management costs are now 13p in every pound spent on 57

care (10p net of overheads); in the low to mid range regionally. We have developed a range of new services with the NHS that have helped us reduce duplicated work, including new intermediate services to support people leaving hospital. Our high performing museums have streamlined services and reduced a range of costs. We have also streamlined working practises to make sure resources are focussed effectively. Increasingly we have also had to reduce staff numbers in small teams such as community engagement, and target work to where it is most needed. We continue to look for efficiencies but we know the scope for this is decreasing and for 2012/13 we have had to look more closely at which services we deliver and how these can be changed to achieve lower costs.

Proposals

As for 2011/12, in determining how to best deploy our resources, we have been particularly conscious of the need to:

Manage substantial growing demand – this is as important as meeting immediate financial constraints, otherwise we will face more severe resource issues in the future.

Balance approaches to service provision – statutory v non-statutory, universal v targeted. Clearly we have neither the resources, nor the need, to provide all services at a universal level. Some services, however, must be universally accessible in order that targeted services do not become overloaded and too expensive to maintain. Many of our statutory services would become unaffordable if non-statutory activity, such as prevention through community networks, ceased.

Recognise that our activity, intelligently deployed, can and must support the wider economy of Kirklees. Support for arts and culture, responses to personalisation and the development of strong communities can all lead to new forms of enterprise and employment, and we want to maximise the opportunities for this.

Recognise the ‘unknowns’ in our future. National policy is developing rapidly on a range of issues. Some of this may drive further demand – the Olympics may increase demand for sport, welfare benefit changes may increase demand on front-line services. Other changes may reduce demand, for example through community capacity building. Our own work is driving further charges - we are well advanced in the personalisation of adult social care, for example, and are starting to understand the trends emerging from this. We need to be flexible in being able to respond to all these changes.

To meet the challenges above, we are proposing a service offer that will:

 Continue to provide ‘universally’ available services focussed on activity that will prevent or reduce the need for more expensive services in the future by supporting the general wellbeing of individuals. For example, while we will seek some reductions in these areas, we propose to maintain our network of sport and leisure centres and maintain our Gateway to Care advice and low level support service

 Target and ration the most resource intensive interventions; at a community level by targeting activity such as community cohesion to those areas at most risk of destructive community tension, at an individual level by carefully managing access to, and cost of, formal social care support packages.

Focus on flexible commissioning and a ‘best partner’ approach to service provision, working with the VCS, public and private sector partners to develop new models of service delivery

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 Co-design services with individuals, communities and partners through social care personalisation, VCS development, social enterprise development and community engagement. In particular, in adult social care we will continue the personalisation of services and move further away from more traditional service approaches.

Achieving our aims

To achieve our aims we are proposing a mix of direct service reduction, service redesign, partnership delivery, increased rationing/targeting, subsidy reduction and investment. For example, we propose to: Continue to invest in increasing use of assistive technology to reduce the cost of future care Continue use of grants to invest in support community and social enterprise in social care, the arts and media, although we may have to consider some small reductions in these Reduce expenditure on some specific service areas including supporting people contracts, domestic violence support and sports and museums access times Be more efficient through partnership working with other sectors, including integration with health, and by partnership service delivery Reduce expenditure by more targeting of community services such as community cohesion and community safety Seek community/VCS partnerships for local events and community services. Reduce service subsidies

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SUMMARY SERVICE PLAN FOR WELLBEING & INTEGRATION AND PLANNING & COMMISSIONING FOR 2012/13

Purpose of Service

The service commissions, procures and delivers services for the following groups of people and their carers: Learning Disabled Physically Disabled Mental ill Health Older People Services are provided either in-house or by independent/voluntary sector providers, the primary objectives being to prevent increased vulnerability and to provide assistance, support, care and rehabilitation so that vulnerable people are enabled to live independently and within community based settings whenever possible.

Our Achievements

In accordance with the 7 outcomes contained in the Government’s ‘Our Health, Our Care, Our Say’ paper, we have remained committed to providing services that promote and facilitate the health and emotional well-being of our service users. As part of our commitment to personalisation, we recognise the long term benefits of supporting people in the community through the use of technology and we remain committed to the policy of investing in it wherever practicable. We will also continue our policies of increasing the use of personalised budgets and direct payments and of diverting service users from expensive institutional residential settings to the Shared Lives scheme. We have continued our policy of creating additional capacity with independent sector homecare providers which has led to further improvements in cost effectiveness and value for money. We have made further investment into the development, promotion and delivery of assistive technology. We have developed and introduced a mobile response service and a hospital avoidance team which aims to prevent hospital admissions or readmissions thereby resulting in significant savings and an improved service for our service users. We have remained focussed on training homecare teams in reablement techniques which has helped us to avoid the need to provide long term homecare. We also continue to achieve savings as a result of our policy of prevention and early intervention. Increasing the proportion of independent sector Supported Living placements for people with learning disabilities has generated significant savings. We have completed the re-structure of the Client Financial Affairs function as a result of which we are achieving significant efficiency savings. We have continued to make savings by re-profiling the workforce in Access and Assessment and Mental Health. The review of all posts graded 13-16 has now been completed which also involved a process of reviewing the roles of managers involved in assessment, care management and hospital discharge. Continued examination of back office functions has led to further reductions in business support capacity which has resulted in significant savings towards the overall Innovation and Efficiency target. We have continued to ensure that we minimise our travel costs and carbon dioxide emissions by encouraging colleagues to use public transport using the metro cards provided and by using pool cars where practicable rather than using their own cars. We have continued to work with neighbouring Authorities/PCTs to ensure an appropriate level of contribution towards the provision of specialist services. We have maintained close working relationships with local health partners in order to promote more integrated services, notably single point of access.

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Our Objectives

We will continue to provide some services that will prevent or reduce the need for more expensive services in the future by supporting the general well-being of individuals and communities. We will target and allocate the most resource intensive interventions, managing both current and future demand. We will focus on flexible commissioning and a ‘best partner’ approach to service provision with no automatic ‘in-house assumption’. We will re-model services including co-design with individuals and communities, for example by changing services around personal budgets and modern aspirations. As part of our service re-modelling activities we will explore opportunities for partnering with other public sector organisations as well as external providers. In addition we are monitoring central government guidance on support for employees who wish to set up social enterprises. We are realigning our workforce to recognise the changes brought about by personalisation and transformation. We will provide improved services through integrated community teams, more placements in Kirklees for complex dementia and a better response to growing health problems in people with complex learning disabilities. Care managers will be supported to make further improvements in care purchasing to ensure that eligible community care needs are met appropriately, suitable and reasonably. A revised approach to accommodation related support will be instituted during the life of the MTFP which will use the resources available in the most cost effective way. We will continue to take forward the personalisation and partnership agendas, supporting people to access personalised services and where possible aligning health social care offers to promote more seamless services for our users. We will expand our prevention and early intervention offers increasing the use of assistive technology to complement existing services and enhancing our mobile response service to ensure people are supported within the community. The expansion of our reablement offer with its associated support will not be a chargeable service but we anticipate that it will reduce the resource levels needed for longer term support.

Measuring our Objectives

KI Ref Description Target / Travel in 11/12 Target / Travel in 12/13 KI 156 The proportion of 85% - performance during TBC - there are nationally older people (65+) 2011/12 to date has been driven changed to the way who were still at consistently reflective of our in which this indicator is home 91 days after proposed target, indicating compiled which the service discharge from the effectiveness of our is currently evaluating to hospital into reablement services. assess impact. We expect reablement / to see an increase in the rehabilitation services number of people staying at home after discharge as our enablement services mature and develop. (Improving direction of travel)

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KI 157 Social Care-Related TBC - due to recent national TBC - this will be based on Quality of Life changes in the indicator the Adult Social Care (SCRQoL) definition, this measure is no Survey outcomes from longer a percentage 2011/12 measure, rather an averaged score from a number of questions relating to aspects of a service user's daily life. In 10/11, Kirklees scored 18.5 out of 24 which placed us in a relatively good position to some of our comparator group authorities. This year, we would hope to see a similar average score, as well as being able to understand the degree to which a person's Quality of Life can be attributed to the care they receive.

KI 158 Proportion of people Whilst the target for 2011/12 35% (Improving direction using social care who is 33%, we expect that by of travel) receive self-directed the end of year support and those approximately 40% of our receiving direct services users will have payments accessed some form of Self Directed Support, and have a support plan which clearly shows their agreed objectives.

KI 159 Timeliness of social 84% - our performance so 85% - we would expect this care assessment far in 2011/12 has been measure to continue to indicative of this target improve gradually as despite staffing and backlog preventative services issues in some of the become more prevalent, assessment teams. service users are enabled, and the assessment pathways become more efficient. (Improving direction of travel)

KI 160 Timeliness of social 90% - we expect that the 89% - we still expect that care packages target will be met this year, this measurw ill be as the information we have impacted by the Self received through the year Directed Support process (especially from Mental and as the responsibility Health), still indicates that for sourcing and packages of care are being implementing support implemented in an efficient services is gradually manner. shifted to the service user.

62

KI 161 Carers receiving 22% - the target for 2011/12 26% - expected direction of needs assessment or is to maintain the current travel is that it will increase review and a specific level of service offer to due to the number of carer’s service, or carers. carers accessing advice and assessments / reviews / information services (Improving direction of travel)

KI 163 Percentage of items The target for 2011/12 is 92% - without the issues of of equipment and 89%, although we expect 2011/12 impacting on adaptations delivered that we will reach 80% of performance, we expect within 7 working days items delivered within 7 that our usual high working days this year. The standard of delivery will be reason for this shortfall is maintained. However the due to a number of process service may wish to revise issues with the equipment this target given some of stores at the start of the the planned changes to the year. Improvement plans equipment service were initiated in September (Improving direction of 2011, and from then we travel) have seen a continuous improvement.

KI 164 The proportion of Our target is 75%, although TBC - in light of the new adults with learning a definition change means definition. disabilities who live in that current performance in their own home or 2011/12 is approximately with their family 82% of our known LD population. We would expect our year end position to be reflective of current performance.

KI 165 The proportion of Our target is 7.9%, although TBC in light of the new adults with learning a definition change means definition. disabilities in paid that current performance employment (and likely year end performance), is approximately 9.5%

KI 166 The proportion of 97% - the direction against TBC adults in contact with this target is positive, secondary mental although it was suggested health services living that this target should be independently, with revised by SWYFT. or without support

KI 167 The proportion of 17.2% - the direction against TBC adults in contact with this target is positive, secondary mental although it was suggested health services in that this target should be paid employment revised by SWYFT.

KI 168 Intensive home care 9.7 households per 1000 of TBC the 65+ population.

63

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 Indicative decisions taken on these areas by full council in February 2011

Savings/Cost of Service Change Impact on Council Description of (£) Risk Management/Public Priorities and Impact on Service Delivery Service Changes 12/13 13/14 14/15 Sector Equality Duty Performance £000 £000 £000 Savings from increased use of Assistive technology will Consideration of assistive These measures will help assistive technology. complement traditional technology will be built into all people to live longer in their approaches to care. assessments and where own homes, which is what our There is increased evidence of changes to packages include feedback says they prefer, the long term benefits of assistive technology, staff will rather than be admitted to -310 0 0 supporting independence in the need to develop risk residential care. community through the use of assessments to ensure any technology. This would include, risk is managed. Investment in for example sensors in people’s both technology and homes, telehealth monitoring, infrastructure in year one satellite navigation technology to would be needed in order to monitor an individual’s safe use in achieve the savings. the community. A mobile response service has been developed to respond to alerts from people using assistive technology.

PUBLIC SECTOR EQUALITY DUTY:

Impact – Low Risk – Low EIA docs: Screening Tool Groups affected: People with a disability Carers Next Steps:

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

64

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 Indicative decisions taken on these areas by full council in February 2011

Savings/Cost of Service Change Impact on Council Description of (£) Risk Management/Public Priorities and Impact on Service Delivery Service Changes 12/13 13/14 14/15 Sector Equality Duty Performance £000 £000 £000 Benefits realisation from new This model delivers 6-8 weeks of There is some national & local People would be supported to reablement model in free intensive support for people evidence relating to the long live independently through partnership with health by home support workers, term benefits realisation of this Social Services, a positive services. including occupational and model. However, these are impact. physiotherapy input where still emerging and there is -300 -300 -300 appropriate. some risk as to the actual More people will be supported Packages are likely to be more level of savings projected. to live in their home intensive at the start and taper as environment, while preventing people are actively assisted to PUBLIC SECTOR EQUALITY admission to hospital/care regain their ability. Early DUTY: home. intervention and investment in reablement makes best use of Impact - Low resources with health partners Risk - Low and assistive technologies to help EIA docs: Screening Tool people to re-learn skills for Groups affected independent living in a way that is Older people and people with sustainable. a disability This reduces the need for Next Steps ongoing long term support and in Consideration of some cases removes the need Commissioning entirely. Improved purchasing of Care managers will ensure Individual assessments of This approach will ensure a fair community care packages. eligible community care needs need will ensure that and equitable use of resources are met appropriately for all appropriate services are to meet identified user needs. groups of service users to ensure identified. Gateway services a fair and consistent approach is will ensure appropriate access applied to all. to complementary services. -600 -300 0 We will continue to work to PUBLIC SECTOR EQUALITY ensure cost effective service DUTY: options are available to meet Impact - Low users’ needs. Risk - Low

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

65

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 Indicative decisions taken on these areas by full council in February 2011

Savings/Cost of Service Change Impact on Council Description of (£) Risk Management/Public Priorities and Impact on Service Delivery Service Changes 12/13 13/14 14/15 Sector Equality Duty Performance £000 £000 £000 The total net expenditure budget before these savings is £22.7m. EIA docs: Screening Tool

Groups affected All

Next Steps Nothing further planned

Further consideration of The Government is currently Any further change would The impact of new government eligibility criteria post Dilnot. considering feedback from a require a formal consultation proposals will be considered national debate on how adult process before any when details of the White Paper social care is organised and amendments can be are available. 0 -1,730 -2,230 funded. A White Paper is considered, and a decision on expected in Spring 2012 and may the outcomes of the include significant radical change, consultation by the cabinet. including changes to eligibility criteria. Therefore, no change is PUBLIC SECTOR EQUALITY proposed for 2012/13. DUTY: Provisional savings remain shown for 2014 onwards but these may Impact - High not emerge in final proposals. Risk - High

EIA docs: Screening Tool & Stages 2 & 3 Groups affected Older People and people with a disability Carers Next Steps Monitor & Measure Impact

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

66

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 Indicative decisions taken on these areas by full council in February 2011

Savings/Cost of Service Change Impact on Council Description of (£) Risk Management/Public Priorities and Impact on Service Delivery Service Changes 12/13 13/14 14/15 Sector Equality Duty Performance £000 £000 £000

Best Partnering. The proposal is to identify a Savings are projected on the There will be comprehensive partner/partners to deliver basis that there will be engagement with all integrated health and social care increasing levels of joint stakeholders during the change provision to those with complex commissioning and joint process. and specialist needs, eg severe provision. -589 -1811 0 dementia, complex learning disabilities and intermediate PUBLIC SECTOR EQUALITY care/re-ablement services. DUTY: This is to ensure the Council and Impact - Low its partners address the Risk - Low demographic pressures within the EIA docs: Screening Tool Joint Strategic Needs Groups affected Assessment (JSNA). It is Older People & people with a anticipated that the majority of disability partnership work will be with the Next Steps NHS. - Work with affected individuals - Provide info for service users including choice of provider (in house or external) - Phased implementation - Interim transition measures - Monitor & review impacts

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

67

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 Indicative decisions taken on these areas by full council in February 2011

Savings/Cost of Service Change Impact on Council Description of (£) Risk Management/Public Priorities and Impact on Service Delivery Service Changes 12/13 13/14 14/15 Sector Equality Duty Performance £000 £000 £000 Fairer charging policy. This increases service charges Service users receive a full Positive impact – potential towards a policy of achieving ‘full financial assessment to increase in take up of DP/DB cost recovery’ from those who ensure any charge levied scheme. have the resources to be able to does not exceed their -470 0 0 make a contribution towards the disposable income. People supported to live cost of their care. Some people Only customers who have the independently (all ages). may choose to purchase their means to pay will make a own services directly. financial contribution. Negative impact – possible Consultation on these proposals It is possible that the increase reduced number of people has already started. will mean customers choose accessing day services. not to take our services, leaving them more vulnerable.

PUBLIC SECTOR EQUALITY DUTY:

Impact – High Risk – High

EIA docs: Screening Tool & Stages 2 & 3

Groups affected Older People People with a disability Carers

Next Steps Consultation

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

68

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 Indicative decisions taken on these areas by full council in February 2011

Savings/Cost of Service Change Impact on Council Description of (£) Risk Management/Public Priorities and Impact on Service Delivery Service Changes 12/13 13/14 14/15 Sector Equality Duty Performance £000 £000 £000 Reduction in number of Accommodation support contracts We will seek to mitigate the Delivery of services during this accommodation related will be reviewed to consider more budget reductions through difficult period of de- support contracts. generic prevention work and exploring complementary commissioning will be affected reduce contract fragmentation. funding sources and as will the two national - 1,206 - 2,411 0 arrangements through joint indicators. Service users may Reduced investment in commissioning of services not be able to move on to more accommodation support contracts with other service areas and independent living as some may increase pressure on with partners where possible. may have to move into partners. Work with providers to explore residential care or other forms new service models has of accommodation. To minimise the impact we will already begun and provide services which focus on technological solutions will be Accommodation related support early intervention targeting the looked at. Some services that services do much to help the most vulnerable. are no longer deemed a Council meet its priorities and priority will be reduced or the priorities of the partnership, The total expenditure budget decommissioned following the and there will still be a before these savings is £10.5m. start of the new service significant level of spend in this (focussing on early area. intervention and prevention).

PUBLIC SECTOR EQUALITY DUTY:

Impact - High Risk – High EIA docs: Screening Tool & Stages 2 & 3 Groups affected Older people & people with a disability

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

69

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 Indicative decisions taken on these areas by full council in February 2011

Savings/Cost of Service Change Impact on Council Description of (£) Risk Management/Public Priorities and Impact on Service Delivery Service Changes 12/13 13/14 14/15 Sector Equality Duty Performance £000 £000 £000 Next Steps Phased decommissioning, conversion to new model of delivery.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

70

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 New Proposals for consideration in setting Council budget in February 2012

Impact on Council Savings/Cost of Service Change Priorities and (£) Description of Risk Management/Public Performance Impact on Service Delivery Service Changes Sector Equality Duty 12/13 13/14 14/15 £000 £000 £000

Re-model in house Domestic We will retain a strategic function Victims who are at high risk There is a degree of risk that Violence service. within the council for domestic will be supported by a some situations will not be violence and seek to integrate specialist worker and provided with appropriate levels and pool resources with partner supported through court. of support. agencies. Victims with low to medium 0 0 -77 risk situations will be We will support the development supported to access of community and voluntary community and voluntary sector services, and the specialist sector support or integrated IDVA (Independent Domestic commissioned services will be Violence Advocate) service to explored to deliver a holistic support people with high risk service with partners. needs through court. PUBLIC SECTOR EQUALITY In addition, support will be offered DUTY: by Gateway services to victims of domestic violence by providing Impact – High advice, information and Risk – High signposting. EIA docs: Screening Tool & Stages 2 & 3 Groups affected Older People & people with a disability

Next Steps Awaiting results of Stage 3 Review consultation status

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

71

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 New Proposals for consideration in setting Council budget in February 2012

Savings/Cost of Service Change Impact on Council Description of (£) Risk Management/Public Priorities and Impact on Service Delivery Service Changes 12/13 13/14 14/15 Sector Equality Duty Performance £000 £000 £000

Re-model SWEET, SWANS, There will be an increased focus Vulnerable people with high There is a degree of risk that SWEETIES projects. on community and voluntary risk needs will be supported some situations will not be sector support and integrating by specialist workers. provided with appropriate levels (Sex Worker, empowerment, services with partner People with lower level risk of support. education and training projects organisations. needs will be signposted to Adults and Young Adults) community and voluntary The re-modelled projects will services. (sex worker ante-natal support vulnerable women We will work with partners to service) working in the sex industry who minimise impact on have high risk needs to promote community safety and 0 0 -72 better life chances and reduce integrate services. exploitation. Children at risk of exploitation will continue to be supported. In addition support will be offered by Gateway services to PUBLIC SECTOR EQUALITY vulnerable adults with lower risk DUTY: individuals through information and advice. Impact - Medium Risk – High medium

EIA docs: Screening Tool, Stage 2 & 3.

Groups affected People with a disability & females & maternity support

Next Steps Awaiting results of stage 3 Review consultation status

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

72

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 New Proposals for consideration in setting Council budget in February 2012

Impact on Council Savings/Cost of Service Change Priorities and Description of Service (£) Risk Management/Public Impact on Service Delivery Performance Changes Sector Equality Duty 12/13 13/14 14/15 £000 £000 £000 The Community Support team The re-ablement service will in Services will continue to be Re-modelling of delivery of supports adults who have future incorporate this service available. specialist dementia and mental dementia or a mental health need model. health Community Support in the community on a short term Services. 0 -80 0 basis. PUBLIC SECTOR EQUALITY DUTY: This proposal would mean retaining short term intervention in Impact - Low the newly developed re-ablement Risk – Low service. EIA docs: Screening Tool

Groups affected Older People & people with a disability.

Next Steps Short term care - Mainstream team into community support Long term care – Purchase from independent sector.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

73

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 New Proposals for consideration in setting Council budget in February 2012

Impact on Council Savings/Cost of Service Change Priorities and Description of Service (£) Risk Management/Public Performance Impact on Service Delivery Changes Sector Equality Duty 12/13 13/14 14/15 £000 £000 £000 Increase Day Care transport This will increase the contribution Some people choose to make contribution to £1.50. from £1.00 to £1.50 per journey. their own arrangements to This will affect approximately attend day service. 200+ people per day using -50 0 0 council run services. PUBLIC SECTOR EQUALITY DUTY: Impact - Medium Risk - Low EIA docs: Screening Tool Groups affected Older People & people with a disability

Next Steps Communications with affected service users will take place should this be agreed.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

74

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 New Proposals for consideration in setting Council budget in February 2012

Savings/Cost of Service Change Impact on Council Description of Service (£) Risk Management/Public Priorities and Impact on Service Delivery Changes 12/13 13/14 14/15 Sector Equality Duty Performance £000 £000 £000 Introduce nominal charge for This proposal would introduce a People may choose to make daycare meals of £1. nominal charge as a contribution their own arrangements for a towards the cost of a meal and meal. -50 0 0 would be collected on a pay as you eat basis at the Council’s day PUBLIC SECTOR EQUALITY services. DUTY:

It would affect approximately Impact – Medium 300+ people. Risk - Low

EIA docs: Screening Tool

Groups affected Older people & people with a disability

Next Steps Communications with affected service users will take place should this be agreed.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

75

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 New Proposals for consideration in setting Council budget in February 2012

Impact on Council Savings/Cost of Service Change Priorities and (£) Description of Service Risk Management/Public Performance Impact on Service Delivery Changes Sector Equality Duty 12/13 13/14 14/15 £000 £000 £000 Day Services transformation. We will transform the service offer This will be achieved by The Council has a statutory by giving people choice about increasing the use of duty to assess needs of adults how they wish to be supported in personalised budgets. Also we who may need services and to 0 -165 0 the future, by increasing the use will work with independent meet the needs of people who of personalised budgets and sector providers to shape the are eligible. ( direct payments. Where market ensuring service users appropriate we will work with The Council should also have choice and control. independent sector providers to ensure that there are a range Potentially could lead to a ensure individual needs are met. of services available for positive impact on social care people to be able to use their clients receiving self-directed personal budget to best effect. support. PUBLIC SECTOR EQUALITY DUTY: Impact – Medium Risk - Low

EIA docs: Screening Tool & Stages 2 & 3 Groups affected Older People & people with a disability Next Steps Individual support for service users and their carers Personalised care planning

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

76

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 New Proposals for consideration in setting Council budget in February 2012

Impact on Council Savings/Cost of Service Change Priorities and (£) Description of Service Risk Management/Public Performance Impact on Service Delivery Changes Sector Equality Duty 12/13 13/14 14/15 £000 £000 £000 Re-provide Worklink services. Worklink has lost national The current customer base contract work and these services can access Work Programme are now being provided by others. via new local prime providers. We need to redesign Worklink to These customers can be -350 0 0 ensure efficiency. supported through Job Centre Plus to access employment support.

PUBLIC SECTOR EQUALITY DUTY:

Impact – Medium Risk – High

EIA docs: Screening Tool & Stages 2 & 3

Groups affected People with a disability

Next Steps Consultation and explore alternatives

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

77

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 New Proposals for consideration in setting Council budget in February 2012

Savings/Cost of Service Change Impact on Council Description of Service (£) Risk Management/Public Priorities and Impact on Service Delivery Changes 12/13 13/14 14/15 Sector Equality Duty Performance £000 £000 £000 Additional Continuing Health An increasing number of Learning PUBLIC SECTOR EQUALITY Neutral. Care (CHC) income. Disabled Service users are DUTY: entitled to full NHS funding rather -250 0 0 than social care funding. Impact - Low Risk - Low

EIA docs: Screening Tool

Groups affected People with a disability

Next Steps Continued support

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

78

Wellbeing and Integration and Personalisation and Commissioning Impact Statement 2012/13 New Proposals for consideration in setting Council budget in February 2012

Impact on Council Savings/Cost of Service Change Priorities and Description of Service (£) Risk Management/Public Impact on Service Delivery Performance Changes Sector Equality Duty 12/13 13/14 14/15 £000 £000 £000 Remodel dementia day care. This proposal would involve There is a risk that there could We will work with independent exploring moving from an in- be a lack of suitable providers sector providers to shape house provision to one contracted identified through the tender provision ensuring service with the independent/charitable process. users have choice and control. -100 -200 0 sector. Potentially could lead to a PUBLIC SECTOR EQUALITY positive impact on social care DUTY: clients receiving self-directed support. Impact - Low Risk - Low

EIA docs: Screening Tool

Groups affected Older People & people with a disability

Next Steps

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

79

WELL-BEING & INTEGRATION SERVICE - SUMMARY - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Older People 48,388 48,855 45,908 42,007 Physical Disabilities 8,685 9,575 9,624 9,558 Learning Disabilities 28,857 28,836 29,559 30,369 Mental Health 6,673 6,464 6,844 7,095

Total Net Expenditure 92,603 93,730 91,935 89,029

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 32,577 32,572 22,680 20,917 Other paygroups 0 0 0 0 Other employee costs 265 272 272 272 Premises 1,208 1,297 771 770 Transport 1,679 1,674 1,263 1,258 Supplies & Services 1,925 1,789 1,285 1,282 Third Party Payments 78,051 82,202 91,846 90,263 Transfer Payments 6,513 7,304 7,331 7,121 Central Support Costs - Simple SLA's 6,757 6,661 6,560 6,583 Central Support Costs - Other 644 599 599 599 Capital Charges 2,159 2,159 2,159 2,159 Total Expenditure 131,778 136,529 134,766 131,224

INCOME Government Grants 90 0 0 0 Other Grants 16,011 17,995 17,995 17,851 Capital Grants 3 3 3 3 Internal Income 44 44 44 44 External Income 23,027 24,757 24,789 24,297 Interest 0 0 0 0 Total Income 39,175 42,799 42,831 42,195

Total Net Expenditure 92,603 93,730 91,935 89,029

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 1,242.8 1,154.7 1,185.9 770.7 669.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Well-being & Integration - Total Capital Programme 100 0 0

80 WELL-BEING & INTEGRATION - OLDER PEOPLE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Access & Information 1,182 1,208 1,208 1,208 Assessment & Care Management 5,292 5,062 5,062 5,062 Contracted Services 1,970 1,966 1,966 1,966 Day Services 1,233 1,105 905 905 Direct Payments 1,379 1,541 1,541 1,485 External Placements 17,555 17,508 17,745 17,329 Home Care 17,936 17,333 16,590 14,730 Other Care Costs 21 13 13 13 Persons From Abroad 266 114 144 174 Residential Services 2,024 2,439 1,235 1,235 Safer Communities 412 406 406 257 SDS Income -4,196 -4,086 -4,086 -4,086 Other Services 1,101 1,105 1,105 1,105 Management & Support 1,875 1,792 1,792 1,792 Non-Devolved Budgets (inc. SLA's) 6,341 6,151 6,080 6,096 54,391 53,657 51,706 49,271 Review of Eligibility Criteria -1,021 0 -996 -2,462 Health Opportunities post-CSR -4,982 -4,802 -4,802 -4,802 Total Net Expenditure 48,388 48,855 45,908 42,007

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 22,175 21,757 16,999 15,236 Other paygroups 0 0 0 0 Other employee costs 134 133 133 133 Premises 660 701 420 419 Transport 1,113 1,001 976 971 Supplies & Services 1,058 935 657 654 Third Party Payments 44,491 46,116 48,456 45,810 Transfer Payments 1,619 2,045 2,075 2,049 Central Support Costs - Simple SLA's 4,808 4,739 4,668 4,684 Central Support Costs - Other 517 497 497 497 Capital Charges 467 467 467 467 Total Expenditure 77,042 78,391 75,348 70,920

INCOME Government Grants 0 0 0 0 Other Grants 10,213 10,777 10,777 10,773 Capital Grants 0 0 0 0 Internal Income 27 27 27 27 External Income 18,414 18,732 18,636 18,113 Interest 0 0 0 0 Total Income 28,654 29,536 29,440 28,913

Total Net Expenditure 48,388 48,855 45,908 42,007

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 857.0 780.4 797.3 587.1 485.4 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

81 WELL-BEING & INTEGRATION - PHYSICAL DISABILITIES - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Assessment & Care Management 809 788 788 788 Care Phones 195 242 242 242 Contracted Services 177 177 177 177 Day Services 211 465 300 300 Direct Payments 2,350 2,415 2,415 2,327 External Placements 2,854 3,125 3,437 3,587 KICES 1,162 1,162 1,162 1,162 Other Care Costs 583 597 819 1,003 SDS Income -86 -118 -138 -158 Other Services 185 185 185 185 Management & Support 135 139 139 139 Non-Devolved Budgets (inc. SLA's) 411 398 392 394 8,986 9,575 9,918 10,146 Review of Eligibility Criteria -301 0 -294 -588 Total Net Expenditure 8,685 9,575 9,624 9,558

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 1,528 1,758 1,483 1,483 Other paygroups 0 0 0 0 Other employee costs 11 10 10 10 Premises 14 29 13 13 Transport 163 165 61 61 Supplies & Services 462 454 443 443 Third Party Payments 7,726 8,605 9,080 9,086 Transfer Payments 2,508 2,642 2,642 2,554 Central Support Costs - Simple SLA's 354 349 343 345 Central Support Costs - Other 26 18 18 18 Capital Charges 37 37 37 37 Total Expenditure 12,829 14,067 14,130 14,050

INCOME Government Grants 0 0 0 0 Other Grants 2,932 2,909 2,909 2,900 Capital Grants 3 3 3 3 Internal Income 17 17 17 17 External Income 1,192 1,563 1,577 1,572 Interest 0 0 0 0 Total Income 4,144 4,492 4,506 4,492

Total Net Expenditure 8,685 9,575 9,624 9,558

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 54.6 46.4 62.7 49.7 49.7 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

82 WELL-BEING & INTEGRATION - LEARNING DISABILITIES - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Assessment & Care Management 875 870 870 870 Day Services 2,244 2,274 2,274 2,274 Direct Payments 2,239 2,461 2,461 2,368 Employment Services 703 349 349 349 External Placements 13,130 11,829 12,238 12,289 Other Care Costs 4,819 6,061 7,389 8,763 Residential (in-house) 2,706 2,713 2,202 2,202 Shared Lives 882 922 922 922 SDS Income -162 -424 -538 -662 Other Services 246 246 246 246 Management & Support 150 150 150 150 Non-Devolved Budgets (inc. SLA's) 1,406 1,385 1,368 1,372 29,238 28,836 29,931 31,143 Review of Eligibility Criteria -381 0 -372 -774 Total Net Expenditure 28,857 28,836 29,559 30,369

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 5,974 6,323 1,464 1,464 Other paygroups 0 0 0 0 Other employee costs 61 70 70 70 Premises 446 475 246 246 Transport 219 322 40 40 Supplies & Services 336 330 115 115 Third Party Payments 21,784 23,298 29,740 30,598 Transfer Payments 2,240 2,460 2,457 2,367 Central Support Costs - Simple SLA's 1,131 1,115 1,098 1,102 Central Support Costs - Other 81 65 65 65 Capital Charges 658 658 658 658 Total Expenditure 32,930 35,116 35,953 36,725

INCOME Government Grants 90 0 0 0 Other Grants 1,715 2,952 2,952 2,861 Capital Grants 0 0 0 0 Internal Income 0 0 0 0 External Income 2,268 3,328 3,442 3,495 Interest 0 0 0 0 Total Income 4,073 6,280 6,394 6,356

Total Net Expenditure 28,857 28,836 29,559 30,369

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 231.4 236.1 239.4 47.4 47.4 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k Day Care Developments 100 0 0

83 WELL-BEING & INTEGRATION - MENTAL HEALTH - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Assessment & Care Management 2,076 2,072 2,072 2,072 Day Services 545 547 547 547 Direct Payments 146 157 157 151 External Placements 2,386 2,224 2,679 3,018 Other Care Costs 465 419 419 404 Other Services 374 396 396 396 Management & Support 231 136 136 136 Non-Devolved Budgets (inc. SLA's) 520 513 506 507 6,743 6,464 6,912 7,231 Review of Eligibility Criteria -70 0 -68 -136 Total Net Expenditure 6,673 6,464 6,844 7,095

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 2,900 2,734 2,734 2,734 Other paygroups 0 0 0 0 Other employee costs 59 59 59 59 Premises 88 92 92 92 Transport 184 186 186 186 Supplies & Services 69 70 70 70 Third Party Payments 4,050 4,183 4,570 4,769 Transfer Payments 146 157 157 151 Central Support Costs - Simple SLA's 464 458 451 452 Central Support Costs - Other 20 19 19 19 Capital Charges 997 997 997 997 Total Expenditure 8,977 8,955 9,335 9,529

INCOME Government Grants 0 0 0 0 Other Grants 1,151 1,357 1,357 1,317 Capital Grants 0 0 0 0 Internal Income 0 0 0 0 External Income 1,153 1,134 1,134 1,117 Interest 0 0 0 0 Total Income 2,304 2,491 2,491 2,434

Total Net Expenditure 6,673 6,464 6,844 7,095

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 99.8 91.8 86.5 86.5 86.5 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

84 PERSONALISATION & COMMISSIONING - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Commissioning & Planning 7,827 7,612 7,398 7,401 Supporting People 8,797 7,609 6,510 7,060 16,624 15,221 13,908 14,461 Public health service efficiencies 0 0 -500 -500 Total Net Expenditure 16,624 15,221 13,408 13,961

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 2,761 2,784 2,414 2,414 Other paygroups 0 0 0 0 Other employee costs 18 18 18 18 Premises 9 8 8 8 Transport 33 27 27 27 Supplies & Services 1,001 951 951 951 Third Party Payments 14,075 12,851 9,940 9,940 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLA's 995 980 966 969 Central Support Costs - Other 30 30 30 30 Capital Charges 0 0 0 0 Total Expenditure 18,922 17,649 14,354 14,357

INCOME Government Grants 1,948 1,915 603 53 Other Grants 277 443 273 273 Capital Grants 0 0 0 0 Internal Income 73 70 70 70 External Income 0 0 0 0 Interest 0 0 0 0 Total Income 2,298 2,428 946 396

Total Net Expenditure 16,624 15,221 13,408 13,961

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 75.9 70.2 70.2 64.0 60.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

85 COMMUNITIES & LEISURE SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 SUMMARY Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Anti Social Behaviour 250 201 201 201 Community Safety 518 470 429 429 Creative Economy & Community Sector Support 1,616 1,565 1,505 1,506 Engagement & Cohesion 995 1,001 884 884 Museums & Galleries 2,383 2,268 2,003 2,004 Sport & Physical Activity 6,147 6,019 5,574 5,459 Business Support 2,214 1,928 2,162 2,170

Total Net Expenditure 14,123 13,452 12,758 12,653

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 5,052 4,573 4,392 4,386 Other paygroups 0 0 0 0 Other employee costs 104 104 104 104 Premises 839 866 866 866 Transport 90 92 92 92 Supplies & Services 1,502 1,437 1,363 1,363 Third party payments 3,496 3,222 2,816 2,700 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 1,433 1,425 1,405 1,410 Central Support Costs - Other 377 366 366 366 Capital Charges 3,858 3,858 3,858 3,858 Total Expenditure 16,751 15,943 15,262 15,145

INCOME Government Grants 5 5 5 5 Other Grants 885 784 744 732 Capital Grants 1,205 1,205 1,205 1,205 Internal Income 63 73 73 73 External Income 470 424 477 477 Interest 0 0 0 0 Total Income 2,628 2,491 2,504 2,492

Total Net Expenditure 14,123 13,452 12,758 12,653

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 162.4 149.4 140.1 126.6 126.1 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Communities & Leisure 18,684 14,103 1,076

86

COMMUNITIES & LEISURE SERVICES SUMMARY SERVICE PLAN 2012/13 TO 2014/15

Purpose of Service We aim to inspire and support more people to be active and creative, feel safe and be involved in their communities. We are about active and creative, safe and engaged communities. This service seeks to engage communities so that they have influence and power over their lives, helping people to discover, enjoy, understand and get involved in the full range of community life - including sport, arts, heritage and cultures. This is done by empowering the people of Kirklees to fulfil their potential through active participation and life long learning. We are about capacity building, engagement, behaviour change, advocacy/leadership and fun/enjoyment. We do this by the development and delivery of a wide range of services and programmes which tackle issues around crime and anti-social behaviour, support the victims of crime, develop community networks, address community tensions together with the creation of sustainable sports, arts and health related physical activity. The service also manages 3 museums, 2 historic houses, a country park and an art gallery. Targeting of developments and an effective partnerships approach ensure that resources are maximized and, where appropriate, with a delivery focus on those most in need. We seek to identify inequality in participation/involvement and take action which narrows the gap, tackling social exclusion.

Our Achievements 2011/12

Enhanced life chances for young people . Schools education at Tolson Museum and Dewsbury Museum win Sandford Award status for Educational Excellence and number of visiting schools leap by over 20%, to 13,000attendances across all Kirklees Museums. . Huddersfield University works with Huddersfield Art Gallery to launch the two year ROTOR programme of exhibitions, research and learning activities to enhance the town’s offer as a great place to study art and design . £4k funding received from Renaissance Yorkshire to enable young people to be involved in researching and creating their own exhibition at Bagshaw Museum for Precious Cargoes as part of the national Cultural Olympiad programme. . Completion of an NHS and Creative Partnerships commissioned emotional health/wellbeing project in 14 schools, inclusive of 210 children, including the development of nurturing spaces in 4 secondary schools which has influenced schools’ wider thinking about how to support pupils’ emotional health needs . Intergenerational project involved the elderly and school pupils from Birkby in ‘sharing’ sessions at Tolson Museum . Over 430 children and adults taking part in a range of activities developed in response to the Tackling Childhood Obesity theme of the Reducing Inequalities Grant scheme - encouraged physical activity and healthy eating through participation in community based activities such as cycling, swimming, cook and eat, walking, making use of local parks and play areas . Teen parents engaged in a programme of creative arts activities as a means of involving them in Children Centre services and support, including information advice and guidance on parenting, skills development, confidence and self esteem . Another successful Kirklees Youth Games, hosting numerous school sports finals and community events – together with co-ordination of the Kirklees entry for the West Yorkshire Youth Games . Mission Active Kirklees Festival linked to four school sport partnerships , with over 500 Year Four children taking part – plus, the Jump and Shout Dance Festival held at LBT with over 600 children and young people involved Support older people to be healthy, active and included . Health and well being events held at Birkby Croft involving 60 older people in healthy living, exercise and social activities. . Tolson Museum opened the Community Heritage Room with support from the Heritage Lottery Fund and volunteers to create a resource for people wanting to find out more about their local heritage. . Reminiscence Resources loan scheme used regularly and extensively by elderly care services with over 100 loans reaching over 3,000 elderly residents . Health and well being club developed in the Dalton area, involving 488 older people. Sessions delivered include healthy eating, exercise, IT and the opportunity to socialise. . Over 1,000 referrals to the Practise Active Leisure Scheme (PALS) with significantly lower levels of drop out during the course of the scheme than similar schemes around the country – with 170 activity opportunities throughout the district . Moving More Often - focusing on exercise for the frail elderly - 12 courses delivered 96 leaders trained, with three support meetings held and 11 new sustainable activity opportunities created Leading Kirklees out of recession . Delivery of the Colne Valley Business Support Programme to 50 creative businesses and sole traders which has led to increased business confidence, stronger networking and increased workspace . Launch of Creative Bubble, a social networking site for creative businesses, which in its first three months of operation has attracted 55 sole traders and creative businesses and led to the establishment by the members of a meeting network . Delivered Festival of Light in Huddersfield to approximately 50,000 people increasing footfall and spend in the town . Continued to work with Tourism and Welcome to Yorkshire to raise the profile of the visitor offer in Kirklees. Regional campaigns included ‘Tate in Yorkshire’, ‘Gardens’ and the Bronte links. . Yorkshire Day at Oakwell Hall attracted over 10,000 visitors with a Yorkshire Market for local producers and businesses. . Small Retailers Scheme led to 500 retailers receiving crime reduction advice, 30 retailers receiving specialist hardware such as enhanced CCTV and 2,000 panic alarms being distributed Providing effective and efficient services . Vacated Stadium offices to save £128,200 annual savings which has contributed towards I&E Corporate Savings . £50k of funding has been secured for over thirty different community organisations to enhance voluntary and community activity in their neighbourhoods . Management of regular multi agency FOCUS operations throughout Kirklees which bring together partners to address neighbourhood issues such as fly tipping, traffic issues and anti-social behaviour. This has targeted upwards of 25,000 residents living in targeted neighbourhoods.

87

. Through tackling anti-social behaviour and supporting the local community to undertake substantial renovations, a disused Sports Club was transformed a community facility thereby maximising access to sports by the wider local community. Tackling inequality . 163 referrals about antisocial behaviour, delivering warnings and other interventions and supporting 228 victims. . Over 1,000 households who had experienced a burglary fitted with additional security measures such as locks and lights to reduce their chances of further victimisation and the subsequent consequences of that on their health and wellbeing. . Development of a calendar of interventions throughout the year to tackle particular seasonal community safety issues – eg. Pinchpoints campaign to tackle anti-social behaviour around bonfire night and multi-agency activities to address drunk and rowdy behaviour associated with the night time economy around the festive period. . Dealt with 120 referrals to the Restorative Justice scheme and given 200 victims of crime the opportunity to meet their offender to enable them to start to move on from the crime together with management of third party reporting centres to provide an alternative reporting mechanism for reporting and supporting over 150 victims of hate crime . A community Gardening project working with people with drug and alcohol dependency was delivered in Paddock, bringing people together to work on an allotment space, growing fruit and vegetables, . Completed the delivery of Pinnacle 10, a leadership programme for 14 artists and cultural managers from BAME backgrounds who reported increased confidence and improved skills to manage their businesses and influence change in the creative sector . International Women’s Day conference held 150 women in attendance raising awareness of inequality . Programme of Parent twinning involving 6 junior schools in Dewsbury to promote/build positive relationships between people from different backgrounds . Local women’s visit to House of Commons and meeting with local MP encouraging awareness and civic participation . Engaged with residents of different cultural backgrounds from across Dewsbury South and Ravensthorpe. Twenty One of these residents received training, resulting in them becoming Community Champions within their communities, and working actively to raise awareness of Bowel cancer. . Start - to encourage healthier lifestyles for young people who are obese - 54 new families worked, 79% of whom have recorded a reducing BMI as a direct result of involvement in the scheme . MEND - a community, family based programme for overweight and obese children aged between 7 - 13years and their families - 23 families involved programmes across Kirklees – and has won national MEND award for partnership working Carbon Reduction . Administered Boiler Replacement Scheme grants on behalf of the Environment Unit, with 87 enquiries and completed the award of ten grants and supported 44 micro businesses to make energy saving measures

Our Objectives 2012/13 to 2014/15

Enhanced life chances for young people . Bagshaw is due to have its Sandford renewed in 2012. Application is being worked on for the February deadline . Explore new ways to deliver the schools education in a context of increased devolution of school powers and the changing and role of the LEA . Support and develop a range of sustainable activity / sports opportunities and programmes to reduce inequalities in participation for children, young people and at risk communities . Contribute to the development of pathways into and through sport and physical activity promoting long term athlete development and the health and social benefits of lifelong participation Support older people to be healthy, active and included . Develop further opportunities for the Service to support Adult Social care, with resources for volunteering, reminiscence and enriching activities in collaboration with local partners, both in communities and across our museums . Kirklees Healthwatch to be further developed and commissioned . Support and develop a range of sustainable activity / sports opportunities and programmes to reduce inequalities in participation for Adults, Older People and at risk communities . Increase attendances by older people at cultural activities particularly at the service’s music concerts and through supporting Open Art’s Culture Club . Recruit, train and support volunteers and buddies and promote volunteer /buddy programmes in support of encouraging more older people to become more active . Deliver an adult education programme across museums & galleries sites in association with local colleges and community education organisations. . Continuing commitment to the Memory Box loan scheme in support of the treatment of and management of dementia Leading Kirklees out of recession . Support local families through the extension of a public programme of low cost event, family activities and workshops . In light of reducing resources, change the way support to the creative sector is delivered through the establishment of a Creative Partnership, development of on-line resources and training and less one to one support . Launch the Creative Kirklees on-line resources to facilitate connections between creative businesses and undergraduates, promote the creative sector and create new markets for the creative activities, products and services made in Kirklees Providing effective and efficient services . Develop a robust system for victims of hate crime to report incidents, receive appropriate support and ensure partner agencies are collectively developing effective strategies to tackle hate crime together with a robust tension monitoring system which co-ordinates partnership actions to pro-actively address community tensions at the earliest possible time . Implement the Kirklees ASB Strategy . Initiate a programme of work to refresh the Museum’s collections and improve storage and display conditions. . Develop business plans and income generation activity to support the long term financial sustainability of the Museums and Galleries service. 88

. Completion of the Service Review to achieve revenue savings required – programme management of this activity . A comprehensive review of service and delivery in the area of museums and galleries looking at opening hours and community presence so that the service reflects changing needs in the future. . Review the current management structures / accountabilities for the Sport & Active Recreation Strategy and the Physical Activity Programme Plan

Tackling inequality and fairness for all Capacity Building . Build capacity in the Voluntary and Community Sector to be more self-sufficient through the revision and implementation of the VCS Strategy and Compact, launch of Community Conversations and development of an asset transfer framework and training programme for community building managers . Implement new arrangements for the prioritisation and allocation of cohesion resources including the establishment of a refreshed Cohesion Board and Community Cohesion Leadership Team . Ensure the priorities contained with the Kirklees Partnership Plan informs and drives multi-agency working relating to community safety . Develop and deliver joint action on Community Safety challenges such as Involving communities & victims, Reducing Re- offending, Reducing Serious Acquisitive Crime, Substance misuse including drugs and alcohol, Improving confidence, reassurance and well being (including mental health) and Tackling Violent crime and improving personal safety . Establish a co-located multi-disciplinary ASB team incorporating Kirklees Neighbourhood Housing Community Protection team, the Kirklees Anti-Social Behaviour Unit (KASBU) and other services . Build capacity in communities to deliver activities and events through skills development, the establishment of a volunteer bank for events and sharing of resources and joint procurement across the Service . Work closely with victims and communities that have been harmed as a result of crimes or anti-social behaviour to enable them to have a say in deciding how perpetrator(s) are held to account for the offence and repair some of the harm caused to enable victims to move on from the incident as far as possible . Commissioning the Kirklees Faith Forum . Support departments and partners to mainstream cohesion through their day to day activity . Develop an annual sports and physical activity coaching, leadership training / CPD programme working closely with partners to ensure best use of resources and avoid duplication . Taking forward development plans for Tolson Museum Engagement . Develop a collaborative approach to the PREVENT strategy . Reduce fear of crime and low confidence in target neighborhoods through targeted community safety projects and communicating the outcomes of partnership working . Co-ordination of local problem solving groups to bring partners together to share intelligence about community safety issues and deliver collaborative action against the priorities that emerge from these . Establish a new approach to community cohesion . Improve access for Voluntary and Community Groups to the Council’s funding programmes by establishing a single access point and improving access to information and advice . Facilitate and lead on multi-agency work in Cohesion priority areas . Development of a council wide community engagement and development strategy in conjunction with the Chief Executives Policy unit . Review the Sport & Physical Activity Strategy and the Physical Activity Programme Plan, re-developing as appropriate

Carbon Reduction . Continuing administration of a Boiler Replacement Scheme grants on behalf of the Environment Unit . Address issues surrounding efficient heating and insulation of historic museum sites Measuring Our Objectives 2011/12 Expected directions of Expected rate of change PI Ref No. PI Description Baseline travel 2011/12 2011/12 to 2012/13 % of people who believe people from different Expected improvement KI 181 46% Slow rate of change backgrounds get on well together in their local area (over 2 years) Percentage of people who feel that that people pull Expected improvement New 38% Slow rate of change together to improve things in their local area (over 2 years) KI 184 Participation in regular volunteering (formal) 22% Improvement expected Slow rate of change KI 185 Adult participation in sport 23.9% Improvement expected Slow rate of change

% of 13/14 yr olds physically active 84.6% Improvement expected Slow rate of change KI 194 % of 18-64 yr olds sedentary on low incomes 17% Improvement expected Slow rate of change Attendance of arts and creative events over the last 12 New 46% Improvement expected Slow rate of change months Number of visits/usages of Museums and Galleries per Provision reducing over Focus on sustaining for KI 190 735 1,000 population next 2 years future Provision reducing over Focus on sustaining for KI 191 Net cost per visit to museums £3.89 next 2 years future Baseline to be New Income per usage/visit to Museums an Galleries Improvement expected Slow rate of change established Baseline to be Improvement expected Slow rate of change New Perception of the fear of crime established Focus on sustaining for Improving KI 188 Perceptions of antisocial behaviour 22% future

89

COMMUNITIES & LEISURE SERVICE – IMPACT STATEMENT

INDICATIVE BUDGET DECISIONS TAKEN FEBRUARY 2011

Savings/Cost of Service Description of Service Risk Management/Public Impact on Council Priorities & Change (£k) Impact on Service Delivery Change Sector Equality Duty Performance 2012/13 2013/14 2014/15 End funding for night life -58 It is intended that the reduction in marshals Some people may feel less safe Risk to sustained reductions in marshalling in Huddersfield town centre and Batley in areas where night life violent crime and perceptions on “Golden Mile” will be filled through a more marshalls work. public safety. flexible patrolling function by officers including PCSOs at key times. PUBLIC SECTOR EQUALITY DUTY:

Impact – Medium Risk – Low

EIA docs: Stage 1 & 2 completed (stage 3 not planned)

Groups affected: Age; Race; Sexual orientation; Religion/Belief

Next Steps: Flexible patrolling.

Reduction to the events -16 -59 There will be no Bounce „n‟ Bump event in The Crown of Lights Music Festival Impact has been minimised through budget including Multi Heckmondwike from 2012 onwards. In in Heckmondwike is receiving an approach which reduces the Cultural Weekend 2013, there will be no A World Together funding and support through the number of Council managed events event in Dewsbury and funding for Yorkshire Creative Events Partners but increases support for community Day at Oakwell Hall and the Holmfirth Food Investment Programme and so managed events especially in areas and Drink Festival will end. Slight reductions Heckmondwike still has a with low provision and/or needing to will be made to the funding provided for an community event. Spirit, Thornhill improve community cohesion. event in Batley, Thornhill Lanterns, Lanterns and Dewsbury On Sea are Dewsbury On Sea and Huddersfield Food still being delivered in Dewsbury. and Drink Festival plus marketing for the Yorkshire Day at Oakwell Hall is Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year‟s budget have the first four columns highlighted 90

COMMUNITIES & LEISURE SERVICE – IMPACT STATEMENT

Savings/Cost of Service Description of Service Risk Management/Public Impact on Council Priorities & Change (£k) Impact on Service Delivery Change Sector Equality Duty Performance 2012/13 2013/14 2014/15 Kirklees events programme including the introducing entry fees to generate promotion of community organised events. replacement income. Community These events can still be delivered with the workers and the Creative Economy reduction in Council funding although they Team are working with community may have to reduce in size if they cannot groups in Batley and Dewsbury generate income from ticket sales, South to build their capacity to stalls,concessions or attract funding from manage and fundraise for other sources. community events in their areas. Events in the Major Events Programme funded by the Corporate Priorities Budget (i.e. Spirit, Festival of Light and Concerts in the Park) are unaffected.

PUBLIC SECTOR EQUALITY DUTY:

Impact – Medium Risk – Low-Medium EIA docs: Stages 1 & 2 completed

Groups affected: Age Race Religion/Belief

Next Steps: Consider completing stage 3. Work with community groups to increase their capacity to organise events.

Reduced opening hours at -31 -31 This will result in a reduced offer for a range Work with Kirklees Active Leisure to Swimming contributes to both life swimming pools of groups whose wellbeing is helped through re-programme the swimming offer to chances for young people and physical activity benefits provided by minimise the impact where possible. healthy active older people, as well swimming. Review the current swimming offer as wellbeing for adults. by the Council and explore other Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year‟s budget have the first four columns highlighted 91

COMMUNITIES & LEISURE SERVICE – IMPACT STATEMENT

Savings/Cost of Service Description of Service Risk Management/Public Impact on Council Priorities & Change (£k) Impact on Service Delivery Change Sector Equality Duty Performance 2012/13 2013/14 2014/15 delivery models with KAL.

PUBLIC SECTOR EQUALITY DUTY:

Impact – Medium Risk – Low

EIA docs: Stages 1 & 2 completed (stage 3 not planned)

Groups affected: Age; Race Sex

Next Steps: Explore alternative delivery models with KAL.

Kirklees Active Leisure -100 -334 -116 A range of income generating proposals are The not-for-profit consultancy arm Minimal impact on service delivery. income generation being developed by KAL including: the developed by KAL is currently The focus is on additional services recent introduction of a KAL Card; the progressing a range of projects both being offered to build on current expansion of the personal training offer; a re- within Kirklees and further afield, provision. vamped swimming lesson programme; with the potential to generate enhanced group exercise initiative; revised additional income. This could have a positive effect on managing attendance process. Though this However, there are risks to both increasing life chances for young is income generation by a third party, if for KAL and the Council if the proposed people, supporting older people, and whatever reason Kirklees Active Leisure is income generating elements do not in support of the drive for increased unable to meet the target, reductions in materialise (especially within the health and wellbeing. service delivery would have to be worsening economic climate). considered. PUBLIC SECTOR EQUALITY DUTY:

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year‟s budget have the first four columns highlighted 92

COMMUNITIES & LEISURE SERVICE – IMPACT STATEMENT

Savings/Cost of Service Description of Service Risk Management/Public Impact on Council Priorities & Change (£k) Impact on Service Delivery Change Sector Equality Duty Performance 2012/13 2013/14 2014/15 Impact – Low Risk – Low

EIA docs: Stage 1 completed (stages 2 & 3 not planned)

Groups affected:

Next Steps: Look for further income generation opportunities.

Reduction in Museum -42 -84 Museums and gallery sites are currently The proposals are designed to The public impact is estimated at the opening hours and number open seven days a week. A new package of maintain presence and provision loss of around 30,000 visits out of a of attendants reduced opening hours will include closing all where possible, with reductions at total of 300,000 general visitors. sites one day a week and three sites two the quietest times to maximise Up to 2,000 visits by children in days per week, and early closure in the savings with least impact. school groups could be lost on winter. current usage patterns but this will The savings will be achieved by be mitigated by accommodating Closing Oakwell Hall House and Red House new, more flexible staff rotas based schools on other days and Museum during weekdays during the winter. on more extensive use of maintaining some winter capacity for annualised hours and staff working schools at Oakwell Hall. across more than one venue. There will be implications for the workforce and an impact on jobs.

The public impact will be mitigated by working to accommodate school visits on other days, and once visitors become accustomed to the new opening hours it is hoped that they will visit at other times.

PUBLIC SECTOR EQUALITY DUTY:

Impact – Medium Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year‟s budget have the first four columns highlighted 93

COMMUNITIES & LEISURE SERVICE – IMPACT STATEMENT

Savings/Cost of Service Description of Service Risk Management/Public Impact on Council Priorities & Change (£k) Impact on Service Delivery Change Sector Equality Duty Performance 2012/13 2013/14 2014/15 Risk – Medium

EIA docs: Stage 1 & 2 completed (stage 3 not planned)

Groups affected: Age;

Next Steps: School visits on specific days, closures during quietest times.

Reduction in Museum and -60 -120 Reductions in posts will be made across all There is a potential risk to the Any potential impact on Galleries Staffing museum and gallery activity. Development service‟s Accredited Museum accreditation, cohesion and activity will be reduced and staffing status, which is the industry performance should be minimised by resources will be focussed on a more limited standard for museums and an effective targeting of services and number of priority activities. essential element in external grant working with partners. applications.

There will be implications for the workforce and an impact on jobs.

The service will continue to prioritise activities involving new partnership working and where additional resources can be attracted.

PUBLIC SECTOR EQUALITY DUTY:

Impact – Medium Risk – Low

EIA docs: Stage 1 &2 completed (stage 3 not planned)

Groups affected: Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year‟s budget have the first four columns highlighted 94

COMMUNITIES & LEISURE SERVICE – IMPACT STATEMENT

Savings/Cost of Service Description of Service Risk Management/Public Impact on Council Priorities & Change (£k) Impact on Service Delivery Change Sector Equality Duty Performance 2012/13 2013/14 2014/15

Next Steps: Prioritise activities and target resources; extend partnership working.

NEW PROPOSALS FOR 2012 BUDGET CONSIDERATION

Savings/Cost of Service Description of Service Change (£k) Risk Management/Public Impact on Council Priorities & Impact on Service Delivery Change Sector Equality Duty Performance 2012/13 2013/14 2014/15

Income generation for -60 (G) -60 (G) This proposes to generate additional income There is a risk of negative public Kirklees Museums have seen Museums across the Museums and Historic Houses reaction at the introduction of increased throughput over the last across Kirklees – Oakwell Hall, Red House charges to these local facilities, 18 months. This has been viewed Museum, Bagshaw Museum, Dewsbury particularly in the context of regional as a result of the economic Museum and Tolson Museum. This may and national museums being free of downturn, with families choosing to include a wider range of charges for room charge. However, this might be spend leisure time closer to home hire, extended functions provision and/or mitigated in that additional charges where the impact on disposal museum entry – where appropriate and will focus on more than the potential income is far less. Therefore, the where viable. to just charge on entry. Museums offer has made a contribution to leading Kirklees out There is a risk of charging becoming of recession. The introduction of a barrier of use for lower income charging to these local facilities may families. However, this will be result in a reduction of throughput at mitigated by the inclusion of Museum sites, compounded by the Kirklees Passport concessions to fact that the Service is already

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year‟s budget have the first four columns highlighted 95

COMMUNITIES & LEISURE SERVICE – IMPACT STATEMENT

Savings/Cost of Service Description of Service Change (£k) Risk Management/Public Impact on Council Priorities & Impact on Service Delivery Change Sector Equality Duty Performance 2012/13 2013/14 2014/15

the charging regime, ensuring that proposing a significant reduction in low income families can still have opening hours. access to facilities.

PUBLIC SECTOR EQUALITY DUTY:

Impact – Medium Risk – Low EIA docs: Stages 1 & 2 completed (stage 3 not planned)

Groups affected: Young people, low income families

Next Steps: Feasibility assessment on the scope for charging Establish a schedule of charges that include appropriate concessions through the Kirklees Passport

Cessation of funding for -10 Loss of funding for 24 concerts by local The music programmes in town It is becoming increasingly difficult to brass band concerts in brass bands and other acoustic halls (organ, chamber music and deliver this service. There have also parks bands/orchestras in parks across Kirklees. orchestral) will continue and brass been issues in 2011 with bands will continue to perform at programming as some bands are ticketed concerts in a wide variety of struggling to attract enough players community venues. The team will to be able to perform at the council support voluntary groups who wish concerts. to learn how to organise and fundraise for concerts in parks.

PUBLIC SECTOR EQUALITY DUTY:

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year‟s budget have the first four columns highlighted 96

COMMUNITIES & LEISURE SERVICE – IMPACT STATEMENT

Savings/Cost of Service Description of Service Change (£k) Risk Management/Public Impact on Council Priorities & Impact on Service Delivery Change Sector Equality Duty Performance 2012/13 2013/14 2014/15

Impact – Low Risk – Low EIA docs: Stages 1 completed (stages 2 & 3 not planned)

Groups affected: All

Next Steps: Provide support to voluntary groups (training etc.) to fundraise and organise events in the park(s).

Reduction in funding for the -5 -10 Kirklees Youth Games has recently been Every effort will be made to ensure Marginal impact on effectiveness to Kirklees Youth Games through a review and currently delivers that activity linked to the Olympics deliver against Council priorities. initiative events /activities linked to the forthcoming will be developed where possible to Olympics, sustainable sport/activity provision have sustainable outcomes. for young people with disabilities and Focus in the future will be on those targeted sport/activity in community settings. with greatest need and in key areas i.e. young people with disabilities There will be a reduction in provision in and in community settings. terms of the events once the Olympics is over, but provision will continue in the PUBLIC SECTOR EQUALITY community setting and for young people with DUTY: disabilities. Impact – Low Risk – Low

EIA docs: Stage 1 completed (no plans for stages 2 & 3)

Groups affected: Age

Next Steps: Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year‟s budget have the first four columns highlighted 97

COMMUNITIES & LEISURE SERVICE – IMPACT STATEMENT

Savings/Cost of Service Description of Service Change (£k) Risk Management/Public Impact on Council Priorities & Impact on Service Delivery Change Sector Equality Duty Performance 2012/13 2013/14 2014/15

Target efforts at sustainable provision and focus support on the most needy groups.

Changes to the aquatics -41 Reduced or removal of free swimming offer Negotiation with KAL re the aquatics . programme involving a for young people across Kirklees. programme generally but reduction or removal of the specifically to look at the potential of summer free swimming income generation initiatives. This programme and exploration may allow some subsidised of opportunities to develop swimming for young people in alternative methods of greatest need. delivering the current offer in The outcomes from free swimming partnership with Kirklees will be evaluated and steps taken to Active Leisure minimise the impact of stopping. This saving appears in year 2 in order to provide time to identify the best way of achieving the saving.

PUBLIC SECTOR EQUALITY DUTY: Impact – Medium Risk – Low EIA docs: Stage 1 completed

Groups affected: Age Next Steps: Stages 2 & 3 to be considered

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year‟s budget have the first four columns highlighted 98

COMMUNITIES & LEISURE SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 ANTI SOCIAL BEHAVIOUR Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Anti Social Behaviour 250 201 201 201

Total Net Expenditure 250 201 201 201

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 168 168 168 168 Other paygroups 0 0 0 0 Other employee costs 0 0 0 0 Premises 0 0 0 0 Transport 6 6 6 6 Supplies & Services 20 20 20 20 Third party payments 49 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 0 0 0 0 Central Support Costs - Other Capital Charges 7 7 7 7 Total Expenditure 250 201 201 201

INCOME Government Grants 0 0 0 0 Other Grants 0 0 0 0 Capital Grants 0 0 0 0 Internal Income 0 0 0 0 External Income 0 0 0 0 Interest 0 0 0 0 Total Income 0 0 0 0

Total Net Expenditure 250 201 201 201

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 4.0 4.0 4.0 4.0 4.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

None 0 0 0

99 COMMUNITIES & LEISURE SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 COMMUNITY SAFETY Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Community Safety 518 470 429 429

Total Net Expenditure 518 470 429 429

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 402 412 371 371 Other paygroups 0 0 0 0 Other employee costs 3 3 3 3 Premises 2 2 2 2 Transport 4 4 4 4 Supplies & Services 7 7 7 7 Third party payments 58 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 0 0 0 0 Central Support Costs - Other 0 0 0 0 Capital Charges 126 126 126 126 Total Expenditure 602 554 513 513

INCOME Government Grants 0 0 0 0 Other Grants 0 0 0 0 Capital Grants 84 84 84 84 Internal Income 0 0 0 0 External Income 0 0 0 0 Interest 0 0 0 0 Total Income 84 84 84 84

Total Net Expenditure 518 470 429 429

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 11.0 10.5 10.5 9.5 9.5 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

None 0 0 0

100 COMMUNITIES & LEISURE SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 CREATIVE ECONOMY & COMMUNNITY Standstill Budget Budget Budget SECTOR SUPPORT £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Arts & Creative Economy 1,290 1,266 1,206 1,207 Voluntary Sector Support 326 299 299 299

Total Net Expenditure 1,616 1,565 1,505 1,506

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 642 600 601 601 Other paygroups 0 0 0 0 Other employee costs 3 3 3 3 Premises 32 32 32 32 Transport 4 4 4 4 Supplies & Services 811 785 726 726 Third party payments 15 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 144 155 153 154 Central Support Costs - Other 0 0 0 0 Capital Charges 0 0 0 0 Total Expenditure 1,651 1,579 1,519 1,520

INCOME Government Grants 0 0 0 0 Other Grants 21 0 0 0 Capital Grants 0 0 0 0 Internal Income 0 0 0 0 External Income 14 14 14 14 Interest 0 0 0 0 Total Income 35 14 14 14

Total Net Expenditure 1,616 1,565 1,505 1,506

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 9.1 17.5 16.0 16.0 16.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

None 0 0 0

101 COMMUNITIES & LEISURE SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 ENGAGEMENT & COHESION Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Engagement & Cohesion 995 1,001 884 884

Total Net Expenditure 995 1,001 884 884

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 711 720 608 608 Other paygroups 0 0 0 0 Other employee costs 0 0 0 0 Premises 0 0 0 0 Transport 15 15 15 15 Supplies & Services 52 49 44 44 Third party payments 238 238 238 238 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 0 0 0 0 Central Support Costs - Other 0 0 0 0 Capital Charges 0 0 0 0 Total Expenditure 1,016 1,022 905 905

INCOME Government Grants 0 0 0 0 Other Grants 7 7 7 7 Capital Grants 0 0 0 0 Internal Income 14 14 14 14 External Income 0 0 0 0 Interest 0 0 0 0 Total Income 21 21 21 21

Total Net Expenditure 995 1,001 884 884

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 20.8 20.3 20.1 17.0 17.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

None 0 0 0

102 COMMUNITIES & LEISURE SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 MUSEUMS & GALLERIES Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Museums 2,236 2,121 1,856 1,857 Art Galleries 147 147 147 147

Total Net Expenditure 2,383 2,268 2,003 2,004

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 1,366 1,252 1,043 1,043 Other paygroups 0 0 0 0 Other employee costs 0 0 0 0 Premises 249 276 276 276 Transport 20 20 20 20 Supplies & Services 126 114 114 114 Third party payments 0 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 198 195 192 193 Central Support Costs - Other 36 36 36 36 Capital Charges 782 782 782 782 Total Expenditure 2,777 2,675 2,463 2,464

INCOME Government Grants 5 5 5 5 Other Grants 111 67 67 67 Capital Grants 163 163 163 163 Internal Income 0 0 0 0 External Income 115 172 225 225 Interest 0 0 0 0 Total Income 394 407 460 460

Total Net Expenditure 2,383 2,268 2,003 2,004

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 55.0 49.5 44.8 37.3 37.3 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Museums & Galleries 200 100 0

103 COMMUNITIES & LEISURE SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 SPORT & PHYSICAL ACTIVITY Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Physical Health & Activity 890 909 877 877 Client Costs & Capital Charges 2,174 2,173 2,166 2,167 Client Resource KAL Trust Activity 3,083 2,937 2,531 2,415

Total Net Expenditure 6,147 6,019 5,574 5,459

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 1,337 1,252 1,190 1,178 Other paygroups 0 0 0 0 Other employee costs 9 9 9 9 Premises 57 56 56 56 Transport 32 34 34 34 Supplies & Services 312 298 288 288 Third party payments 3,136 2,984 2,578 2,462 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 483 476 469 470 Central Support Costs - Other 0 0 0 0 Capital Charges 2,784 2,784 2,784 2,784 Total Expenditure 8,150 7,893 7,408 7,281

INCOME Government Grants 0 0 0 0 Other Grants 746 710 670 658 Capital Grants 958 958 958 958 Internal Income 49 59 59 59 External Income 250 147 147 147 Interest 0 0 0 0 Total Income 2,003 1,874 1,834 1,822

Total Net Expenditure 6,147 6,019 5,574 5,459

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 43.7 38.2 35.8 33.9 33.4 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Leisure Management (including Self Financing) 18,484 14,003 1,076

104 COMMUNITIES & LEISURE SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 BUSINESS SUPPORT Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Business Support 2,214 1,928 2,162 2,170

Total Net Expenditure 2,214 1,928 2,162 2,170

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 426 169 411 417 Other paygroups 0 0 0 0 Other employee costs 89 89 89 89 Premises 499 500 500 500 Transport 9 9 9 9 Supplies & Services 174 164 164 164 Third party payments 0 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 608 599 591 593 Central Support Costs - Other 341 330 330 330 Capital Charges 159 159 159 159 Total Expenditure 2,305 2,019 2,253 2,261

INCOME Government Grants 0 0 0 0 Other Grants 0 0 0 0 Capital Grants 0 0 0 0 Internal non SLA Income 0 0 0 0 External Income 91 91 91 91 Interest 0 0 0 0 Total Income 91 91 91 91

Total Net Expenditure 2,214 1,928 2,162 2,170

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 18.8 9.4 8.9 8.9 8.9 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

None 0 0 0

105 DIRECTORATE OF PLACE BUDGET 2012/2015

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS

Streetscene & Housing 56,441 54,030 52,691 52,932 Investment & Regeneration 24,112 24,129 23,239 23,245 Building Services -200 -200 -200 -200

Total Net Expenditure 80,353 77,959 75,730 75,977

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 64,895 63,107 61,199 60,343 Other paygroups 611 566 576 549 Other employee costs 1,225 928 922 918 Premises 7,195 6,128 6,089 6,035 Transport 14,261 14,713 14,594 14,530 Supplies & Services 30,967 29,796 28,722 28,565 Third party payments 29,230 27,763 27,159 27,520 Central Support Costs - Simple SLAs 11,690 11,477 11,305 11,341 Central Support Costs - Other 3,023 2,828 2,821 2,759 Capital Charges 25,146 25,146 25,146 25,146 Total Expenditure 188,244 182,452 178,534 177,707

INCOME Government Grants 5,397 3,442 3,426 3,426 Other Grants 761 870 508 509 Capital Grants 4,123 4,123 4,123 4,123 Internal Income 68,765 67,841 66,505 65,506 External Income 27,407 26,848 26,955 26,878 Interest 0 0 0 0 Internal SLA Income 1,437 1,369 1,288 1,288 Total Income 107,891 104,493 102,804 101,730

Total Net Expenditure 80,353 77,959 75,730 75,977

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 2,051.7 2,076.5 2,021.5 1,944.8 1,917.0 Other 36.9 36.9 39.6 31.1 23.6

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Streetscene & Housing 15,932 14,770 13,567 Investment & Regeneration 13,374 7,554 6,293

106 Place Directorate – Budget strategy overview

Background

The Place directorate is still relatively new, having been established 12 months ago to pull together three service areas – Investment and Regeneration, Streetscene and Housing, and Building Services.

The aim is to bring these strategically connected services together to work in partnership with communities, businesses and the voluntary sector to have a greater overall impact, leading to attractive towns, villages and neighbourhoods where communities have a sense of ownership and enjoy living.

The directorate underpins the economic competitiveness of Kirklees as a district and impacts directly on our ability to attract investment and create the opportunities needed to be successful in the future.

Context

A balanced budget has been achieved, despite operating in a challenging economic situation. We are income generators for the council – through areas like planning fees, parking – and the current climate has put stress on these areas. However we are also highly visible, with a large number of front line staff, where despite the challenges we need to maintain services.

The difficult economic climate also impacts on inward investment, employment rates and housing.

So while there is reduced activity in relation to planning and land charges, we are actually needing to invest more to support businesses, our town centres, and those experiencing significant change through their benefits in terms of housing and living costs.

Over the MTFP, the net revenue budget reduces from £80.4 million to £75.5 million. In addition we must absorb lower income on car parks, markets and planning, as well as a 50% reduction in capital which led to associated downsizing in services last year.

Approach

The key focus is on our Integrated Investment Strategy, which provides the framework for action relating to economy, transport, environment and housing as a one-stop shop.

Our responsive and integrated street-based services are shaped and delivered through local engagement, for example our move to area based teams, and we are striving to make best use of resources, ensuring improved productivity and value for money.

In 2012/13, we will continue to build on work around:

-delivering key objectives around jobs, growth and housing

- becoming proactive in attracting investment and seizing funding opportunities

- involving councillors and communities more in setting priorities 107

- delivering more visible street based services through joined up working

- supporting employees through our challenges

- improving co-ordination, merging teams, and developing flexibility and new ways of working

Balancing the budget

In 2011/12, budget proposals to reduce staff, stop home appreciation loans, charge for collecting garden waste and move to mobile enforcement on parking led to a balanced budget. The waste disposal contract performed well, and building services are on track to deliver a higher than expected surplus.

However, increased pressures relate to projected income on parking and planning, issues on parking permits, glass collection, slipped service reviews and an increase in customer requests around housing options/homelessness and adaptations.

Areas where our options are constrained include:

- Capital charges of £25m a year - Waste disposal contract of £11m a year - Street lighting - Statutory obligations - Achieving income targets in current downturn, with options identified to address this through parking initiative proposals and significant reductions from front line delivery.

Proposals, risks and assumptions

To make the budget work, there are a number of proposals, some which carry a greater risk than others.

- Successful retention of driver training contract - Sustainable income strands around development - Single status and increased productivity in Building Services - Reducing insurance provision relating to highways third party claims - Lower energy usage - Alternative parking proposals to achieve target income - Reduce public rights of way to statutory minimum - Significant cut of up to 40% across the regeneration and investment service - Assumption that Building Services will continue to deliver repairs and maintenance for the HRA (contract due for renewal in 12 months) - Stopping glass collection

The proposals are outlined in the Service Impact Statements.

J. Gedman Acting Director of Place 108

STREETSCENE & HOUSING - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS Streetscene Environmental 2,666 2,605 2,586 2,591 Streetscene Highways 16,304 15,481 15,025 15,053 Highways Construction -347 -362 -370 -369 Seasonal Weather 1,878 1,877 1,877 1,877 Streetscene Waste Services 23,775 22,979 22,560 22,749 Transport -1,086 -1,117 -1,123 -1,122 Security Transport 0 0 0 0 Bereavement Services -336 -430 -545 -545 Emergency Planning 240 212 211 211 Corporate Health & Safety 0 0 0 0 Parks & Open Spaces 6,878 6,548 6,450 6,454 Housing General Fund 6,469 6,237 6,020 6,033

Total Net Expenditure 56,441 54,030 52,691 52,932

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 33,566 32,103 31,482 31,474 Other paygroups 0 0 0 0 Other employee costs 591 486 510 510 Premises 4,021 2,925 2,897 2,893 Transport 12,063 12,429 12,372 12,355 Supplies & Services 17,364 16,977 16,738 16,744 Third party payments 24,374 23,629 23,042 23,290 Central Support Costs - Simple SLAs 6,059 5,973 5,884 5,902 Central Support Costs - Other 1,005 702 702 702 Capital Charges 9,834 9,834 9,834 9,834 Total Expenditure 108,877 105,058 103,461 103,704

INCOME Government Grants 5,264 3,267 3,251 3,251 Other Grants 276 396 397 398 Capital Grants 3,795 3,795 3,795 3,795 Internal Income 30,322 30,988 30,893 30,894 External Income 12,386 12,202 12,063 12,063 Interest 0 0 0 0 Internal SLA Income 393 380 371 371 Total Income 52,436 51,028 50,770 50,772

Total Net Expenditure 56,441 54,030 52,691 52,932

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 1,157.6 1,173.2 1,111.7 1,076.7 1,076.7 Other 0.0 0.0 0.0 0.0 0.0

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Housing (Private Sector) 3,650 3,787 3,450 Parks & Open Spaces 320 271 150 Streetscene Highways 8943 7859 7115 Vehicle Replacement Programme 2,578 2,578 2,577 Cemeteries & Crematoria 225 175 175 Environmental & Strategic Waste 216 100 100

109 Streetscene and Housing - Summary Service Plan (2012/13) Purpose of service Building on the development work of 2011/12, Streetscene and Housing service delivers responsive, integrated, street based services that make a difference to communities, people’s homes and their health and day to day lives. We work with individuals, Councillors, communities and volunteers to create attractive, vibrant town centres and neighbourhoods where people are proud to live and work and where communities have a sense of ownership and involvement.

Our key achievements (2011/12) In Relation to the  Corporate and  Service Priorities  Services that are effective and productive Street based Red/Amber/Green audits developed to identify, resolve and monitor service delivery Greenhead Park Restoration Programme completed with an open day held 25th September 2011 Green Flag Awards going to 3 parks in Kirklees: Beaumont Park, Wilton Park and Crow Nest Park Huddersfield Crematorium opened an extended walkway, through a glass atrium, which incorporates a meet and greet area and allows mourners to view their floral tributes in privacy Plans to extend burial facilities within the Huddersfield District submitted to Planning Committee Supported utility companies to make repairs in 15000 locations, keep vital supplies flowing to businesses and homes

 Healthy and active older people 22% (541 out of 2500 lets) of all council house lettings made to those who have a medical priority, improving their quality of life Continue to provide 600 large adaptations and 1400 minor adaptations to enable people to continue to live comfortably and safely within their own home Financial close achieved for Excellent Homes for Life Project which will provide 35 homes designed specifically for wheel chairs and 140 extra care properties, out of a total of 466 new homes Winter maintenance plan in place which includes working with partners and community to minimise impact on the most vulnerable and encourage the community to be more self reliant

 Lead Kirklees out of recession 45 Empty properties brought back into use through intervention from Private Sector Housing responding to complaints Over 400 frontline workers and Councillors attended briefings to raise awareness of changes to Welfare Benefits, which has enabled frontline workers to signpost people who are affected to where they can get help, such as Community Rangers Homeless Event and Landlord Forums held to help mitigate the impact of Welfare Reform Support to Job Clubs, working with Job Centre Plus to get information out to residents, helping them to find routes to employment CHAS Repossession worker in post to offer free advocacy at court for anyone facing repossession of their home by ensuring legal processes are followed and any mitigating circumstances are presented, often postponing possession orders allowing additional time to resolve housing situation 16 Modern Apprentices (Customer Service, Highways and Grounds Maintenance) on a 2 year placement offering skills building and relevant NVQ qualifications.

 Life chances for young people Trained 850 children to ride bicycles to National Standards Achieved 20% increase in numbers of children walking to school, at least once per week (982 in 2010/1176 in 2011) Provided mediation to 230 young people and their families, with a 50% success rate of the young person remaining at home with the family and provided 160 young people with housing related support in KNH tenancies Funding secured for an officer post to look at congestion issues around schools Improved recreational facilities for young people, designed to offer diversionary and healthy activities 110

Streetscene and Housing - Summary Service Plan (2012/13) Secured funding to provide supported housing opportunities for young people through a hostel facility

 Working together to shape and deliver services that reflect the needs of our communities. Over 3500 contacts and inputs by Community Rangers across Neighbourhoods and Town Centre, ranging from litter picks, void property checks, licensing and enforcement work and contact with the Police to ensure neighbourhood safety Strategically developed 6 Area Committees, supported on a tailored basis, looking at themes arising from Streetscene, Health statistics and Environmental intelligence, action plans for each area produced Door Knocking activities, consultation around key themes including: Ward forums developed involving communities and partners and when targeted in one area 172 properties visited, from that 60+ resident referrals for support and advice from customers who otherwise would not have proactively contacted the council Rolled out Area Based working across the district following a successful pilot in Ravensthorpe / Spen areas, allowing a cohesive and responsive approach to local issues as they arise

 Ensuring the people of Kirklees get the best value for their money New ways of working to respond to grot spots and allocation of Area Committee Budget to improve the appearance of the town centres Maintained 1200 miles of road, ensuring best use of extra winter funding by patching and small resurfacing works, Re-surfacing work undertaken in 7 village centres

 Tackling inequality and ensuring fairness for all. Digital inclusion work has led to pilot of areas getting Broadband and the launch of recycled computers to residents on low incomes, involving Castle and Minster, improving access to education and employment opportunities. 75 Houses in Multiple Occupation inspected and Licensed, 225 private rented properties inspected and landlords worked with to improve standards of accommodation

 Protecting the environment by reducing CO2 Reduced Fuel Consumption across fleet vehicles by 100,000 litres

Service Objectives for 2012/13

Streetscene Area Based Working Implement Phase 2 of Streetscene Area based working by organising community workers and frontline staff to deliver safer, greener, cleaner neighbourhoods. Tackle longstanding reoccurring issues by identifying the causes and developing local solutions in partnership with the community and other stakeholders, eg. Dog Control Orders.

More Effectively Meeting the Needs of Customers Implement a Housing Solutions Service which offers advice and support in a self serve and assisted access environment Delivery of the Excellent Homes for Life Project to meet future housing needs Embed the Bereavement Services Strategy, improving customer services and service sustainability Modernise Customer Access enabling 24 hour self service, inline with corporate customer service strategy Deliver the key actions needed to achieve the Housing Strategy, resulting in a range of housing options to meet the needs of an ageing population and improved health, wellbeing and life chances for residents in Kirklees Work with KNH to implement their delivery plan, providing the Council with partnership opportunities and robust governance of KNH

Working Together to Shape and Determine Local Services Develop a Waste Strategy, which covers exit plans from current contract and future arrangements

111

Streetscene and Housing - Summary Service Plan (2012/13) Re-alignment of Parks and Landscapes Strategy, which ensures continuous improvement with reduced budgets Develop and implement evidence based local decision making , influenced by local people for the area / communities Continue to work in Neighbourhood Focus areas, supporting tailored initiatives specific to the area, eg. awareness of welfare reform changes / extending the use of children’s centres / investigating pockets of rural deprivation

Our Approach – Embracing the Council’s Values in our Service Delivery Support staff to develop the skills needed to deliver great services, within reduced resources by changing the way we do things in Streetscene and Housing Change and support programme delivered to employees and managers within the service Working more collaboratively across council/partnerships

Increase Productivity, Reduce Waste and Ensure we Offer Value for Money Ensure the service has a Value For Money approach, which can be benchmarked across the industry, demonstrating Best in Class and competitiveness Develop cross authority partnership working to deliver increased efficiency Adopt Business Process Re-engineering across the service to maximise the use of resources and avoid duplication Ensure the road network is maintained, to provide safe and effective transport links

Measuring our objectives

PI ref. PI description Expected Expected rate of number direction of change 2012/13 travel 2012/13 to 2013/14

NI047 Number of people killed or seriously injured in road Reduction Slow rate of traffic accidents change NI048 Number of children killed or seriously injured in road Reduction Slow rate of traffic accidents change NI168 Percentage of the local authority principal “A” road Maintained Slow rate of network where structural maintenance should be within 1% +/- change considered NI169 Percentage of the local authority non principal “B & C” Maintained Slow rate of road network where structural maintenance should be Within 1% +/- change considered NI191 Residual household waste per head (household waste Slow rate of that is not re-used, recycled or composted). change NI192 Residual household waste per head (household waste Slow rate of that is not re-used, recycled or composted). change NI193 Percentage of municipal waste landfilled. Slow rate of change NI155 No of Affordable Homes built Maintain Slow rate of change Local Number of EHL Homes delivered – General needs Increase Nos Tailing off Local Number of EHL Extra Care units delivered Increase Nos Tailing off

NI156 Number of households living in temporary Steady Increase Slow rate of accommodation. in numbers change Local Number of Homeless Acceptances Steady Increase Slow rate of in numbers change

112

STREETSCENE AND HOUSING – IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance

1. New ways of working

Uniform Services -94 -84 Merge teams to form generic Ranger Team & Agreement with Police that Aim to maintain service Review Enforcement Team. Broaden role of both reduction in patrolling role performance through merging (Dog Wardens, teams. could be carried out by Police of teams and working more Environmental Emphasis of duties to be directed at the and Community Support closely with other front line Enforcement quality of physical environment Officers. services. Assistants, Community (cleaner/greener neighbourhoods), some Teams to be aligned to Area Rangers, Town Centre existing community safety/patrolling roles will based Working Teams to Rangers, Environmental be undertaken on a more targeted and less ensure maximum efficiency. Rangers & Park frequent basis. Wardens PUBLIC SECTOR EQUALITY DUTY:

Impact – Medium Risk - Low

EIA docs: Stage 1 completed; (Stages 2 & 3 not planned)

Groups affected: None stated

Next Steps: Review of this service to be based on evidence of need - equality and diversity aspects of communities will be taken into account as part of service provision.

Housing Solutions -162 -153 Advice, information, enforcement and Management and staffing Homelessness and poor Service licensing on private sector housing issues will structures will be streamlined housing conditions can have a Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 113

STREETSCENE AND HOUSING – IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance be maintained but there is no financial by merging teams, more significant adverse impact on assistance to improve properties. generic working at the health, educational attainment frontline will increase and employment prospects and Revenue resources set aside for financing flexibility. can have a negative impact on charges linked to empty homes work reduced. how well communities get on and feel they belong. More people at crisis point so people have to wait longer to be assessed and accepted as More reliance on customer Empty properties (over 6 homeless, and so have to stay longer in self service by using online months) not brought back into temporary accommodation. web systems and telephone use. So not available to services to provide increasing number of people Proactive work to improve stock condition information and guidance in looking for affordable housing stopped / limited to impacts of work on green line with the council’s and can have a negative investment proposals so condition of private Customer Service Strategy. impact on quality of the sector stock in Kirklees deteriorates further environment – anti social (Stock Condition Survey 2010 identified a A triage approach to all initial behaviour/vandalism/crime. £245m funding requirement). contacts will be introduced, and housing options information and advice provided across the new Housing Solutions Service.

PUBLIC SECTOR EQUALITY DUTY:

Impact – Medium Risk - Medium

EIA docs: Stage 1 completed; Stages 2 & 3 to be considered

Groups affected: Age Disability

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 114

STREETSCENE AND HOUSING – IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance Race Pregnancy/maternity

Next Steps: Use online and telephony to help facilitate self service and access form home / neighbourhoods removing need to visit an office base. Ensure that arrangements are in place to deal with any communication requirements and continue to publish information on the allocation of homes to increase understanding the allocation of scarce housing resources.

2. Changes in staff resources

Changes in staff The savings represent the remainder of the We will continue to target Road safety training will have resources staffing restructure from the Highways review resources at keeping the to be targeted instead of which has already seen a significant reduction highways safe and statutory training all, targeting training at -289 -87 in highways staff since 2009/10. obligations as a priority. where accidents happen as Highways The scale of change impacts on the full range Internal processes and opposed to training all children. of highways activities such as feasibility procedures will be Reduction in planned highways -44 -28 studies, consultations, attend public / tenants reorganised to reduce the works will have an effect on the meetings and supporting elected members. need for manual input and as road condition performance The savings identified represent vacant posts many as possible to be indicators. held from the review in 10/11. Service levels automated through the are not expected to drop from those delivered website. in 2011/12. Reduction in staffing partially offset by increased productivity and reduced

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 115

STREETSCENE AND HOUSING – IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance sickness levels.

PUBLIC SECTOR EQUALITY DUTY:

Impact – Low Reduction in Risk - Low Employee Recovery +20 +20 EIA docs: Stage 1 completed; (Stages 2 & 3 not planned) NET IMPACT -313 -95 Groups affected: Assumed all

Presence in Parks -70 Of the 38 Kirklees Parks currently there is a Stronger Communities As a Council we aspire to presence maintained within 20 by summer Management will explore encourage healthy and active seasonal staff. variations in working week for older people and we have a full time employees in an priority in relation to community Lack of presence in some parks means that effort to spread presence cohesion. Parks are a vital these sites become less welcoming. A across seven days. community resource in reduced presence in general particularly encouraging healthy activity, during peak i.e. evenings and weekends in Review of Equality Impact community engagement and the summer. Assessment required. are viewed as shared places.

This will remove evening and weekend PUBLIC SECTOR presence from all but the five major parks. EQUALITY DUTY:

A review of the community ranger service Impact – High within Streetscene may lead to some cover Risk - Medium being available through the new proposed team. EIA docs: Stage 1 Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 116

STREETSCENE AND HOUSING – IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance completed; Stages2 & 3 to be considered

Groups affected: Age Disability Assumed Race & Sexual Orientation

Next Steps: Increase uniformed presence EIA stages 2 & 3

Town Centre -30 -4 -2 Reducing the number of operations Coordination of Streetscene This may result in an adverse Grounds undertaken in landscape maintenance will services should reduce the impact on effective and

Maintenance have an effect on the appearance of full impact on service delivery. productive services. However, (formerly Cleaner Huddersfield, Batley and Dewsbury town improved coordination of Greener Initiative) centres. Standards of presentation will fall PUBLIC SECTOR activities through area based below that we have come to accept as the EQUALITY DUTY: working should help to mitigate norm. the impact. – Medium Impact Risk - High

EIA docs: Stage 1 completed; Stages 2 & 3 to be considered

Groups affected: Assumed All

Next Steps: Sightlines need to be maintained for safety reasons

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 117

STREETSCENE AND HOUSING – IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance

3. Stopping or charging for a service

Stop glass collections -234 -234 Removal of existing service may increase Increased provision of bottle Adverse publicity. Reduction in waste and weight of grey bins unless the banks for self help within recycling performance by community continue to recycle. In addition communities. approx 2.5% (out of 34%). there will be implications for the workforce and on jobs. PUBLIC SECTOR EQUALITY DUTY:

Impact –High Risk - Low-Medium

EIA docs: Stage 1 completed; Stages 2 & 3 to be considered

Groups affected: Age Disability Race Sex Pregnancy/maternity

Next Steps: EIA stages 2 & 3

Close all unattended -75 Service no longer available. There will be Attended public conveniences Adverse publicity. May impact public toilets. implications for the workforce. remain in Dewsbury, on already disadvantaged Holmfirth, & Huddersfield groups Prior to closure Area Committees, Parish Councils Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 118

STREETSCENE AND HOUSING – IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance and other interested bodies will be notified and offered the choice of taking over unattended toilets in their area. Review of Equality Impact Assessment. PUBLIC SECTOR EQUALITY DUTY:

Impact – High Risk - Low-Medium

EIA docs: Stage 1 completed; Stages 2 & 3 planned

Groups affected: Age Disability Race Sex Pregnancy/maternity

Next Steps: EIA stages 2 & 3

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 119

STREETSCENE AND HOUSING – IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance

Charge for -13 -12 A charge of £25 per delivery will be made. Charge for delivery of bins to Low income families will be Replacement new properties already in disproportionately affected. domestic bins First requests will be delivered free if the place. Adverse publicity. (excluding first request contains a crime number. Enforcement action to ensure requests). waste is properly contained System required for charging by October may have to be considered. 2012. PUBLIC SECTOR EQUALITY DUTY:

Impact – High Risk - High

EIA docs: Stage 1 completed Stages 2 & 3 planned

Groups affected: Age Disability Race

Next Steps: EIA stages 2 & 3

Bereavement Services

Increased Fees & -43 -83 1% increase in charges. Centralise booking process Charges Income so staffing resources are utilised more efficiently.

Increase will not be applied to first funeral service of the day Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 120

STREETSCENE AND HOUSING – IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance giving customers a lower cost option.

Improved facilities & services including extending times of services, new music & media facilities, refurbishment of Dewsbury Crematorium

PUBLIC SECTOR EQUALITY DUTY:

Impact – High Risk - Medium

EIA docs: Stage 1 completed Stages 2 & 3 planned

Groups affected: Religion/Belief

Next Steps: EIA Stages 2 & 3

Stairlift Maintenance

Consider stopping or Potential for disabled people to be left without Need to consider multiple No legal responsibility to offer charging for the free +27 -120 essential equipment at home, could result in impacts on the same group of the service but good practice to maintenance and repair (Pressure accidents and so need for more expensive people of this proposal and do so. service for mechanical +£117k) social / health care . other proposals in Wellbeing and electrical equipment and Integration and Customer provided through the Impact on health, wellbeing and a potential and Exchequer Services. adaptation process and loss of independence. installed via Disabled A robust communications Facilities Grant in private plan will need to be sector properties. developed to ensure that Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 121

STREETSCENE AND HOUSING – IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance recipients of service are (Includes annual service consulted and informed / and 24/7 emergency call provided with information on out service with a 2 hour options for maintaining their response) equipment.

PUBLIC SECTOR EQUALITY DUTY:

Impact – High Risk - High

EIA docs: Stage 1 completed; Stages 2 & 3 planned

Groups affected: Age Disability

Next Steps: EIA stages 2 & 3

SERVICE CONTRACTS

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 122

STREETSCENE AND HOUSING – IMPACT STATEMENT

Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance

Kirklees Asylum Support Service (KASS) - 2,013 Procurement process taking place. Not yet Capacity to deliver to UKBA Key performance indicators will Cessation of existing clear if contract will contract standard may be continue to be closely KASS contract with + 2,013 a) Cease in May 2012 or reduced if staff leave as monitored to avoid contractual United Kingdom Border b) Be extended for a further 6-12 month service winds down. Will need financial penalties. Agency (UKBA) in May period. a well planned and managed Refugees and asylum seekers 2012. exit strategy. dispersed to Kirklees will not Service in 11/12 based Delays in dealing with HR have access to additional on one year extension to implications of contract advice and support services existing contract on new ending could increase costs from KASS, and may try to terms at significantly and damage the Council’s access support from other reduced rates and reputation. council and voluntary advice numbers of asylum services eg CAB. seekers.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 123

ENVIRONMENTAL SERVICES - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Pest Control -25 -53 -53 -53 Drain Flushing 152 135 135 135 Enforcement 318 332 335 335 PCSO's 626 611 611 611 Service Admin 1,595 1,580 1,558 1,563

Total Net Expenditure 2,666 2,605 2,586 2,591

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 832 760 763 763 Other paygroups Other employee costs 12 12 12 12 Premises 0 0 0 0 Transport 83 108 108 108 Supplies & Services 57 59 59 59 Third party payments 626 611 611 611 Central Support Costs - Simple SLAs 1,489 1,467 1,445 1,450 Central Support Costs - Other -4 0 0 0 Capital Charges Total Expenditure 3,095 3,017 2,998 3,003

INCOME Government Grants Other Grants Capital Grants Internal Income 269 242 242 242 External Income 160 170 170 170 Interest

Total Income 429 412 412 412

Total Net Expenditure 2,666 2,605 2,586 2,591

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 30.6 29.6 27.6 27.6 27.6 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

125 STREETSCENE - HIGHWAYS- REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Routine Repairs 4,025 3,847 3,766 3,772 Maintenance Design 101 75 51 57 Monitoring Street Works (NRASWA) -81 -95 -93 -89 Surface Dressing 218 218 218 218 Insurance 1,688 1,583 1,486 1,486 Street Lighting 3,504 3,358 3,237 3,239 Signs & Road Markings 465 424 408 408 CCTV 503 458 423 423 Traffic Management 3,100 3,063 3,061 3,071 Research 37 37 37 37 Road Safety 303 261 261 261 Driver Training -255 -261 -262 -262 School Crossing Patrols 479 450 450 450 Old Streetscene 919 814 733 733 Dog Wardens 224 213 213 213 Business Support 1,074 1,036 1,036 1,036

Total Net Expenditure 16,304 15,481 15,025 15,053

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 5,126 4,698 4,528 4,553 Other paygroups 0 0 0 0 Other employee costs 110 114 114 114 Premises 184 182 174 174 Transport 294 274 274 274 Supplies & Services 3,152 3,018 2,918 2,918 Third party Payments 7,418 7,219 7,038 7,038 Central Support Costs - Simple SLAs 1,190 1,173 1,156 1,159 Central Support Costs - Other 308 308 308 308 Capital Charges 2,971 2,971 2,971 2,971 Total Expenditure 20,753 19,957 19,481 19,509

INCOME Government Grants -3 0 0 0 Other Grants 0 0 0 0 Capital Grants 0 0 0 0 Internal Income 2,225 2,249 2,229 2,229 External Income 2,227 2,227 2,227 2,227 Interest 0 0 0 0 Total Income 4,449 4,476 4,456 4,456

Total Net Expenditure 16,304 15,481 15,025 15,053

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 182.2 178.7 165.0 156.0 156.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k Reducing Accidents 390 290 250 Safer Pedestrian Fund 435 335 134 Safety on Minor Roads 109 109 109 Street Lighting Replacement Strategy 464 464 464 Ward Members 994 994 994 Community Traffic Projects 253 253 50 Street Lighting PFI 95 0 0 Local Community Roads 1066 1066 1066 Unadopted Roads 50 50 50 Principal Roads 2663 2240 2060 Roads Connecting Communities 2424 2058 1938

126 HIGHWAY CONSTRUCTION - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE -347 -362 -370 -369

Total Net Expenditure -347 -362 -370 -369

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 4,107 4,235 4,235 4,235 Other paygroups Other employee costs 75 75 75 75 Premises 225 225 225 225 Transport 2,630 2,639 2,639 2,639 Supplies & Services 3,873 3,805 3,803 3,803 Third party payments 1,066 1,000 1,000 1,000 Central Support Costs - Simple SLAs 407 402 396 397 Central Support Costs - Other 147 74 74 74 Capital Charges 36 36 36 36 Total Expenditure 12,566 12,491 12,483 12,484

INCOME Government Grants Other Grants Capital Grants Internal Income 12,913 12,853 12,853 12,853 External Income Interest

Total Income 12,913 12,853 12,853 12,853

Total Net Expenditure -347 -362 -370 -369

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 124.0 129.0 129.0 129.0 129.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

127 SEASONAL WEATHER - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE

Seasonal Weather 1,878 1,877 1,877 1,877

Total Net Expenditure 1,878 1,877 1,877 1,877

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 36 37 37 37 Other paygroups Other employee costs Premises Transport Supplies & Services Third party Payments 1,858 1,874 1,874 1,874 Central Support Costs - Simple SLAs 24 23 23 23 Central Support Costs - Other 24 24 24 24 Capital Charges Total Expenditure 1,942 1,958 1,958 1,958

INCOME Government Grants Other Grants Capital Grants Internal Income 64 81 81 81 External Income Interest Total Income 64 81 81 81

Total Net Expenditure 1,878 1,877 1,877 1,877

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 1.0 1.1 1.1 1.1 1.1 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

128 STREETSCENE - WASTE SERVICES

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Waste Services 17,641 16,828 16,410 16,599 Attended Toilets 154 154 154 154 Unattended Toilets 75 0 0 0 Street Cleansing 3,982 3,959 3,958 3,958 Waste Management 1,923 2,038 2,038 2,038

Total Net Expenditure 23,775 22,979 22,560 22,749

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 10,059 9,877 9,697 9,653 Other paygroups Other employee costs 148 151 151 151 Premises 328 238 238 238 Transport 4,153 4,068 4,014 3,997 Supplies & Services 813 773 773 773 Third party payments 12,849 12,455 12,292 12,540 Central Support Costs - Simple SLAs 693 683 673 675 Central Support Costs - Other 0 0 0 0 Capital Charges 2,385 2,385 2,385 2,385 Total Expenditure 31,428 30,630 30,223 30,412

INCOME Government Grants 3,231 3,231 3,231 3,231 Other Grants Capital Grants Internal Income 635 586 586 586 External Income 3,787 3,834 3,846 3,846 Interest

Total Income 7,653 7,651 7,663 7,663

Total Net Expenditure 23,775 22,979 22,560 22,749

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 378.5 395.9 381.9 366.4 366.4 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Environmental & Strategic Waste 216 100 100

129 TRANSPORT SERVICES - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Transport Services -1,016 -1,103 -1,100 -1,099 Access Bus Contract -70 -14 -23 -23

Total Net Expenditure -1,086 -1,117 -1,123 -1,122

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 1,464 1,520 1,511 1,511 Other paygroups Other employee costs 39 28 28 28 Premises 270 202 202 202 Transport 3,697 4,145 4,145 4,145 Supplies & Services 1,078 1,247 1,255 1,255 Third party payments Central Support Costs - Simple SLAs 377 371 366 367 Central Support Costs - Other 72 59 59 59 Capital Charges 2,514 2,514 2,514 2,514 Total Expenditure 9,511 10,086 10,080 10,081

INCOME Government Grants 17 20 20 20 Other Grants Capital Grants Internal Income 9,893 10,490 10,490 10,490 External Income 687 693 693 693 Interest

Total Income 10,597 11,203 11,203 11,203

Total Net Expenditure -1,086 -1,117 -1,123 -1,122

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 50.0 50.0 50.0 50.0 50.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k Vehicle Replacement Programme 2,578 2,578 2,577

130 SECURITY TRANSPORT - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Security Transport Service 207 193 183 183

External Income 54 52 52 52 Internal non SLA Income 0 0 0 0 153 141 131 131 INTERNAL SLA INCOME 153 141 131 131 Total Net Expenditure 0 0 0 0

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 128 119 119 119 Other paygroups Other employee costs 1 1 1 1 Premises 0 0 0 0 Transport 40 39 35 35 Supplies & Services 31 27 21 21 Third party payments Central Support Costs - Simple SLAs 9 9 9 9 Central Support Costs - Other 0 0 0 0 Capital Charges Total Expenditure 209 195 185 185

INCOME Government Grants Other Grants Capital Grants Internal non SLA Income External Income 56 54 54 54 Interest 56 54 54 54 INTERNAL SLA INCOME 153 141 131 131 Total Net Expenditure 0 0 0 0

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 4.8 4.8 4.8 4.8 4.8 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

131 BEREAVEMENT SERVICES - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Cemeteries 420 434 422 422 Crematoria -756 -864 -967 -967

Total Net Expenditure -336 -430 -545 -545

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 816 751 721 721 Other paygroups Other employee costs 10 10 10 10 Premises 736 753 753 753 Transport 77 75 75 75 Supplies & Services 108 109 109 109 Third party payments Central Support Costs - Simple SLAs 132 130 128 128 Central Support Costs - Other 89 89 89 89 Capital Charges 247 247 247 247 Total Expenditure 2,215 2,164 2,132 2,132

INCOME Government Grants Other Grants Capital Grants Internal Income External Income 2,551 2,594 2,677 2,677 Interest

Total Income 2,551 2,594 2,677 2,677

Total Net Expenditure -336 -430 -545 -545

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 21.0 23.0 23.0 22.0 22.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k Cemeteries & Crematoria 225 175 175

132 EMERGENCY PLANNING - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE 240 212 211 211

Total Net Expenditure 240 212 211 211

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 173 144 144 144 Other paygroups Other employee costs 5 5 5 5 Premises 2 2 2 2 Transport 4 4 4 4 Supplies & Services 17 18 18 18 Third party payments 8 8 8 8 Central Support Costs - Simple SLAs 31 31 30 30 Central Support Costs - Other Capital Charges Total Expenditure 240 212 211 211

INCOME Government Grants Other Grants Capital Grants Internal Income External Income Interest

Total Income 0 0 0 0

Total Net Expenditure 240 212 211 211

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 5.1 5.0 4.0 4.0 4.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

133 Corporate Health and Safety - Revenue Budget

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS Corporate Safety 289 304 289 289

Internal SLA Income 240 239 240 240 Internal non-SLA Income 49 49 49 49 Government Grant 0 16 0 0

Total Net Expenditure 0 0 0 0

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 282 297 281 281 Other paygroups Other employee costs 2 2 2 2 Premises 0 0 0 0 Transport 2 2 2 2 Supplies & Services 2 2 2 2 Third party payments 0 0 0 0 Central Support Costs - Simple SLAs 1 1 2 2 Central Support Costs - Other Capital Charges Total Expenditure 289 304 289 289

INCOME Government Grants 0 16 0 0 Other Grants Capital Grants Internal Income 17 17 17 17 External Income 32 32 32 32 Interest 49 65 49 49 Internal SLA Income 240 239 240 240 Total Income 289 304 289 289

Total Net Expenditure 0 0 0 0

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 7.1 7.2 7.2 6.7 6.7 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

134 PARKS AND OPEN SPACES - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Parks & OS HQ 507 475 480 484 Grounds Maintenance 2,803 2,482 2,495 2,493 Landscape Development 359 373 284 284 Bradley Pk Golf Cs -182 -137 -147 -147 Outdoor facilities 3,024 3,006 2,988 2,990 Play Mtce/Devt Work 396 383 383 383 Countryside Unit 120 115 116 116 Landscape Architects -149 -149 -149 -149 Total Net Expenditure 6,878 6,548 6,450 6,454

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 5,560 5,471 5,382 5,382 Other paygroups Other employee costs 18 18 18 18 Premises 1,292 1,222 1,202 1,198 Transport 995 1,005 1,005 1,005 Supplies & Services 1,423 1,361 1,363 1,369 Third party payments 14 14 14 14 Central Support Costs - Simple SLAs 456 451 443 445 Central Support Costs - Other 127 128 128 128 Capital Charges 1,644 1,644 1,644 1,644 Total Expenditure 11,529 11,314 11,199 11,203

INCOME Government Grants 0 0 0 0 Other Grants 103 213 213 213 Capital Grants 16 16 16 16 Internal Income 3,222 3,457 3,440 3,440 External Income 1,310 1,080 1,080 1,080 Interest

Total Income 4,651 4,766 4,749 4,749

Total Net Expenditure 6,878 6,548 6,450 6,454

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 197.0 197.5 192.6 188.6 188.6 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Parks & Open Spaces 320 271 150

135 HOUSING GENERAL FUND - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Contribution to HRA 125 113 113 113 Chestnut Centre 17 17 17 17 Accessible Homes Team 344 371 251 251 Private Sector Housing 2,526 2,440 2,290 2,291 Housing Options 1,038 1,038 1,067 1,067 ANAT 694 595 607 610 Local area Structures 351 306 285 285 Housing Management & Support 1,374 1,357 1,390 1,399

Total Net Expenditure 6,469 6,237 6,020 6,033

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 4,983 4,194 4,064 4,075 Other paygroups Other employee costs 171 70 94 94 Premises 984 101 101 101 Transport 88 70 71 71 Supplies & Services 6,810 6,558 6,417 6,417 Third party payments 535 448 205 205 Central Support Costs - Simple SLAs 1,250 1,232 1,213 1,217 Central Support Costs - Other 242 20 20 20 Capital Charges 37 37 37 37 Total Expenditure 15,100 12,730 12,222 12,237

INCOME Government Grants 2,019 0 0 0 Other Grants 173 183 184 185 Capital Grants 3,779 3,779 3,779 3,779 Internal Income 1,084 1,013 955 956 External Income 1,576 1,518 1,284 1,284 Interest

Total Income 8,631 6,493 6,202 6,204

Total Net Expenditure 6,469 6,237 6,020 6,033

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 156.3 151.4 125.5 120.5 120.5 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k Housing (Private Sector) 3,650 3,787 3,450

136 INVESTMENT & REGENERATION - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS Transportation Strategy 11,859 11,476 11,427 11,488 Car Parking -1,013 -115 -404 -266 Environment Unit 2,970 2,919 2,868 2,868 CWI 232 191 169 169 Countryside Unit 70 63 57 57 Development Control 852 1,002 862 796 Policy & Heritage 2,245 1,978 1,969 1,971 Housing Regeneration 275 202 150 150 Economic Development 4,636 4,641 4,624 4,492 Green Business Network 20 17 15 15 Regeneration Development Service 0 0 0 0 Markets 299 253 251 252 Building Control 291 148 89 90 Licensing Service -246 -283 -353 -353 Local Land Charges -18 17 0 1 Environmental Health 1,640 1,620 1,515 1,515

Total Net Expenditure 24,112 24,129 23,239 23,245

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 12,853 12,311 11,094 11,031 Other paygroups 0 0 0 0 Other employee costs 184 184 184 184 Premises 2,825 2,824 2,813 2,763 Transport 206 188 185 185 Supplies & Services 4,817 4,800 4,757 4,757 Third party payments 1,410 1,158 1,175 1,205 Central Support Costs - Simple SLAs 3,722 3,670 3,614 3,626 Central Support Costs - Other 1,756 1,864 1,857 1,857 Capital Charges 15,186 15,186 15,186 15,186 Total Expenditure 42,959 42,185 40,865 40,794

INCOME Government Grants 133 175 175 175 Other Grants 485 474 111 111 Capital Grants 328 328 328 328 Internal Income 2,371 2,583 2,342 2,342 External Income 14,486 13,507 13,753 13,676 Interest 0 0 0 0 Internal SLA Income 1,044 989 917 917 Total Income 18,847 18,056 17,626 17,549

Total Net Expenditure 24,112 24,129 23,239 23,245

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 396.9 398.1 366.1 334.3 333.2 Other 0.0 0.0 0.0 0.0 0.0

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Transportation Strategy 4,475 3,477 2,875 Regeneration 6,769 3,477 2,818 Environment Unit 2,130 600 600

137 Summary Service Plan - Investment and Regeneration Service 2012-2013

The overarching purpose of the Investment and Regeneration Service is to Lead Kirklees out of Recession by implementing the Integrated Investment Strategy to deliver against 4 key objectives:- increasing the number of jobs in the local economy; increasing the number of homes; supporting residents to achieve a higher quality of life and; creating vibrant Town Centres.

We will do this by:

Jobs - being pro-active and strategic in attracting more investment, creating a resilient local economy, supporting growth in the private sector and ensuring an appropriate supply of jobs Homes - ensuring an appropriate supply of homes and sites for development including delivering Excellent Homes for Life and other housing initiatives People – improving skills levels to create a high performing workforce, linking residents to employment, supporting high growth businesses, and increasing the number of apprenticeships. Town Centres - focus on Dewsbury and Huddersfield by implementing integrated service delivery plans, markets and events, and improving connectivity to these centres by green transport routes and better access provision .

Key Achievements in 2011/12

Against a difficult and challenging economic backdrop, in which national unemployment rates are rising and house building is at its lowest level for several years, the Service has achieved some notable successes in the last 12 months:

Jobs Full Council approval of the overall principles of the LDF which will form the basis of the Core Strategy proposals . Supported local companies in applying for Regional Growth Fund grant towards their future investment plans. This resulted in £5.3M of RGF monies being awarded to 5 companies . Worked with and supported 77 key business accounts across Kirklees to improve their business performance Developed and offered 30 grants for micro businesses to „green‟ their business processes Homes Secured £90M from Central government to provide 466 new affordable homes (Excellent Homes for Life project ) Construction of 36 new council family homes through a £4M investment with HCA Negotiated and secured the building of 187 new affordable homes by private sector developers Completion and occupation of 36 new flats at Moldgreen for a Council investment of £200K (overall project value £40M) Secured the provision of £3M for the Kirklees Big Energy Upgrade - improving the thermal efficiency of 1000 homes helping to address fuel poverty Delivered the first 4 new homes through the work with Quality Starter Homes ( renting model ) Developed a new and more efficient service to improve the conveyancing process for new and existing homes People 604 residents have taken part in the Future Jobs Fund programme, 196 have now found employment, 12 are in full time education and 2 are in training. Worked with over 150 people with health issues to enable them to remain in active work Helped relocate a major engineering company, safeguarding 80 jobs Through partnership working, assisted Kirklees College to start construction of a new campus at the Waterfront Quarter, and a new engineering college also in Huddersfield Started works to prepare land for commercial development at The Waterfront Achieved the top Council ranking in Yorkshire and Humber for our carbon reduction work . Secured a £230k Dept of Health grant to keep vulnerable people safe and warm this winter ( blankets , food parcels , emergency warming kits ) Over 200 new taxi and private hire drivers trained and given licences. Town Centres Delivered a number of successful events across our major centres including 2 Food and Drink Festivals, a Fiery Food Festival and Dewsbury on Sea in Dewsbury , attracting over 15,000 people . Upgraded the urban traffic control signal system on Huddersfield Ring Road – saving drivers 10% on journey times and reducing congestion and air quality concerns

138

Dealing with several potentially dangerous premises in town centres to maintain a safe environment for our residents and visitors Development of the Dewsbury Enforcement Strategy to assist in bringing forward a better town centre environment Worked with Huddersfield University to help students “test trade” their business ideas, to expand the retail offer in our existing markets and attract new customers Secured £1m of Connect2 and Local Sustainable Transport Plan funding to construct the Dewsbury to Ossett Greenway .

Service Objectives for 2012/13

For the coming year the Service objectives are to: Meet the challenge of the current economic climate and the reduction in council funding by resizing the service to deliver new ways of working and a greater focus on our key priorities Prioritise the development of the LDF as the most effective tool to support private sector job growth , housing development and attracting investment to the area, and submit the LDF Core Strategy to the Secretary of State for Communities and Local Government, through the process of Representations, Examination, Inspection, and Final Adoption Lead on the regeneration of Dewsbury and Huddersfield Prioritorise planning applications where job creation is a key factor See the Kirklees College developments in Huddersfield completed and opened to students Complete site preparation works and commence formal marketing of the development opportunity at The Waterfront Be pro-active and strategic in developing next generation projects, such as the Pennine Growth Hub, which will deliver the key outcomes of the Kirklees Integrated Investment Strategy. Establish vfm indicators for all service activities and establish a Best In Class programme Use staff across the service in a more flexible way to ensure that Kirklees is seen as “”Open for Business”” Develop and implement the Apprenticeship strategy to offer new job opportunities for residents Develop bids with partners to support jobs and investment and maximise the benefit of external funds Maximise the economic impact of our reduced capital plan in Highways, Environment Unit, Regeneration, and Housing by securing external funding where possible Commence construction of the £90M Excellent Homes for Life project. Work to improve people‟s ability to heat their homes and hence their health and wealth by seeking external funding to match the councils capital investment wherever possible. Develop a housing strategy that reflects the changing political and financial landscape and seeks new initiatives to increase the number of affordable homes in the district Implement the Empty Homes Strategy bringing back into use private empty properties Continue to invest in energy saving measures in the Councils street-lighting, fleet vehicles and buildings to achieve a 40% reduction in CO2 by 2020 Work with other council services and partner agencies to provide joined up, co-ordinated and consistent enforcement activity Develop new policies / strategies to combat unauthorised collections from peoples homes and address the issue of metal theft Continue to use proactive approach to remove barriers presented by regulation Continue to explore West Yorkshire and LCR wide working as it relates to Regulatory Services, Integrated Transport issues, and the regional economy Secure investment in our town centres and position the markets as a key element to improve town centre vibrancy PIs Overall employment rate Net private sector job growth Increase in the number, and percentage of businesses taking up apprenticeships Graduate retention rate Working age people on out of work benefits Number of new business accounts opened Net additional homes provided Number of affordable homes delivered Number of empty homes brought back into use Number of homes with an improved SAP rating as a result of a council initiative CO2 emissions per capita Reduction in council CO2 (target 40% by 2020) Percentage of major planning applications determined within 13 weeks 139

Percentage of minor planning applications determined within 8 weeks Transport indicator to be determined Percentage of compliant businesses (food safety) Percentage of Building Regulation applications responded to within 3 weeks. Attendance External investment secured

140

INVESTMENT AND REGENERATION SERVICE – IMPACT STATEMENT

Description of Service Savings/Cost of Service Impact on Service Delivery Risk Management/Public Impact on Council Priorities & Change Change (£K) Sector Equality Duty Performance 2012/13 2013/14 2014/15

TRANSPORTATION To offset reduction in maintenance works: Public Rights of Way PROW maintenance works (£80k) and Increased efforts to service reduced to signage / Safe Routes to School works be made to secure volunteer statutory service delivery (£70k ) to be significantly reduced to a resources to help maintain only (dealing with claimed minimal reactive service (£50k) access to the PROW paths etc) network There will be implications for the workforce and on jobs for staff PUBLIC SECTOR - Staff reductions -92 EQUALITY DUTY: Only statutory PROW functions to be - Works costs -98 delivered from 1st April 2012. Impact – Medium Risk – Low Medium

EIA docs: Stage 1 complete Stage 2 & 3 not planned

Groups affected: All

Next Steps: Merge into general Highways Works.

Consider Stages 2 & 3

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 141

INVESTMENT AND REGENERATION SERVICE – IMPACT STATEMENT

Description of Service Savings/Cost of Service Impact on Service Delivery Risk Management/Public Impact on Council Priorities & Change Change (£K) Sector Equality Duty Performance 2012/13 2013/14 2014/15

Reduction in Flood -50 Council’s ability to pro-actively Management works manage and reduce flooding to programme properties, increased from Additional central government allocation previous years. of £238k for taking on new Surface Water Management / Flooding responsibilities will allow minor reduction in the Council’s own works programme .

PARKING

Reduced income from Fewer customers due to the economic 2011/12 initiatives +203 downturn and increased private sector Reduced income +888 +133 parking offer, undercutting Council tariffs. +1091

Resources can be deployed Marginal lower response rate between Market Hall and – but considered a low risk. Reduction in car parks Kingsgate quickly if attendance costs - Salary -62 necessary. Savings

PUBLIC SECTOR EQUALITY DUTY:

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 142

INVESTMENT AND REGENERATION SERVICE – IMPACT STATEMENT

Description of Service Savings/Cost of Service Impact on Service Delivery Risk Management/Public Impact on Council Priorities & Change Change (£K) Sector Equality Duty Performance 2012/13 2013/14 2014/15 Additional charging The proposed charging initiatives include Impact – Low Initiatives yet to be identified initiatives 2012/13 onwards -100 -400 +138 the following suggestions which require Risk – Low and approved further consideration to achieve the additional income generation identified :- EIA docs: Stage 1 complete - extension of tariff charging hours Stage 2 & 3 not planned - reviewing tariff charges - season ticket offers ( limited areas ) Groups affected: - introducing tariff charges into new Assumed All areas - introducing bus lane enforcement Next Steps: Further consideration of which charging intitiatives to implement.

Advertising / consultation of any Traffic Regulation Orders required. STAFF REDUCTIONS ACROSS,

- Environment Unit -153 -153 There will be implications for the Potential options to be By prioritising work streams and workforce and impact on jobs for staff considered that will use staff targeting resources on key delivering capital and revenue projects, resources in a more rechargeable projects, some -45 -45 and supporting businesses integrated / flexible way on efficiencies can be realised. - Housing Regeneration Unit programmes that will support However there will be a reduced and grow economic activity. ability to prepare speculative -127 -127 -12 Linkages between different funding bids and to plan for the - Economic Development Unit -60 delivery teams to be regeneration / economic improved to create a more recovery of the district. “One stop Shop approach to service delivery.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 143

INVESTMENT AND REGENERATION SERVICE – IMPACT STATEMENT

Description of Service Savings/Cost of Service Impact on Service Delivery Risk Management/Public Impact on Council Priorities & Change Change (£K) Sector Equality Duty Performance 2012/13 2013/14 2014/15 - Regeneration Unit -115 -115

Consequent reduction in income. Staff The Council will focus on The Council’s relationship with Reduction in income from staff +102 + 103 time to be prioritised on working on those activities which bring its key businesses will remain a recharges to capital and other rechargeable projects. greatest impact in terms of priority. programmes job growth and new business.

PLANNING DEVELOPMENT CONTROL The proposed staff reductions 11/12 The service continues to Case loads per staff member would have resulted in inadequate provide a level of pre- continue to increase due to staff Staff Changes planning services for residents. application advice within a reductions from previous years, Reductions have been made but not to structured appointment Staff reductions were expected the anticipated scale system which allows the in 11/12. + 414 service to manage the The recent staff reductions have seen workflows. officer case loads increase with an impact

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 144

INVESTMENT AND REGENERATION SERVICE – IMPACT STATEMENT

Description of Service Savings/Cost of Service Impact on Service Delivery Risk Management/Public Impact on Council Priorities & Change Change (£K) Sector Equality Duty Performance 2012/13 2013/14 2014/15 Staff reductions achieved in -148 on performance in terms of speed of May affect speed of response 11/12. determining applications. on planning applications Staff levels have been adjusted to a minimal level (these are Delayed Impact on Service + 266 For large development above current income levels), Response Rates proposals, new ways of but they are at a minimal level to working are being deal with base workloads. Staff reductions planned 12/13 -123 -40 -51 Minor Other Cases considered to increase onwards. 08-09 68% 82% 98 efficiency. Resources will be prioritised to 09-10 76% 85% 90 target issues of potential major 10-11 71% 77% 101 impact / economic and housing 11-12 N/A N/A 112* growth. *predicted

Whilst income predictions have been readjusted to become more realistic, there Reduction in Income still remains a major risk that the economy nationally will Reduction of current income +152 not recover or even decline levels further with a consequent knock on impact for fees.

Additional Income Some additional income Loss of Dewsbury Enforcement streams have been found --- Strategy or Townscape Heritage Grants and external work Additional income to be realised through pre-application advice, Initiative will have an adverse recharging through external projects / initiatives --- (1) external funding and impact on the scope and introduction of pre-application -116 -93 -16 support to the Dewsbury Enforcement providing help in other West breadth of enforcement work Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 145

INVESTMENT AND REGENERATION SERVICE – IMPACT STATEMENT

Description of Service Savings/Cost of Service Impact on Service Delivery Risk Management/Public Impact on Council Priorities & Change Change (£K) Sector Equality Duty Performance 2012/13 2013/14 2014/15 advice & other charging Strategy (DES) -- 2 years , ---- (2) the Yorkshire districts – details of undertaken, particularly in initiatives Townscape Heritage Initiative ( THI ) which are given below Dewsbury town centre. small grant allocation -- 5 years. Should the DES funding be If this happens, enforcement Pre-application charges can now be lost, this will increase cost work will have to be prioritised collected for advice to developers - pressures from within the and resources balanced income levels need to be competitive, but development control budget. between enforcement and currently estimate the income from this dealing with planning new initiative as low. The THI grant bid is yet to be applications. confirmed - should the grant not be forthcoming then this (This could have an impact on will increase cost pressures national performance targets – from within the development see above) control budget (low risk). This process is being Setting up this regime will developed for introduction in enhance the quality of service 2012/13. delivered but staff levels need to be maintained to ensure service PUBLIC SECTOR and income levels are EQUALITY DUTY: maintained.

Impact – Medium Risk - Medium

EIA docs: Stage 1 complete Stages 2 & 3 not planned

Groups affected: Assumed all

Next Steps: Consider Stages 2 & 3

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 146

INVESTMENT AND REGENERATION SERVICE – IMPACT STATEMENT

Description of Service Savings/Cost of Service Impact on Service Delivery Risk Management/Public Impact on Council Priorities & Change Change (£K) Sector Equality Duty Performance 2012/13 2013/14 2014/15

ECONOMIC DEVELOPMENT

Media Centre 0 Financial pressure of support to Media Financial assistance provided (Pressure Centre is £120k in 2012/13 and a further to Media Centre +£80k) £24k in 2013/14

Loss of Income from the Media 0 0 Centre (Pressure (Pressure

+£40k) +£64k)

Over the next 12 months, Occupancy at the enterprise centres is Enterprise Centres now 85% - 3% below the yearly target but management of the markets Tenants will not receive the and centres will be same level of business support. -50 above similar workspace in West Loss of income from +50 Yorkshire. During the last 12 months, the streamlined to achieve Fewer networking events will be Enterprise Centres additional savings. organised. office in Ray Street Enterprise Centre has closed, and staff are now based at Batley Increase in Enterprise Centre +50 -50 Business Park and Bretton Street costs ( rates etc) Enterprise Centre only. This has reduced

the client contact we have with our tenants. PUBLIC SECTOR Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 147

INVESTMENT AND REGENERATION SERVICE – IMPACT STATEMENT

Description of Service Savings/Cost of Service Impact on Service Delivery Risk Management/Public Impact on Council Priorities & Change Change (£K) Sector Equality Duty Performance 2012/13 2013/14 2014/15 EQUALITY DUTY:

Impact – Medium Risk - Low

EIA docs: Stage 1 done; Stages 2 & 3 not planned

Groups affected: All

Next Steps: Consider Stages 2 & 3

Budget has been provided to cover the Contribution to Leeds City cost of the Council’s contribution to Region LEP +100 +100 running the LCR LEP.

ENVIRONMENTAL HEALTH Statutory duties / complaints The reduction in staff managing and to be prioritised so that lower Likelihood that service will need undertaking statutory duties may lead to risk work gets less attention / to prioritise response. Deletion of staff reduced flexibility, slower response rates resources. undertaking Statutory -15 -105 and less ability to support and regulate

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 148

INVESTMENT AND REGENERATION SERVICE – IMPACT STATEMENT

Description of Service Savings/Cost of Service Impact on Service Delivery Risk Management/Public Impact on Council Priorities & Change Change (£K) Sector Equality Duty Performance 2012/13 2013/14 2014/15 Environmental Health businesses. duties, supervision and Operational management is a management. Some medium and lower risk work will not key part of the overall be undertaken. effectiveness of service delivery.

Loss of key specialist technical expertise Explore other avenues for could be a risk income generation.

Operational duties / management to be PUBLIC SECTOR shared amongst remaining managers. EQUALITY DUTY:

Impact – Medium Risk – High

EIA docs: Stage 1 complete (Stages 2 & 3 planned)

Groups affected: Not stated

Next Steps: EIA Stages 2 & 3

Explore other avenues for income generation.

Key Initiative in improving life BHAW and FINE are two externally Decision on future funding / chances for young people and BHAW & FINE funded non-statutory services/projects continuation of initiative to be supporting older people to live that deliver significant benefits (primarily made by Oct 2012, so that healthy and active lives. Better Health at Work (BHAW) -363 health) to individuals and businesses in any required action can be

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 149

INVESTMENT AND REGENERATION SERVICE – IMPACT STATEMENT

Description of Service Savings/Cost of Service Impact on Service Delivery Risk Management/Public Impact on Council Priorities & Change Change (£K) Sector Equality Duty Performance 2012/13 2013/14 2014/15 / Food Initiative and Nutritional Kirklees. taken prior to 13/14. Potential adverse impact on job Education (FINE ) retention for some workers and Both projects are innovative and have Explore all avenues of reduced progress on leading Current funding ends in March received national recognition, BHAW has alternative funding/ operating Kirklees out of recession. 2013 and if alternative funding +363 a real impact on keeping people in work structures, including is not found will result in the and reducing sickness absence in examining future resourcing Could also have an adverse loss of this valuable service businesses, FINE is playing an innovative from Public Health when this impact on providing effective role in encouraging healthy eating in transfers to the local and productive services. deprived communities and working with authority. the PCT to try to stem rising obesity levels. PUBLIC SECTOR EQUALITY DUTY:

Impact – High Risk - High

EIA docs: Stage 1 completed (Stage 2 & 3 planned)

Groups affected: Disability

Next Steps: EIA Stages 2 & 3 Explore options to secure funding.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 150

TRANSPORTATION STRATEGY - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE

Highways Projects 7,499 7,500 7,497 7,498 Signals Maintenance 601 529 518 578 Registry 102 102 102 102 Development Control 386 361 343 343 Transportation Planning 495 467 462 462 Road Adoptions -31 -31 -31 -31 Public Rights of Way 567 359 347 347 Flood Risk Management 180 129 129 129 Bridges 2,060 2,060 2,060 2,060

Total Net Expenditure 11,859 11,476 11,427 11,488

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 1,669 1,460 1,429 1,429 Other paygroups Other employee costs Premises 32 32 32 32 Transport Supplies & Services 88 88 88 88 Third party payments 908 735 724 754 Central Support Costs - Simple SLAs 474 468 461 462 Central Support Costs - Other 502 502 502 502 Capital Charges 9,307 9,307 9,307 9,307 Total Expenditure 12,980 12,592 12,543 12,574

INCOME Government Grants Other Grants Capital Grants 32 32 32 32 Internal Income 579 804 804 804 External Income 510 280 280 250 Interest

Total Income 1,121 1,116 1,116 1,086

Total Net Expenditure 11,859 11,476 11,427 11,488

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 43.0 44.6 38.6 38.0 38.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Encouraging Cycling 100 200 25 Walking and Improving Mobility 143 193 93 Drainage Improvements 250 250 250 Improving Public Transport Facilities 1,522 628 287 Tackling Congestion 327 330 188 UTC Maintenance 210 210 210 Structures 1,836 1,622 1,622 Improving Town Centres & Regeneration Initiatives 87 44 200

151 PARKING - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE

Parking -1,013 -115 -404 -266

Total Net Expenditure -1,013 -115 -404 -266

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 1,392 1,330 1,330 1,330 Other paygroups Other employee costs Premises 1,672 1,662 1,646 1,646 Transport Supplies & Services 276 269 264 264 Third party payments 64 52 52 52 Central Support Costs - Simple SLAs 114 112 111 111 Central Support Costs - Other 120 120 120 120 Capital Charges 1,848 1,848 1,848 1,848 Total Expenditure 5,486 5,393 5,371 5,371

INCOME Government Grants Other Grants Capital Grants 51 51 51 51 Internal Income 30 20 20 20 External Income 6,418 5,437 5,704 5,566 Interest

Total Income 6,499 5,508 5,775 5,637

Total Net Expenditure -1,013 -115 -404 -266

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 54.0 54.0 50.0 50.0 50.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

152 ENVIRONMENT UNIT - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Environment Unit 494 443 392 392 Capital Charges 2,476 2,476 2,476 2,476

Total Net Expenditure 2,970 2,919 2,868 2,868

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 688 537 384 384 Other paygroups Other employee costs 4 4 4 4 Premises Transport 1 1 1 1 Supplies & Services 2,464 2,462 2,462 2,462 (Incl. £2.4m REFCUS charges) Third party payments 62 62 62 62 Central Support Costs - Simple SLAs 3 3 2 2 Central Support Costs - Other Capital Charges 48 48 48 48 Total Expenditure 3,270 3,117 2,963 2,963

INCOME Government Grants Other Grants Capital Grants Internal Income 287 185 82 82 External Income 13 13 13 13 Interest

Total Income 300 198 95 95

Total Net Expenditure 2,970 2,919 2,868 2,868

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 20.0 19.7 15.5 11.2 11.2 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Warmzone follow up 180 0 0 Electricity Saving for Homes 100 0 0 Invest to Save 1,200 600 600 Hard to Treat Home Improvements 500 0 0 Boiler Scrappage Scheme 150 0 0

153 ENERGY & WATER CONSERVATION CWI - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE 232 191 169 169

Total Net Expenditure 232 191 169 169

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status Other paygroups Other employee costs Premises Transport Supplies & Services Third party payments 232 191 169 169 Central Support Costs - Simple SLAs Central Support Costs - Other Capital Charges Total Expenditure 232 191 169 169

INCOME Government Grants Other Grants Capital Grants Internal Income External Income Interest

Total Income 0 0 0 0

Total Net Expenditure 232 191 169 169

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 0.0 0.0 0.0 0.0 0.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

154 COUNTRYSIDE SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE

Countryside Service 70 63 57 57

Total Net Expenditure 70 63 57 57

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 98 92 92 92 Other paygroups Other employee costs Premises Transport 1 1 1 1 Supplies & Services 17 10 4 4 Third party payments Central Support Costs - Simple SLAs Central Support Costs - Other Capital Charges Total Expenditure 116 103 97 97

INCOME Government Grants Other Grants 20 Capital Grants Internal Income External Income 26 40 40 40 Interest

Total Income 46 40 40 40

Total Net Expenditure 70 63 57 57

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 2.3 2.3 2.0 2.0 2.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

155 PLANNING - DEVELOPMENT CONTROL - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE 852 1,002 862 796

Total Net Expenditure 852 1,002 862 796

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 1,095 1,217 1,177 1,126 Other paygroups Other employee costs 23 23 23 23 Premises 1 1 1 1 Transport 28 28 28 28 Supplies & Services 67 67 67 67 Third party payments Central Support Costs - Simple SLAs 528 520 513 514 Central Support Costs - Other 452 452 452 452 Capital Charges 28 28 28 28 Total Expenditure 2,222 2,336 2,289 2,239

INCOME Government Grants Other Grants Capital Grants Internal Income External Income 1,370 1,334 1,427 1,443 Interest

Total Income 1,370 1,334 1,427 1,443

Total Net Expenditure 852 1,002 862 796

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 33.9 39.3 34.9 33.8 32.8 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

156 PLANNING - POLICY & HERITAGE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Development Control Support 246 208 208 208 Strategic & Local Planning 472 438 438 438 Supplementary Planning Guidance 155 114 105 107 Planning & Environmental Projects 130 112 112 112 Conservation 827 814 814 814 Grants 38 34 34 34 Economic Development Support 69 60 60 60 LDF Public Enquiry 308 198 198 198

Total Net Expenditure 2,245 1,978 1,969 1,971

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 858 798 721 721 Other paygroups Other employee costs 20 19 19 19 Premises 1 2 2 2 Transport 14 14 14 14 Supplies & Services 483 379 379 379 Third party payments Central Support Costs - Simple SLAs 496 489 481 483 Central Support Costs - Other 6 6 6 6 Capital Charges 640 640 640 640 Total Expenditure 2,518 2,347 2,262 2,264

INCOME Government Grants Other Grants Capital Grants Internal Income 272 368 292 292 External Income 1 1 1 1 Interest

Total Income 273 369 293 293

Total Net Expenditure 2,245 1,978 1,969 1,971

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 28.7 22.7 21.2 19.7 19.7 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

157 HOUSING REGENERATION SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE 275 202 150 150

Total Net Expenditure 275 202 150 150

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 340 267 222 222 Other paygroups Other employee costs 2 2 2 2 Premises 8 9 9 9 Transport 5 5 2 2 Supplies & Services 10 9 5 5 Third party payments Central Support Costs - Simple SLAs Central Support Costs - Other 10 10 10 10 Capital Charges Total Expenditure 375 302 250 250

INCOME Government Grants Other Grants Capital Grants Internal Income 100 100 100 100 External Income Interest

Total Income 100 100 100 100

Total Net Expenditure 275 202 150 150

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 8.8 8.6 6.4 5.1 5.1 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

158 ECONOMIC DEVELOPMENT SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Economic Research 212 214 214 214 Premises Development 813 841 761 654 Premises Dev. Capital Charges Net 2,666 2,666 2,666 2,666 Support to Business & Enterprise 410 513 476 451 Govt Initiatives 302 240 340 340 Tourism & Marketing 233 167 167 167

Total Net Expenditure 4,636 4,641 4,624 4,492

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 1,344 1,483 1,296 1,284 Other paygroups Other employee costs 30 23 23 23 Premises 355 407 407 357 Transport 13 10 10 10 Supplies & Services 163 269 269 269 Third party payments 82 80 130 130 Central Support Costs - Simple SLAs 1,342 1,323 1,303 1,308 Central Support Costs - Other 26 46 46 46 Capital Charges 2,905 2,905 2,905 2,905 Total Expenditure 6,260 6,546 6,389 6,332

INCOME Government Grants 133 175 175 175 Other Grants Capital Grants 240 240 240 240 Internal Income 23 23 23 23 External Income 1,228 1,467 1,327 1,402 Interest

Total Income 1,624 1,905 1,765 1,840

Total Net Expenditure 4,636 4,641 4,624 4,492

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 36.7 42.5 39.3 35.1 35.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

159 ECONOMIC DEVELOPMENT GREEN BUSINESS NETWORK - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE 20 17 15 15

Total Net Expenditure 20 17 15 15

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 124 122 122 122 Other paygroups Other employee costs Premises Transport 5 5 5 5 Supplies & Services 5 5 5 5 Third party payments Central Support Costs - Simple SLAs 1 Central Support Costs - Other Capital Charges Total Expenditure 135 132 132 132

INCOME Government Grants Other Grants Capital Grants Internal Income External Income 115 115 117 117 Interest

Total Income 115 115 117 117

Total Net Expenditure 20 17 15 15

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 3.0 3.0 3.0 3.0 3.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

160 REGENERATION DEVELOPMENT SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE RDS Support Service 1,491 1,374 1,240 1,240 Internal Non SLA income 381 319 257 257 Grant Income 66 66 66 66

1,044 989 917 917 INTERNAL SLA INCOME 1,044 989 917 917 Total Net Expenditure 0 0 0 0

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 1,016 901 786 786 Other paygroups Other employee costs 17 17 17 17 Premises 1 1 1 1 Transport 6 6 6 6 Supplies & Services (Incl £5k Refcus Charges) 160 160 144 144 Third party payments Central Support Costs - Simple SLAs 204 202 199 199 Central Support Costs - Other 56 56 56 56 Capital Charges 31 31 31 31 Total Expenditure 1,491 1,374 1,240 1,240

INCOME Government Grants Other Grants 61 61 61 61 Capital Grants 5 5 5 5 Internal Income 381 319 257 257 External Income Interest

Total Income 447 385 323 323 INTERNAL SLA INCOME 1,044 989 917 917 Total Net Expenditure 0 0 0 0

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 23.4 22.2 19.7 17.2 17.2 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Huddersfield 3,345 181 35 Kirklees Strategic Economic Zone 633 1,491 1,416 North Kirklees 1,578 1,472 895 Rural/South Kirklees 10 Markets 310 222 333 Heritage 365 14 10 Feasibility / Miscellaneous 43 64 64 Green Business 822 170 202 (Over Programming) -337 -137 -137

161 MARKETS - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE 299 253 251 252

Total Net Expenditure 299 253 251 252

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 703 674 676 676 Other paygroups 0 0 0 0 Other employee costs 9 17 17 17 Premises 750 703 708 708 Transport 27 20 20 20 Supplies & Services 322 345 345 345 Third party payments 0 0 0 0 Central Support Costs - Simple SLAs 134 132 130 131 Central Support Costs - Other 37 47 40 40 Capital Charges 362 362 362 362 Total Expenditure 2,344 2,300 2,298 2,299

INCOME Government Grants 0 0 0 0 Other Grants 22 31 31 31 Capital Grants 0 0 0 0 Internal Income 0 0 0 0 External Income 2,023 2,016 2,016 2,016 Interest 0 0 0 0

Total Income 2,045 2,047 2,047 2,047

Total Net Expenditure 299 253 251 252

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 25.0 24.0 24.0 24.0 24.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Queensgate Market & Holmfirth Market 310 222 333

162 BUILDING CONTROL - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Chargeable Activity Building Reg Charging A/c 0 0 0 0 Non-Chargeable Activity Enforcment/Other Building Control Work 291 148 89 90

Total Net Expenditure 291 148 89 90

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 966 896 853 853 Other paygroups Other employee costs 18 18 18 18 Premises 1 1 1 1 Transport 53 49 49 49 Supplies & Services 328 328 316 316 Third party payments 62 38 38 38 Central Support Costs - Simple SLAs 290 286 282 283 Central Support Costs - Other 511 599 599 599 Capital Charges Total Expenditure 2,229 2,215 2,156 2,157

INCOME Government Grants Other Grants 19 19 19 19 Capital Grants Internal Income 695 760 760 760 External Income 1,224 1,288 1,288 1,288 Interest

Total Income 1,938 2,067 2,067 2,067

Total Net Expenditure 291 148 89 90

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 27.9 27.9 25.4 24.4 24.4 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

163 LICENSING SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE

Licensing Service -246 -283 -353 -353

Total Net Expenditure -246 -283 -353 -353

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 439 443 398 398 Other paygroups Other employee costs 50 50 50 50 Premises 4 6 6 6 Transport 7 3 3 3 Supplies & Services 172 174 174 174 Third party payments Central Support Costs - Simple SLAs 69 68 67 67 Central Support Costs - Other 27 19 19 19 Capital Charges 2 2 2 2 Total Expenditure 770 765 719 719

INCOME Government Grants Other Grants Capital Grants Internal Income 3 3 3 3 External Income 1,013 1,045 1,069 1,069 Interest

Total Income 1,016 1,048 1,072 1,072

Total Net Expenditure -246 -283 -353 -353

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 13.6 13.6 13.1 11.6 11.6 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

164 LOCAL LAND CHARGES SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE

Local Land Charges Service -18 17 0 1

Total Net Expenditure -18 17 0 1

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 105 90 75 75 Other paygroups Other employee costs 2 2 2 2 Premises Transport 1 1 1 1 Supplies & Services 125 103 103 103 Third party payments Central Support Costs - Simple SLAs 67 67 65 66 Central Support Costs - Other 9 7 7 7 Capital Charges Total Expenditure 309 270 253 254

INCOME Government Grants Other Grants Capital Grants Internal Income 1 1 1 1 External Income 326 252 252 252 Interest

Total Income 327 253 253 253

Total Net Expenditure -18 17 0 1

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 3.2 3.1 2.6 2.1 2.1 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

165 ENVIRONMENTAL HEALTH - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE 1,640 1,620 1,515 1,515

Total Net Expenditure 1,640 1,620 1,515 1,515

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 2,016 2,001 1,533 1,533 Other paygroups Other employee costs 9 9 9 9 Premises Transport 45 45 45 45 Supplies & Services 137 132 132 132 Third party payments Central Support Costs - Simple SLAs Central Support Costs - Other Capital Charges 15 15 15 15 Total Expenditure 2,222 2,202 1,734 1,734

INCOME Government Grants Other Grants 363 363 Capital Grants Internal Income External Income 219 219 219 219 Interest

Total Income 582 582 219 219

Total Net Expenditure 1,640 1,620 1,515 1,515

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 73.4 70.6 70.4 57.1 57.1 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

166 BUILDING SERVICES - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE -200 -200 -200 -200

Total Net Expenditure -200 -200 -200 -200

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 18,476 18,693 18,623 17,838 Other paygroups 611 566 576 549 Other employee costs 450 258 228 224 Premises 349 379 379 379 Transport 1,992 2,096 2,037 1,990 Supplies & Services 8,786 8,019 7,227 7,064 Third party payments 3,446 2,976 2,942 3,025 Central Support Costs - Simple SLAs 1,909 1,834 1,807 1,813 Central Support Costs - Other 262 262 262 200 Capital Charges 126 126 126 126 Total Expenditure 36,408 35,209 34,208 33,209

INCOME Government Grants Other Grants Capital Grants Internal Income 36,072 34,270 33,270 32,270 External Income 535 1,139 1,139 1,139 Interest

Total Income 36,608 35,409 34,408 33,409

Total Net Expenditure -200 -200 -200 -200

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 497.19 505.25 543.73 533.79 507.09 Other 36.92 36.92 39.59 31.13 23.62

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

167 BUILDING SERVICES

SUMMARY SERVICE PLAN 2012/2013

Purpose of Service

Building Services provides a comprehensive service for all trades for the repair, maintenance and refurbishment of Council homes, public buildings and associated organisations.

Our priority is to deliver high quality services in consultation with our customers whilst ensuring value for money and offering training opportunities.

The outcomes are to ensure that homes and public buildings are warm, comfortable, safe and well maintained.

Our Achievements

The significant problems resulting from the introduction of the new I.T. system were resolved in 2011. Stability of the system was achieved and management information is now timely and much improved.

These improvements to availability of management information have been key to the introduction of the new performance management processes which trigger timely intervention when necessary at individual employee, team, and division level, where standards are not achieved.

Contract charging procedures have been simplified, which has resulted in improved contract administration and client budget management. The department continued with its cost reduction initiative and further major savings have been achieved via reductions in management, administrative, supervisory and agency staff. These reductions, together with the introduction of vehicle telematics, have offered the opportunity to reduce transport costs.

As a result of these improvements to administration and cost control, the department has returned to viability with a healthy surplus in the trading account.

The operational performance of the department has improved with the following key Performance Indicators showing a positive direction of travel:

 Empty Homes turnaround times  Right to Repair  Average days to complete non-urgent repairs  Gas Servicing completed at first visit.

Customer satisfaction with the product and service has improved with 90% of tenants reporting positively on their experience of the service in quarterly surveys.

After a protracted dispute, agreement was reached on the timetable to introduce single status salaries and terms and conditions for craft workers.

Building Services apprentice training programme had another excellent year with two trainees being successful as “Apprentice of the Year” with the Direct Works Forum and APSE (Association for Public Service Excellence).

A further 14 new recruits were appointed from the local communities and successfully inducted into the organisation.

Our Objectives 2012/2013

Building Services will be re-positioned into Streetscene in 2012. This will facilitate further efficiency savings across the Direct Labour organisations and promote a consistent approach, sharing best practice in operations.

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o The budgeted income for Building Services is planned to reduce from a projected outturn in 2011/12, of around £40m to £33m by 2014/15. This is mainly due to a reduction in planned work schemes which are coming to an end.

o In anticipation of these developments, Building Services management has adopted a policy of resourcing peaks of work via temporary agency workers and subcontractors. Consequently, there should be no compulsory redundancy for directly employed Craftworkers at Building Services, in the life of this budget.

o Overhead staff have been reduced significantly, through the VER initiative, with more reductions agreed for 2012/13.

o Whilst the overall income reduces, the department will consolidate to the sustainable core revenue work streams, with less reliance on capital work.

Single status salaries and terms and condition for craftworkers will be implemented from August 2012. This will involve a move away from productivity based bonus schemes to salaries. The new performance management framework will be used to monitor and manage performance at an individual employee, team, and division level to ensure productivity is managed effectively.

The revised terms and conditions will provide the foundation for culture change throughout Building Services to mutually benefit the organisation, its customers, and its employees.

The reduction in tender prices for Building maintenance work, brought about by the recession, does limit the opportunity to viably diversify into new work or customers. This also brings increased pressure from clients for value for money.

Building Services will review its charge out rates and reduce its prices to clients to reflect changes to market rates which have occurred since the recession.

Building Services also intends to offer its services to private citizens with a phased approach, starting with Kirklees Council employees.

The contract arrangements between Kirklees Neighbourhood Housing and Building Services will be reviewed in 2012 and a decision will be made on the procurement of those works going forward. Building Services aims to be a top quartile performer on quality, competence and price, so that it is the long term partner of choice for its clients.

The Service is also committed to a range of performance indicators which reflect customer expectation on services delivered. These include areas such as answering the telephone, appointments handling and key Government time limits.

Performance 2011/12 2011/12 2012/13 2013/14 2014/15 Indicator Target Actuals Target Target Target

Tenant 86% 90% 90% 91% 92% satisfaction with repairs Average time 11 days 10.3 days 10 days 9.5 days 9 days to complete works to an empty home Percentage of 85% 83.13% 85% 86% 87% repairs fixed right, 1st time access and in one visit Gas servicing 65% 67.16% 70% 71% 72% 1st time access Gas servicing 98.7% 96.2% 98% 99% 99% final access

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Properties 100% 95.84% 99.5% 100% 100% with current Gas Certificate % repairs 94% 90.11% 94% 94% 94% completed in government time limits

Average 14 days 12.65 12 days 11 days 10 days duration of days non urgent repairs Appointments 96% 95.25% 96% 97% 98% made/kept Responsive Repairs CO2 To be reduction worked from Local up in Authority liaison Operations - with carbon Environ emissions ment from fleet fuel Unit - reductions ongoing

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BUILDING SERVICES – IMPACT STATEMENT Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance £k £k £k Introduction of Single The main risk is a drop in Status to Building productivity, for which Services work force management processes have been developed, and targets Impact on Productivity is to be maintained via robust have been set for all The implementation of single performance management systems. employees. status ensures that the service Operational Employees +251 +205 maintains a well paid work Performance management force, who predominantly work targets have been established within Kirklees and spend at individual employee levels money within the borough. for each trade. Failure to achieve these outputs will By maintaining productivity at a trigger progression down sensible level, the service will capability routes. be able to maintain value for money, and ensure continued top quality service is provided Future savings on supervisory to all council house tenants costs and overheads within Kirklees. including stores and standby will be investigated and implemented as appropriate. Supervisory Employees +214 Delays in the introduction of single status Stabilising the pay structure of have caused delays in some restructuring of The service needs to ensure the service allows continued the service, including reviewing stores and overhead costs are investment in apprentices, and standby processes. maintained at an appropriate therefore helps to maintain level to match reductions in investment in young people. both income and operational staff. This is something that the service continually monitors, and is part of negotiations with the major client Kirklees Neighbourhood Housing.

Negotiations to take place

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 171

BUILDING SERVICES – IMPACT STATEMENT Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance with Kirklees Direct to ensure service standards are maintained.

Standby costs -175 Major changes to the standby process are planned as single status is implemented. PUBLIC SECTOR EQUALITY DUTY:

Impact – Low Risk - Low

EIA docs: Stage 1 complete Stages 2 & 3 not planned

Groups affected: Assumed all

Next Steps: None stated

Changes in workloads as certain work streams end

Income Change +1192 +1000 +1000 Building Services needs to establish a new Current work streams and business strategy given changing funding future options for working for Operational Employees +27 -196 -653 streams the private sector will ensure Supervisory Employees -121 -229 the local community is well The service is also consolidating its income by There is some risk in served, provided with more Change in operating -1290 -914 -132 targeting core work streams that will be diversifying into private sector choices, and receives a value costs maintained for the foreseeable future. work streams, but the service for money service. is researching the issues, Future work streams are being investigated working with legal services, including working for Kirklees employees and and ensuring all risks have

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 172

BUILDING SERVICES – IMPACT STATEMENT Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2014/15 Performance residents, to maintain income streams into the been worked through. future. PUBLIC SECTOR EQUALITY DUTY:

Impact –Low Risk - Low

EIA docs: Stage 1 complete Stages 2 & 3 not planned

Groups affected: All

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 173

HOUSING REVENUE ACCOUNT - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget (£000) (£000) (£000) (£000) EXPENDITURE

REPAIRS AND MAINTENANCE Planned Maintenance 5,470 5,420 5,610 5,806 Unplanned Works 13,708 14,204 14,711 15,234 Sub-total 19,178 19,624 20,321 21,040

HOUSING MANAGEMENT Policy & Management 2,211 2,189 2,257 2,487 Council Services bought in 2,714 2,687 2,675 2,718 KNH Fee 13,193 12,624 12,366 12,675 Special Services (communal facilities) 3,067 3,429 3,514 3,602 Sub-total 21,185 20,929 20,812 21,482

OTHER EXPENDITURE Rent, Rates and Taxes 133 101 104 106 HRA share of Corporate & Democratic Core 351 317 325 333 Bad Debts Provision 687 687 826 965 Sub-total 1,171 1,105 1,255 1,404

TOTAL EXPENDITURE 41,534 41,658 42,388 43,926

INCOME Dwellings Rent Income -73,175 -75,642 -80,779 -83,067 Non-Dwellings Rent Income -697 -634 -649 -665 Tenant charges for services & facilities -1,162 -1,423 -1,695 -1,764 Leaseholder charges for services & facilities -180 -180 -182 -184 HRA Subsidy 18,320 0 0 0 Major Repairs Allowance Subsidy -14,949 0 0 0 Contribution From General Fund -158 -157 -157 -157 TOTAL INCOME -72,001 -78,036 -83,462 -85,837

NET COST OF SERVICES -30,467 -36,378 -41,074 -41,911

Depreciation charge (transfer to capital balances) 15,087 20,112 20,538 21,021 Interest payable on Capital debt 12,131 11,092 10,432 10,133 HRA Investment Income (cash/capital balances) -1,183 -313 -522 -988

NET OPERATING EXPENDITURE -4,432 -5,487 -10,626 -11,745

Contribution from major repairs reserve for debt repayment -137 -6,380 -6,380 -6,879 Capital debt repayment 40 6,380 6,380 6,879 Revenue contribution to capital schemes 9,280 12,837 6,447 3,914 Contribution from HRA balances to support capital repayments -6,493 -10,056 -3,600 -1,000 Planned contribution to HRA balances 1,742 2,706 7,779 8,831

NET DEFICIT/(SURPLUS) 0 0 0 0

HRA Balances Position £k

HRA BALANCES Estimated Balances as at 1 April 2012 30,396 Planned Contribution to balances 2012 to 2015 19,316 Total 49,712

Approved drawdowns to support capital investment 2012-15 -14,656 Working Balance -1,500

Estimated Balances at 31 March 2015 33,556

MAJOR REPAIRS RESERVE (funds available for capital) Estimated Balances as at 1 April 2012 5,779 Planned contribution to balances 2012 to 2015 61,671 67,450

Proposed drawdowns to support capital investment 2012-15 -40,757 Proposed drawdowns to support debt repayment 2012-15 -19,639

Estimated Balances at 31 March 2015 7,054

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Housing Revenue Account - Summary Service Plan - 2012/13

Purpose of the Service

The Housing Revenue Account (HRA) is funded from Council tenants’ rental income and service charges to tenants and leaseholders. It provides for the management and maintenance of 23,000 Council homes and over 800 leaseholder properties and supports the development of new Council properties and aims to deliver quality homes and services in successful communities.

The Council’s management functions (including the management of the repairs and maintenance budgets) are delegated to Kirklees Neighbourhood Housing (KNH) funded through an annual management fee. The service contributes to the Council’s ambitions by sustaining quality residential accommodation across the diverse areas of Kirklees, underpinning economic strength and support for both young and old people. It promotes sustainable neighbourhoods, energy efficiency and environmentally friendly approaches to repairs and management.

Our Key Achievements 2011/12

Tenant satisfaction at 83%, highest recorded. Exceeded rent collection targets - rent arrears reduced to £1.4m from £1.9m with a 102.9% collection at year end. Met MTFP planning total. Maintained value for money in maintenance work to the Decent Homes standard - upper quartile on planned works costs. Agreed option for the Future of Kirklees Council housing - a new five year KNH Contract Completed the feasibility study on Building Services and carried out actions to improve services Built 12 more Council homes at Asquith Fields. Signed the Excellent Homes for Life PFI project to deliver 466 new homes, including Extra Care provision. Increased satisfaction with neighbourhoods as a place to live. Explored options for delivery of more social affordable homes, subject to new national provisions for local housing authorities. Continued to work in partnership, to improve priority neighbourhoods, enhancing service provision to Council tenants and other residents on estates. Began delivery of narrow the gap schemes. Completed successful regeneration project at Fieldhead with Kirklees Community Association. Continued to tackle fuel poverty and carbon reduction work in Council homes, utilising new funding streams. Developed work on financial inclusion and prevention of debt to assist Council tenants - cases increased by 6%. Developed work to combat Social Housing Fraud in partnership with local Registered Social Landlords Completed sheltered housing improvement programme. Agreed and commissioned modernised and effective system of charging for District Heating, consulting and supporting tenants throughout. Develop and support a range of “Grow Your Own” activities on unused HRA land, including successful lottery bid.

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Service Objectives 2012/13

Quality homes and services

Governance is clear, understood and current arrangements are reviewed and updated appropriately and KNH are seen to be accountable. Councillor engagement is reviewed and action taken to ensure they are engaged and involved appropriately. In the drive to be best in class, housing management and maintenance services - KNH deliver and can evidence against public, private and voluntary sector providers, that they deliver value for money. To continue to improve performance, especially in repairs, rent arrears, empty homes and tenant satisfaction. Potential impacts of national changes are known, understood, appropriate equality impact assessments are undertaken and mitigation is evidenced. Robust management arrangements are developed for the self financing housing revenue account to continue to effectively maintain council housing assets in the future and maximise possible investment opportunities. The construction programme and services for excellent homes for life are managed and delivered to client/customer expectation. Options explored for delivery of more social affordable homes, including building homes for let without grant. Work with Building Services to deliver a high quality housing maintenance service. Work in partnership is continued which improves priority neighbourhoods, enhances service provision to Council tenants and other residents on estates. Joint working to deliver and shape efficient services with KNH is identified, undertaken and promoted by partners. External funding is actively sought to support service delivery and outcomes for tenants and residents. Develop a new Tenancy Strategy and review the Council’s allocation policy to take account of social housing reforms.

Successful communities

Clear links are in place between KNH business plan and the Council’s over-arching Strategies, utilising the Service delivery plan process to show KNH contribution to council objectives. A new Tenancy Strategy is developed; review completed and changes to the Council’s allocations policy implemented. Work to combat Social Housing Fraud continued in partnership with local Registered Social Landlords.

Working together to shape and determine local services

Tenant and resident satisfaction with core business is in the upper quartile nationally. Prepare for the impact of Welfare Reform to mitigate the impact on personal incomes, and revenue collection including; informing tenants, reviewing and investing in rent collection arrangements, and enhancing debt advice services

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Tenant participation opportunities extended and increased tenant and resident involvement on council estates, supporting and developing community leaders. The role and function of KNH as an ALMO is clearly understood. PI Ref PI Definition Expected Expected rate direction of of change travel 2012/13 2012/13 to 2013/14

Local Percentage of Decent Council Homes Maintain No change 100%

Local Satisfaction of tenants of council housing with the Increase Slow rate of overall service provided by their landlord change

Local Energy efficiency - (SAP) rating of local authority – Improvement Slow rate of indicator owned dwellings (change in calculation method) change

Local Rent collected by the local authority as a proportion of Maintain Slow rate of indicator rents owed on Housing Revenue Account dwellings change (impact of welfare reform)

Local Average time taken to re-let local authority housing Improvement indicator (days) Slow rate of change

Local Percentage repairs appointments made and kept by Improvement Slow rate of indicator Building Services change

Local Percentage properties with gas servicing within last Improvement Slow rate of indicator 12 months change

Local Percentage repairs completed at first visit Improvement Slow rate of indicator change

Local Reduced total carbon emissions from KNH business Improvement Slow rate of indicator activities. change

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HOUSING REVENUE ACCOUNT (SELF-FINANCE) - IMPACT STATEMENT

Impact on Council Description of Savings/Cost of Service Change (£) Risk Management/Public Sector Impact on Service Delivery performance and priorities Service Changes Equalities Duty 12/13 13/14 14/15 Kirklees Neighbourhood Continuation of the three year KNH management action plan in Some risks to continuity of Housing (KNH) Fee efficiency target set in the place to identify ways of providing KNH funding of ‘added value previous year’s budget plans ; services more efficiently, to be schemes’ e.g. new pilots on Efficiency target -582 -573 equates to a 4% annual delivered through specific specific initiatives. efficiency target against the workstreams. This is allied to a base fee. sound medium term company Further work to ensure reserves strategy to help support effective integration with forward budget plans to achieve streetscene services to aid efficiencies in a planned way. efficiency and comprehensive offer to tenants and residents. PSED Impact – low Risk –low

Stage 1 done Stages 2 & 3 not planned

Groups affected Age ,Disability, Pregnancy & Maternity, Sex, Race

CAPITAL RELATED Depreciation charge uplift of Positive outcome from self- A significant increase in £5m from 12/13; annual financing reforms; effective resources available in the Depreciation charge +5,025 +426 +483 depreciation charge transfers increase in resources in the MRR to MRR should ensure to major Repairs Reserve fund the HRA capital plan, sustainability of the housing (MRR) to fund the HRA capital compared to what was allocated stock decency standard over plan. through subsidy through what used the lifetime of the re-modelled to be a ‘major repairs allowance’. HRA business plan under self- financing. Reflects revised interest calculation Potential for ‘new’ capital Interest on capital debt -1,039 -660 -299 on debt settlement figure of £214 investment , but this will be million under self-financing, plus a subject to further review of Debt repayment +6,340 +499 prudent treasury management HRA business plan future approach to annual debt forecasts and affordability, repayment . and within the limitations of the

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 178

Impact on Council Description of Savings/Cost of Service Change (£) Risk Management/Public Sector Impact on Service Delivery performance and priorities Service Changes Equalities Duty 12/13 13/14 14/15 government borrowing ceiling set for Kirklees HRA under self-financing.

Income The proposed rent increase for Current and forecast Right To Buys Income collection and 2012/13 is 6.88%, in line with remain low, and don’t impact associated tenant arrears. Dwelling Rents -2,235 -4,708 -1,958 the national guideline rent materially on updated rental income Years 1 & 3 are 48 week restructuring increase. forecasts compared to previous Under self-financing, Kirklees rent years ; *Year 2 is a 49 assumptions. now retains all its rental week rent year income streams, going About 67% of Kirklees tenant The debt settlement calculation forward, to support delivery of rents are met by Housing presumed that Kirklees would uplift landlord services to Kirklees Benefit currently. rents by the guideline 6.88% rent tenants. increase in 12/13. Kirklees HRA self-financing Management actions to move to full model and business plan cost recovery of district and forecasts assume a level of Tenant charges for -261 -263 -61 Partly reflects rate of inflation sheltered heating, over a medium future annual rental income services & facilities uplifts on service charges, term timeframe. Tenants affected streams, based on the partly to do with being offered full support for continuance of implementation of measures to managing finances going forward, national rent guidelines, ensure full cost recovery on with KNH officers. applied locally. -18,320 heating. HRA Subsidy +14,949 PSED Any local divergence from Major Repairs Allowance -3,371 These subsidy specific Impact – low national guideline rent policy Subsidy allocations end under self- Risk –low will impact on the future financing. resourcing of Kirklees HRA Stage 1 done from current assumptions. Stages 2 & 3 not planned

Groups affected Age Disability Sex

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 179

DIRECTORATE OF RESOURCES - REVENUE BUDGET SUMMARY

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS Corporate Priorities Budget 4,218 2,845 1,621 1,621 Legal & Governance 3,003 2,981 2,765 2,781 Elections 790 948 526 845 Support Services 23,909 23,530 23,339 23,312 Finance & Performance 5,951 5,919 5,895 5,925 Corporate & Democratic Core (CDC) 8,589 8,489 8,387 8,410 Physical Resources & Procurement 13,077 11,882 11,519 11,528 Customer & Exchequer 24,434 23,862 26,045 25,950 83,971 80,456 80,097 80,372 INTERNAL SLA INCOME 47,387 46,256 45,867 45,923 Net Expenditure 36,584 34,200 34,230 34,449

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 62,101 61,941 61,445 61,189 Other paygroups 43 39 38 38 Other employee costs 1,088 989 854 958 Premises 8,094 7,144 7,052 7,109 Transport 3,743 3,517 3,517 3,505 Supplies & Services 24,010 22,387 21,037 21,263 Third Party Payments 5,490 5,450 5,453 5,450 Transfer Payments 130,898 144,172 143,406 143,606 Central Support Costs - Simple SLAs 22,673 22,387 22,053 22,128 Central Support Costs - Other 3,069 3,127 3,133 3,133 Capital Charges 9,280 9,024 8,882 8,765 Total Expenditure 270,489 280,177 276,870 277,144

INCOME Government Grants 131,447 144,708 141,007 141,007 Other Grants 5,904 5,004 5,004 5,004 Capital Grants 47 47 47 47 Internal non SLA income 20,286 19,950 20,196 20,088 External Income 28,721 29,900 30,407 30,514 Interest 113 112 112 112 186,518 199,721 196,773 196,772 INTERNAL SLA INCOME 47,387 46,256 45,867 45,923 Total Net Expenditure 36,584 34,200 34,230 34,449

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE

Single status 2,196.0 2,277.9 2,261.1 2,248.0 2,248.0 Other 0.0 0.0 0.0 0.0 0.0

2,196.0 2,277.9 2,261.1 2,248.0 2,248.0

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Capital Expenditure 3,861 2,882 2,525

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RESOURCES DIRECTORATE

Introduction/Overall Approach

Resources Directorate is a relatively new directorate which aims to unify all of the Corporate Support services, often referred to as the “back office” – but including such front line services as Kirklees Direct, benefits payments, council tax and libraries. The aim is to achieve economies of scale and improved efficiencies by creating internal shared services, as well as exploring further opportunities for sharing services externally. This unification also enables improved governance, strategic direction, leadership and consistency.

The service manages the first point of contact for our customers through Kirklees Direct, local information centres and libraries, and is therefore at the heart of the council’s Customer Strategy.

It also provides the council lead on Innovation and Efficiency (I and E), as well as acting as the corporate landlord - each of which presents significant opportunities for improvements in both service delivery and efficiency.

The starting point for the directorate’s budget strategy is the existing three-year plan approved last year. This includes I and E “back office” saving of £5.2m. The remainder of the directorate has a three year savings target of £4.9m which equates to a 16.4% reduction.

The philosophy has been to make early efficiencies by merging teams and streamlining business processes within our existing IT systems, whilst identifying the potential for future improvements to both customer service and reductions to our costs through greater innovation and better use of technology and buildings. Opportunities to share services or premises with external partners and/or for outsourcing are being proactively considered.

Main approaches to cost reduction and new shape of services within lower resource levels

Our customer strategy focuses on offering improved service by promoting web and telephone channels, and expanding the number of services available through these means. Consequently, we have protected budget to Kirklees Direct. Similarly, we are planning to bring all debt collection to one point in the Council, making best use of technology.

We have also taken a council-wide approach to the provision of services, spanning several directorates, from a large number of council buildings. Libraries, children’s centres and town halls are often close to each other and in varying states of repair. By exploring user needs and adopting a number of general principles about geographical reach, social deprivation, multiple service offers, potential alternative uses and opportunities for greater community involvement, plus costs, we have developed proposals for providing improved services from fewer buildings.

Imaginative use of mobile provision such as mobile libraries and dialogue with other service providers and community groups will enable us to tailor services to meet local needs, whilst achieving the efficiencies of operating fewer buildings.

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A similar approach is being taken to our office accommodation strategy, with a real opportunity to make significant efficiency savings.

We have completely reviewed the council’s capital programme, challenging each of the schemes against our priorities, return on investment and affordability. We are proposing to ration our capital spend which will lead to savings from both operating costs and from financing costs.

Leading the I and E programme has achieved savings through voluntary early retirement, reviews of senior management, secretarial and administration staff, as well as a variety of initiatives aimed at increasing value for money from council spending. These are in addition to the directorate’s own savings targets.

With internal shared services, some, such as the accountancy service, have already fully consolidated and have already achieved significant reductions through, for example, standardisation, process simplification, reduced management and better prioritisation of resources.

However, given the scale of the challenges facing the HR service in leading and supporting the Council through significant structural change, the budget savings for this service are not scheduled to be achieved until the latter part of this Medium Term Financial Plan.

Additionally, some of the savings potentially achievable from HR and Payroll will only be realised with improved technology in place, emphasising the important strategic significance of our IT Strategy. A number of external partnership opportunities are being actively explored in relation to our future IT needs.

Key Issues/Risks

Uncertainties over future government grants and localisation of business rates

Government announcements on Universal Credit and localised Council Tax Benefit scheme

Public concern over changes in service delivery and closure or transfer of buildings

Timely implementation of budget decisions

Challenges around equalities assessments or statutory consultations

Staff morale and industrial relations

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CORPORATE PRIORITIES BUDGET - REVENUE BUDGET 2012-15

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k

Effective Services 873 736 736

Building Community Capacity 390 200 200

Leading Kirklees Out of Recession 1,238 685 685

Cohesive Communities 143

Life Chances for Young People 201

OVERALL TOTAL 4,218 2,845 1,621 1,621

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Corporate Priorities Budget (CPB) 2012-15

Context

The Budget Book proposals reflect a purposeful refocusing of the CPB so that it can be used to support the council’s capacity for change and the service transformation needed to deliver the four Directorate service offers and budget proposals. This includes the investment required to support the development of different models of service delivery in partnership with communities (e.g. social enterprise, partnership models etc.); and investment in major service redesign processes - both within the council (including the I&E programme) and across the partnership.

The key principles which it is proposed should now drive CPB allocation are:

1) Supports our capacity for change and service transformation 2) Invest to save 3) Capacity to lever in matched funding 4) Fit against the council priorities 5) All CPB programmes and projects should be time limited

CPB remains a corporate budget so as not to dilute our ability to meet future change agendas. The rationale for having CPB separate to service / directorate budgets is equally important:

It supports the concept of time-limited transformation (supporting effective transition from one way of working to another is often not possible using core service budgets because existing provision needs to be maintained whilst developing and implementing new ways of working) It enables collective, cross-directorate oversight from council management group and councillors It enables synergies between programmes to be maximised

By providing flexibility with accountability the CPB can support the organisation in looking at new ways of working, providing transition funding to pump prime innovation to give services the space to develop proposals to reduce the impact of delivering budget cuts on outcomes for citizens.

We will monitor impact through both partnership and CPB processes.

This budget will be managed and monitored by the Chief Executive, supported by the Policy and Partnership Unit of the Chief Executive.

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LEGAL & GOVERNANCE REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE LEGAL SERVICES -541 -563 -574 -572 GOVERNANCE 3,544 3,544 3,339 3,353

3,003 2,981 2,765 2,781 INTERNAL SLA INCOME 3,544 3,544 3,339 3,353 Total Net Expenditure -541 -563 -574 -572

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 3,708 3,738 3,578 3,592 Other paygroups Other employee costs 130 125 123 121 Premises 0 0 0 0 Transport 61 61 61 61 Supplies & Services 1,925 1,898 1,860 1,861 Third party Payments 1,673 1,673 1,673 1,673 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 1,045 1,030 1,015 1,018 Central Support Costs - Other 17 12 11 11 Capital Charges 0 0 0 0 Total Expenditure 8,559 8,537 8,321 8,337

INCOME Government Grants Other Grants Capital Grants Internal non SLA Income 5,369 5,369 5,369 5,369 External Income 187 187 187 187 Interest 5,556 5,556 5,556 5,556 INTERNAL SLA INCOME 3,544 3,544 3,339 3,353 Total Net Expenditure -541 -563 -574 -572

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 99.9 98.0 99.9 95.9 95.9 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

185 SUMMARY SERVICE PLAN FOR LEGAL AND GOVERNANCE SERVICES 2012/13

Purpose of the Service

Legal Services

The provision of a comprehensive legal service to meet the needs of the Council, Cabinet, Committees and Council departments to support them in the achievement of their policies and aims. Some work is also carried out for partnership companies and other external clients including work with other West Yorkshire local authorities.

Governance and Democratic Services

To support the Council, and its partners, as a democratic organisation that provides leadership of its communities and which takes informed decisions based on robust information, engagement, accountability and transparency. To ensure that all eligible persons are registered to vote and all elections and referenda are administered according to the law and within statutory deadlines. To effectively manage and safeguard the Council’s information assets. To ensure the provision of a professional, responsive and flexible Business Support service across the Council.

Key Achievements of Legal Services 2011/2012

The legal work of the department has continued to gain in complexity as Legal Services has supported the Council’s departments in implementing the Council’s strategy and policies. Notable highlights have included:

Completion of EHL (Housing PFI) and successful defence of Chickenley Village Green application. Re-tender of West Yorkshire Barristers Framework and renegotiation of prices on the Solicitors Framework to reduce prices further. Success in a number of high profile childcare, Court of Protection, employment and general litigation cases. Supporting the Adults and Children’s Safeguarding Boards and dealing with Serious Case Reviews. Close working with ChYPS has improved financial information available and reduced fee rates of external Solicitors and Counsel (by approximately 25% like for like through the use of framework contracts). Support on Green Energy procurement projects to ensure value for money. Support on the Foundation Trust Academies and Free School programme. (7 Academies set up and 3 Trusts) Kirklees Active Leisure Partnership renewal. Successful defence of Planning Judicial Review in Court of Appeal and successful CPO of Pioneer House, Dewsbury and transfer into Council ownership. Continued support of new local based Standards regime. 14 new standards complaints in 2011/12 to date. Successful support on projects such as LDF core strategy, Kirklees College, Waterfront, new housing at Fieldhead, completion of conditional contract for David Brown site to secure local jobs. Success in civil restraint of “easy Nights” (rogue trader) preying on the elderly and vulnerable. West Yorkshire Legal Services (WYLAW) Memorandum of Understanding is signed and shared childcare rota lawyer contract to provide independent reviews for each other.

Key Achievements of Governance and Democratic Services in 2011/2012

To promote and support democratic engagement and develop understanding of its value and importance internally and with local people – successfully managed, administered and delivered district Council elections, Parish Council Elections and the AV Referendum on the same day in accordance with legislation; final electoral canvass returns increased by 1% to 95% in 2011; significant increase in electorate from 307,655 in 2010 to 311,370 in 2011; a full review of polling districts and polling stations through a full consultation process via the website and with relevant stakeholders; further roll out of Webcasting to a wider range of governance episodes resulting in increased public engagement with viewing figures totalling 11,787 between May 2011 and January 2012; increased use of social media tools along side key decision making events receiving national recognition as an exemplar of innovative practice in digital democratic engagement; piloted new approaches to public dialogue to inform decision making through the MyKirklees concept; the service delivered a first webinar, with supporting twitter feed, to provide local government finance training across the Yorkshire and Humber region. Scrutiny launched an improved and interactive website and uses Twitter and Facebook to promote and gather public opinion on scrutiny issues.

To ensure effective governance and accountability of the Council and its partnerships – successfully planned and supported the governance arrangements in respect of the budget process including the development and rollout of arrangements to support the Budget Implementation Agreement; embedded new executive support arrangements for Director Group and Management Board; worked closely with health partners to ensure that the statutory scrutiny of health service reconfigurations is effectively planned and undertaken; improved and sustained Council performance in relation to compliance with FoI and EIR deadlines following period of monitoring by the ICO, which resulted in no subsequent action being taken; produced first EIR Annual Report and FoI Protocol. 186

To continually improve support provided to Councillors to enable them to carry out their complex and varied roles – Councillor Bulletin service developed; social media development sessions for Councillors planned and delivered; a significant increase in the number of Councillors (individually and collectively) using social media tools to support their range of roles; new Councillor Induction programme planned and delivered; secured external funding to enable formal Councillor development in community leadership.

Key Objectives for Legal Services 2012/2013

Re-tender Solicitors Framework and develop Barristers Framework to reduce levels of legal spend and deliver training for client services. Implement auditable quality system to maintain and develop in-house standards. Improve further levels of client satisfaction to be demonstrated through questionnaires and general feedback. More proactive involvement with service departments to ensure we provide an “effective and productive” service towards ensuring work undertaken contributes to the Council’s priorities in the Corporate Plan and manage legal implications of spending cuts. Increase efficiency to reduce overall cost to service departments particularly ChYPS and balance Legal Services budget. Implement changes to the Standards regime under the Localism Act. Further work on the West Yorkshire Shared Legal Services Project – “WYLAW”. Implement phase 2 of the Business Support Review.

Key Objectives for Governance Service 2012/2013

To develop the service in a way that best places it to meet the changing needs of the Council and its customers- undertake a review of the service in order to meet the MTFP requirements; embedding new approaches and working practices post-review; implement the outcomes of Phase 2 of the Business Support review; introduce new technologies (eg voice recognition) to improve service efficiency and effectiveness; implement performance measures for teams within the service.

To support and promote democratic engagement and develop understanding of its value and importance internally and externally – review and improve the Council’s agenda management system (EDRS) to facilitate democratic engagement; support the Local Government Elections in May 2012; undertake the Annual Canvass; support the Police Commissioner Elections; continued work on introduction of individual registration; support the Parliamentary Boundary Review.

To ensure effective governance and accountability of the Council and its partnerships – implement the recommendations of the Constitutional working Party; evaluate the effectiveness of the Executive Governance project; integrate Directorate Management Team and Cabinet Portfolio executive agenda planning processes into wider executive governance arrangements; development of support arrangements for individual Cabinet Members in line with discussions on their individual needs. To improve support provided to Councillors to enable them to carry out their complex and varied roles – deliver a new support offer to Councillors as a consequence of the service review; refine the service offer within the context of the implications of the Localism Act; induct new Councillors following the 2012 district election; review the IT and telephony arrangements for Councillors.

To effectively manage and safeguard the Council’s information assets – refresh and roll out the Policy Framework for Information Governance; develop an underpinning action plan that focuses on the key risk areas – these to be addressed as priorities in 2012/13; improve and update the Council’s Publication Scheme; improve the time taken to respond to information requests; improve the collective knowledge within the Council of info access legislation and responsibilities; update key documentation relating to info access.

To ensure the provision of a professional, responsive and flexible Business Support service across the Council – develop and embed consistent processes and standards for secretaries supporting Directors and ADs; develop, roll out and embed Business Support Standards across the Council; support as appropriate the implementation of Phase 2 of the Business Support Review across Directorates.

Measuring our objectives and Council Priorities for Legal, Governance and Monitoring

There are a number of local PIs developed in 2011 that ensure the work of the governance service. Performance is measured through the Council’s performance appraisal process. Electoral Services will meet, or exceed wherever possible, performance standards set by the Electoral Commission. Solicitors are subject to SRA Code of Conduct 2011 and Legal Services have developed PIs which are set out in the Service Performance Plan.

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ELECTIONS & ELECTORAL REGISTRATION - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE ELECTIONS 220 421 10 329 ELECTORAL REGISTRATION 570 527 516 516

Total Net Expenditure 790 948 526 845

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 269 264 265 265 Other paygroups 0 0 0 0 Other employee costs 76 162 32 138 Premises 50 79 10 67 Transport 3 4 3 6 Supplies & Services 281 338 116 269 Third party Payments 0 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 110 108 107 107 Central Support Costs - Other 11 3 3 3 Capital Charges 0 0 0 0 Total Expenditure 800 958 536 855

INCOME Government Grants 0 0 0 0 Other Grants 0 0 0 0 Capital Grants 0 0 0 0 Internal Income 1 1 1 1 External Income 9 9 9 9 Interest 0 0 0 0 Total Income 10 10 10 10

Total Net Expenditure 790 948 526 845

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 6.4 7.0 6.8 6.8 6.8 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

188 ELECTORAL SERVICES – IMPACT STATEMENT

Savings/Cost of Service Description of Risk Management/Public Sector Impact on Council Priorities & Change (£k) Impact on Service Delivery Service Change Equality Duty Performance 2012/13 2013/14 2014/15 Reduce postage -7 The service will be unable to undertake There is no immediate impact on This authority is a high performing costs by £7k work throughout the year to check the elector unless by-elections are authority in terms of the Electoral outside the annual council tax records, when voter held. However, it ensures that Commission’s performance standards canvass registration forms are sent to house electors registered in this way are set for Electoral Registration Officers movers to ensure their registration at able to confirm their registration (EROs). The ERO is required to their new address. Whilst this is not by internet, telephone or SMS proactively identify and use records, currently a statutory requirement, it during the annual canvass audit, throughout the year, to verify and ensures a more up to date and reducing the cost of registration validate data held on the electoral accurate register. during the annual canvass period. register. The impact of this proposal will create a significant slip in performance. Local authorities who do not meet performance standards face increased checks generally by the Electoral Commission and most recently a number of authorities have been ‘named and shamed’. Members of Parliament take an increasingly pro- active interest in the methods used to increase electoral registration.

Under-registered groups, for example some ethnic minorities and younger people, are more likely to respond to targeted information on more than one occasion throughout the year. This could create greater inequality in Reduction of hours -7 The service would be unable to opportunities to register and to vote. for one permanent undertake any work of a non-statutory member of staff nature e.g. initiatives to encourage The service may not be able to reach a voter registration and pro-active work satisfactory level under performance to ensure that postal votes are moved standards set by the Electoral with the elector when residents change Commission. address

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 189 SUPPORT SERVICES - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS Learning & Organisational Development 2,528 2,521 2,517 2,518 Transactional HR 2,440 2,460 2,448 2,450 Professional HR 2,722 2,719 2,702 2,705 Communications & Marketing 1,912 1,839 1,798 1,758 IT 14,307 13,991 13,874 13,881

GROSS EXPENDITURE 23,909 23,530 23,339 23,312 INTERNAL SLA INCOME 24,307 23,919 23,743 23,757 Net Expenditure -398 -389 -404 -445

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 15,384 15,481 15,489 15,504 Other paygroups 43 39 38 38 Other employee costs 239 236 236 236 Premises 116 101 101 101 Transport 201 215 215 220 Supplies & Services 7,369 7,358 7,460 7,564 Third Party Payments 3,680 3,640 3,643 3,640 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 4,181 4,122 4,059 4,073 Central Support Costs - Other 162 156 158 158 Capital Charges 2,697 2,371 2,257 2,248 Total Expenditure 34,072 33,719 33,656 33,782

INCOME Government Grants 0 0 0 0 Other Grants 0 0 0 0 Capital Grants 0 0 0 0 Internal non SLA income 6,460 6,405 6,408 6,409 External Income 3,703 3,784 3,909 4,061 Interest 0 0 0 0 10,163 10,189 10,317 10,470 INTERNAL SLA INCOME 24,307 23,919 23,743 23,757 Total Net Expenditure -398 -389 -404 -445

EMPLOYEES The budget provides for employees as follows : ** 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE L&OD 17.9 55.2 55.0 55.0 55.0 Professional HR 54.0 48.5 48.1 48.1 48.1 Transactional 95.1 94.4 100.6 100.6 100.6 Comms and Marketing 56.4 74.7 75.8 74.8 74.8 IT 107.1 153.8 153.8 153.8 153.8 330.5 426.6 433.3 432.3 432.3

**Target savings for Support Services are included within the I&E programme and are shown on the I&E page. Over the period 2012-15 these savings will mean a reduction of 60 FTE employees from the numbers shown here.

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k IT Replacement Strategy 175 250 250 Microsoft Enterprise Agreement 47 60 0 Corporate Infrastructure & Corporate Facilities 800 800 800

190 Support Services Summary Service Plan

Purpose of service

Support services provides a range of support such as strategic direction and operational support in areas such as HR, OD, IT and Communications & Marketing and operational support such as HR transactions and specialised recruitment and employment services across all services. This is provided within a context of organisational development and well being for the Council.

Our achievements 2010 / 2011

We continue to deliver on time for Powerhouse project; process mapping and business process re-engineering in HR Transactions in order to facilitate migration to the new system; a new payroll was developed to enable greater numbers of employees to move from 2 weekly to 4 weekly pay. We continue to provide an excellent service to all schools despite Academy conversion and successfully supported and implemented TUPE process for all Academy and Trust conversions keeping HR processes timely and achieving all deadlines.

Received two national professional awards re: apprenticeships; gardening (the council has also been recognised for its training programme) and construction, the same apprentice also a runner-up in the 2011 LGYH young employee of the year award. Secured LGYH funding to pilot the Health & Social Care apprenticeship project. A partnership between the Council, Skills for Care and a local training provider to support independent care homes to recruit apprentices - to date 17 apprentices have been placed within independent care homes. Supporting Well-being and Integration and the Directorate for Children and Young People to implement the social work taskforce recommendations. Learning and development support for Newly Qualified Social workers, recognised as good practice in Ofsted inspection.

Successful implementation and ongoing professional support of new Council-wide appraisal programme rolled out to all employees. Blended package of e-learning, briefings and skills workshops delivered/and or accessed by approx 2000 staff.

IT organisational review completed, consolidating all IT teams into a single centrally managed service and delivering £2 million of efficiency savings for the organisation.

New data centre project completed within budget, with all systems and servers successfully moved across to the new energy efficient data centre, with minimal disruption to services and resulting in a reduction in energy consumption of 71%.

Various systems successfully replaced and updated including the Authority Debtors and Creditors systems which have resulted in improved business process and efficiencies for the organisation by enabling the decommissioning of a Unix server, numerous Access databases and complex Excel spreadsheets.

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Five Centres of Excellence set up to support organisational change resulting in; streamlining of investigations process to ensure a swifter and efficient resolution; successful implementation of deployment process which is proving successful in mitigating against redundancy; consultation and implementation of revised policies to support organisation through all change; revised grading panel process to include training 17-19 managers to participate in the appeals process.

Supported the events programme – by promoting the Huddersfield Festival of Light, leading to over 50 000 people attending. For the first time the team secured a live interview with BBC Look North at start of the festival this lead to an increase in the number of visitors, with more people visiting from across the region and outside of Kirklees.

Supported the long term vision of saving money in the recruitment and retention of children’s social workers by leading the region with a campaign that promotes the importance of the work. The team co-ordinated over 30 regional media interviews and generated over 15 000 hits to the campaign website.

Strategic Objectives

1. Support the organisation to provide effective and productive Council Services.

2. Manage an integrated communications strategy to enhance the reputation and perception of the Council both internally and externally.

3. Develop solutions that impact on the worklessness agenda and narrow the gap through various employment initiatives.

4. Support the council in achieving a passionate, flexible and confident workforce.

Corporate Performance Measures

P.I. P.I. Description Actual Direction Direction of 2011/12 of travel travel 2013/14 2012/13 Days sickness absence per FTE (former 9.34 8.5 8 manual & non-manual) % Appraisals completed* 63% 90% 95% (5076) % no of apprentices in the Council 0.4% 0.8% 1.0% (104) % Number of ICT incidents resolved 84% 85% 85% within agreed timescales % of Payroll accuracy 99.8% 99.5% 99.5% Overall Turnover rate (leavers) 7.5% 7.7% 8.05 Council workforce reflective of the local 85.5% 85.5% 85.5% community. **

* Based on actual employees at work at time of analysis ** Workforce who live within the Kirklees Area ** Different criteria will be analysed on a quarterly basis to highlight areas of interest and concern. 192

CORPORATE & DEMOCRATIC CORE (CDC) - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Corporate Management 1,968 1,950 1,932 1,936 Democratic Representation and 6,342 6,260 6,176 6,195 Management (DRM) Subscriptions 279 279 279 279

Total Net Expenditure 8,589 8,489 8,387 8,410

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status Other paygroups Other employee costs Premises Transport Supplies & Services 586 586 586 586 Third party Payments Transfer Payments Central Support Costs - Simple SLA's 6,921 6,821 6,719 6,742 Central Support Costs - Other 1,444 1,444 1,444 1,444 Capital Charges Total Expenditure 8,951 8,851 8,749 8,772

INCOME Government Grants Other Grants Capital Grants Internal Income 362 362 362 362 External Income Interest Total Income 362 362 362 362

Total Net Expenditure 8,589 8,489 8,387 8,410

EMPLOYEES The budget provides for no employees : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 0 0 0 0 0

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

193

SUMMARY SERVICE PLAN FOR THE CORPORATE & DEMOCRATIC CORE

Purpose of the Service

The Corporate and Democratic Core comprises 2 divisions, Democratic Representation & Management (DRM) and Corporate Management (CM). DRM includes all aspects of member activities in that capacity, including corporate programmes and service policy making and general activities relating to governance and the representation of local interests. CM concerns those activities and costs which provide the infrastructure which allows services to be provided and the information which is required for public accountability.

Its costs are over and above those of providing individual services and are therefore not charged out to them. Under CIPFA’s Service Accounting Code of Practice (SERCOP), Corporate and Democratic Core is a frontline service.

In general terms it comprises:

DRM All members allowances and expenses incurred when undertaking activities on behalf of the authority Costs associated with officer time spent on appropriate advice and support activities Subscriptions to local authority associations

CM The functions of the Chief Executive except where these relate to direct management of services or the provision of advice and support to members Maintaining statutory registers Providing information required by members of the public in respect of statutory rights. Completing and submitting/publishing all service staffing returns, statements of accounts annual reports, public performance reports and Best Value Performance Plans. Estimating, negotiating, accounting for and allocating corporate level resources. The cost of statutory external audit. The costs of external inspections. The costs of treasury management. Bank charges except for accounts that are decentralised.

More general aspects of the corporate management of the authority are included within the service plan for Corporate Governance.

194

FINANCE & PERFORMANCE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS ACCOUNTANCY 4,659 4,693 4,665 4,689 AUDIT 689 702 701 705 TRAINEES 225 232 235 237 INSURANCE 73 0 0 0 PERFORMANCE 305 292 294 294 5,951 5,919 5,895 5,925 INTERNAL SLA INCOME -5,951 -5,919 -5,895 -5,925 Net Expenditure 0 0 0 0

SUBJECTIVE ANALYSIS EXPENDITURE Employees 5,077 5,140 5,132 5,158 Single Status Other paygroups Other employee costs 73 53 53 53 Premises 3 2 2 2 Transport 11 8 8 8 Supplies & Services 178 184 184 184 Third Party Payments Transfer Payments Central Support Costs - Simple SLAs 1,090 1,073 1,057 1,061 Central Support Costs - Other 93 76 78 80 Capital Charges Total Expenditure 6,525 6,536 6,514 6,546

INCOME Government Grants Other Grants Capital Grants Internal non SLA Income 350 385 387 389 External Income 224 232 232 232 Interest 574 617 619 621 INTERNAL SLA INCOME 5,951 5,919 5,895 5,925 Total Net Expenditure 0 0 0 0

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 138.20 137.20 136.10 135.40 135.40 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

195 Finance & Performance Service

Purpose of Service

Finance & Performance provides a range of financial and internal support functions. The service is responsible for :- Strategic and corporate financial planning and advice, budget preparation and monitoring, provision of the Council’s principal accounting systems and the preparation of the Council’s statutory accounts Payments to the Councils creditors (suppliers’ invoices and individuals’ benefit etc) and the co-ordination of VAT Treasury management Internal Audit Risk management services, insurance cover and the management of claims Managing and reporting on the setting and achievement of targets that measure the Councils’ performance

Our Achievements

Provision of more support to managers to enhance the effectiveness of the council’s financial planning and business controls Closedown of the council’s accounts achieved in line with stricter statutory requirements, including compliance with international accounting standards. Continued realignment of budgets and management accounts to match with changed operational structures Consolidation and change in the approach to delivery of accounting services Update of financial systems/replacement to deliver services more efficiently Tendering new contracts for insurance services. Monitoring of the councils investments, and actions to mitigate risks. Delivery of all key aspects of the audit plan Proactive investigation using NFI data, investigation of allegations and issues, amended the Anti Fraud, Anti Corruption and Anti Bribery Strategy. Launch of new approach to corporate and service performance management linking achievements to council objectives and priorities

Our Objectives

Review and update of MTFP in light of changes to government grant and customer income, changes in interest rates and inflation, government requirements and initiatives, and the councils achievement of projected efficiency programmes. Delivery of budgeting and accounting services that meet the needs of stakeholders. Preparation for replacement of existing financial (and other business) control systems, ensuring these meet the council’s needs, are efficient and effective and minimise risk to service provision during changeover. Achieve audit plan with coverage of core financial and business systems to provide adequate assurance about the internal control environment in accordance with risk assessment to underpin the Annual Governance Statement. Maintain quality services to external customers. Continued focus on the change management programme agenda. Development of insurance risk management system, e-forms and processing initiatives. Complete the Corporate Plan and Service Delivery Plans and use these as the basis for 196

a new regime of cross-council performance management which focuses on high-level priorities. Fully integrate reporting of corporate performance, financial information and risk assessment creating a holistic view.

PI Description Target 2012/13 Target 2013/14 Local % of invoices processed within 30 97.5% 97.5% days Local No. days sickness absence 8.5 days 8 days N/a Complete budget monitoring and 100% 100% performance monitoring per timetable Complete closedown and all by 30 June by 30 June associated records

197

PHYSICAL RESOURCES AND PROCUREMENT - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Note - due to the fundamental restructure of PRP, no split of Standstill is applicable. St/still for PRP shown is based on a pro-rata split in line with 2012-13 proposed budget.

Schools Facilities Management (FM) 4,507 3,810 3,729 3,642 Corporate Landlord 2,593 2,192 2,065 2,164 Capital Delivery & Development -3,913 -3,308 -3,489 -3,487 Procurement SLA 266 365 375 379 Office Accommodation SLA 9,185 8,394 8,410 8,401 Landbank SLA 284 284 284 284 Assets SLA 155 145 145 145 13,077 11,882 11,519 11,528 INTERNAL SLA INCOME 9,890 9,188 9,214 9,209 Total Net Expenditure 3,187 2,694 2,305 2,319

SUBJECTIVE ANALYSIS EXPENDITURE

Employees Single Status 20,534 20,633 20,588 20,595 Other paygroups 0 0 0 0 Other employee costs 450 292 289 289 Premises 7,589 6,636 6,613 6,613 Transport 3,120 2,890 2,891 2,891 Supplies & Services 6,501 6,218 6,313 6,304 Third Party Payments 127 127 127 127 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLA's 2,752 2,779 2,737 2,746 Central Support Costs - Other 1,142 1,246 1,249 1,247 Capital Charges 5,321 5,391 5,363 5,255 Total Expenditure 47,536 46,212 46,170 46,067

INCOME

Government Grants 543 530 530 530 Other Grants 5,192 4,292 4,292 4,292 Capital Grants 0 0 0 0 Internal non SLA Income 7,199 6,877 7,118 7,007 External income 21,412 22,519 22,599 22,598 Interest 113 112 112 112

34,459 34,330 34,651 34,539 INTERNAL SLA INCOME 9,890 9,188 9,214 9,209 Total Net Expenditure 3,187 2,694 2,305 2,319

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 984.4 984.4 979.8 975.8 975.8 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Corporate Capital Repairs and Maintenance (CCRM) 375 375 375 Catering - Investment in dining equipment 255 0 0

198

Summary Service Plan for PRP (Physical Resources and Procurement)

Purpose of the service The PRP Service is responsible for the following front-line services:

Facilities Management Services to Schools – Building Repair and Maintenance, Cleaning, Catering and Transportation. Right to Buy for housing tenants Catering service to Town halls, Greenhead Park and other venues. Commercial leases & lettings for properties Land rental including garages, garden and agricultural land Managing of council community centres/halls.

The Service is also responsible for a number of other areas of internal provision including:

Ownership of all the council’s assets and their day to day management Delivery of the Office Accommodation function Procurement professional lead Building maintenance and design functions Capital planning Capital delivery for buildings Corporate safety and resilience

Our achievements in 2011/12

Served in excess of 5.3 million school meals across 190 different school sites. Achieved the Food For Life Catermark Bronze Award Supported 24 schools to achieve to achieve the Food for Life Bronze Award and a further 5 who are working towards the silver award Opened Greenhead Park restaurant Kept over 315 buildings clean Cleaned and cleared over 2552 housing voids Transported over 1600 children to and from school and college with a total number of journeys 413,000 Completed a senior management restructure with little impact on day to day business Completed and opened a number of new buildings including: 36 new homes in Heckmondwike and improvements to 74 Flats in Fieldhead, a fully refurbished and remodelled School at Headfield, major refurbishments at Fieldhead J&I and Scholes F&N Schools, new Community facilities at Thornton Lodge Community Centre and Fieldhead Co- location and access to front line services in Dewsbury at the Walsh Building Delivered Capital Investment Projects with a total value of circa £25m and currently working on propriety works for a further £37m of capital investment Completed Refurbishment of Dewsbury Town Hall. Conversion of facilities at Cliffe House to provide short breaks for children with disabilities Developed a Disposals Strategy for surplus assets. Completed 6 disposals and raised approximately £2M in capital receipts from the sale of land and property and other negotiated property deals. Reduced carbon consumption in Council buildings by 5,500 tonnes of CO2 (5.69% reduction) Explored opportunities for asset transfer with community groups including Golcar, Paddock and Howden Clough Community Centres Delivered just over £2.3M of I&E savings from procurement

199

Enrolled 3 full time catering apprentices and supported 30 existing staff through adult apprenticeships Completed 40 planned health and safety inspections and 2 health and safety audits Delivered 60 bespoke health and safety training courses Responded to 33 emergency situations Undertaken 15 serious accident investigations

Our objectives for 2012/13 To achieve the outcomes identified for the service in line with the council priorities during 2011/12 we will:

Develop, lead and implement the Council’s Asset Strategy Working with the council’s service delivery needs and it’s priorities for housing and business regeneration, we will utilise the council’s assets, whilst continuing to work with our partners in both the public and private sectors to achieve the best impact and value across our priorities. Develop, lead the council’s procurement Strategy and deliver I & E procurement savings. By identifying our requirements for future contracts and maximising spend and volume at the corporate level and with our local and regional partners we will ensure we deliver savings and best value. As well as contributing to Council/partner priorities and social, economic and environmental goals, within regulatory requirements and best practice. In particular we will support the council’s major procurements of “Powerhouse” and any potential new sports centre Continue to support services to schools By providing a single service that delivers FM services to schools, we will continue with our high standards in all areas, ensuring we help Kirklees children receive the best outcomes from their education. Management and Monitoring of the Council’s Capital Plan. We will help provide timely concept and appropriate business cases/briefings/reports for Capital in order to allow effective decision-making across the Council. This will ensure clear and transparent decision making and maximising the council’s capital investments. Support and develop our staff. By setting, implementing and measuring standards of performance and behaviour across the Service ensuring each member of staff has individual performance targets.

Delivering value for money The Service will continue to benchmark against other authorities and the private sector to ensure that we continue to provide value for money.

200

PHYSICAL RESOURCES & PROCUREMENT SERVICE – IMPACT STATEMENT Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2015/16 Performance

Corporate Landlord/Capital Delivery & Development

Staffing and linked costs -156 +8 +6 Potential changes and reprioritisation of Clear and focused capital will be matched to Capital Programme as well as time frame. impact planning. No significant impact expected workload levels Mix of work and impact on ability to deliver if envisaged if all resources and taking into account the customer’s decisions are delayed or partnerships work to agreed refocusing of the service. outcomes unclear. Considered focus on timescales, but if not, there will Main focus on delivering outcomes, feasibility and be greater dependency on use outcomes and making a VFM. of external frameworks during faster difference to peak workload. residents. Increased risk to Council on capital and Consolidation of PRP to core Income refocused to -264 -183 +98 revenue budgets. resource size, and utilising allow for revised work- the external market / streams and productivity partnerships to manage the levels (change of income peaks. expectations in early year to bring in line). The risk will be managed by using the best of council resources, partnerships and external frameworks.

Corporate Landlord Working at risk with local External income rent businesses responding to the fluctuations relative to +180 Impact on local performance indicators and Pro active property recession, taking into account market conditions. Council’s MTFP. management of old and new the council’s regeneration tenants. strategy. Balancing actual costs versus amount the market can stand. By removing subsidies, this could have an impact on local residents.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 201 PHYSICAL RESOURCES & PROCUREMENT SERVICE – IMPACT STATEMENT Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2015/16 Performance

Vacate Stadium -200 Coordinated move out within the timescale Managed through the co- Services must work set. ordinated office together/share space whilst still accommodation strategy. delivering a customer focussed service.

Closure of Oakmead -100 Coordinated move out within the timescale Managed through the co- Services must work set. ordinated office together/share space whilst still accommodation strategy. delivering a customer focussed service.

Closure of Westfields -126 Risk if there isn’t an agreed plan which Co-ordinated office Services must work coordinates the move out within the accommodation strategy. together/share space whilst still timescale. delivering a customer focussed service.

Future years -450 -28 None, but dependent on consolidated Co-ordinated office Services must work consolidation of office approach across the Council to ensure a accommodation strategy. together/share space whilst still accommodation portfolio smooth transition and realisation of cost delivering a customer focussed - should realise savings. service. efficiencies/savings on premises costs Impact on revenue generation on Cleaning Service (fewer buildings to clean/charge for).

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 202 PHYSICAL RESOURCES & PROCUREMENT SERVICE – IMPACT STATEMENT Savings/Cost of Service Impact on Council Description of Service Risk Management/Public Change (£k) Impact on Service Delivery Priorities & Change Sector Equality Duty 2012/13 2013/14 2015/16 Performance Schools Facilities Management - Catering Potential positive impact on take up of school lunches. Shift in contribution due +4 -82 +1 Change in unit cost of production of meals. Continued contractual to productivity and arrangements with high Greater contribution to trading days(s) Nb - Nb – Nb - no Risk – High school nominal meal rate kept at schools. reducing health inequalities. change in increase additional £2 but risk of drop off in sales if not trading in trading trading days days days managed/marketed correctly. Marketing / investment to Support educational attainment compared compared ensure demand is retained to prev yr to prev yr Food inflation estimated at 2.5% but could (see below). potentially go higher.

Schools moving to No current impact but could result in lost No current impact but reliance Academy status Currently Currently Currently contribution should schools go elsewhere for on strong working zero zero zero meal provision. arrangements with schools and schools forum to ensure VAT implications of moving (cost to the continued contractual Council). arrangements. Schools Facilities Management/ Corporate Landlord - Cleaning

Closure of corporate +73 +19 Closure of corporate buildings results in Co-ordinated office Offset against corporate buildings (reduced reduced income (and linked wages) accommodation strategy. savings. cleaning income) generated from Cleaning Service.

Fall in variable Fall in adhoc/variable orders due to current peripatetic caretaking +97 economic climate and potential of Academies Reliance on strong working Impact on income generation. to use alternative providers. arrangements with schools and schools forum to ensure continued arrangements with schools and look to maximise efficiencies.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted 203 CUSTOMER & EXCHEQUER SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 SUMMARY Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Welfare & Exchequer Services 9,310 8,801 8,197 7,947 Benefits Advice 764 719 719 719 Voluntary Organisations Contract 938 915 892 869 Benefit Payments -6 -6 2,929 3,129 Library & Information Centres 9,092 9,058 8,998 8,991 Town Halls & Public Halls 1,491 1,551 1,516 1,518 Registration Service 238 190 168 148 Contact Centre 2,607 2,634 2,626 2,629 24,434 23,862 26,045 25,950 INTERNAL SLA INCOME 3,695 3,686 3,676 3,679 Total Net Expenditure 20,739 20,176 22,369 22,271

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 17,129 16,685 16,393 16,075 Other paygroups 0 0 0 0 Other employee costs 120 121 121 121 Premises 336 326 326 326 Transport 347 339 339 319 Supplies & Services 2,952 2,960 2,897 2,874 Third party payments 10 10 10 10 Transfer Payments 130,898 144,172 143,406 143,606 Central Support Costs - Simple SLAs 6,574 6,454 6,359 6,381 Central Support Costs - Other 200 190 190 190 Capital Charges 1,262 1,262 1,262 1,262 Total Expenditure 159,828 172,519 171,303 171,164

INCOME Government Grants 130,904 144,178 140,477 140,477 Other Grants 712 712 712 712 Capital Related Grants 47 47 47 47 Internal Non SLA Income 545 551 551 551 External Income 3,186 3,169 3,471 3,427 Interest 0 0 0 0 Total Income 135,394 148,657 145,258 145,214 INTERNAL SLA INCOME 3,695 3,686 3,676 3,679 Total Net Expenditure 20,739 20,176 22,369 22,271

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 636.6 624.7 605.2 601.8 601.8 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Customer & Exchequer Services 2,209 1,397 1,100

204

Summary Service Plan for Customer & Exchequer Services

Purpose of the service The Customer & Exchequer Service is responsible for the following front-line services: Processing of claims for Housing Benefits and Council Tax Benefits Billing, collection and recovery of Council Tax and Business Rates Kirklees Benefit Advice Service (KBAS) Blue Badge - service Management for the Huddersfield and Dewsbury Customer Services Centres Libraries and Information Centres (LICs) Mobile Libraries and Home Service Registration Services bookings for performances and live „main stage‟ events - Town and Public Halls Kirklees‟ Contact Centre (Kirklees Direct) Recovery of sundry debts Corporate debt recovery strategy The Service is also responsible for the Counting Centre, which processes monies collected from council premises.

Our achievements in 2011/12

Collected £332m of income for the Council from Council Tax, Business Rates and Sundry Debt Implemented New Sundry Debt “Authority Financials” System Integrated Blue Badge Team into the Service, and identified closer working links Implemented new Northgate blue badge improvement service (BBIS) Increased the take up of Free School Meals and school premium, by identifying children who according to our records were eligible to FSM but not claiming. Completed phase 1 of the service review – 30% reduction in middle manager level. Implemented the welfare reform changes Worked with a variety of partners to deliver a range of events to raise awareness of the welfare changes, meet customer need and deliver Council objectives (e.g. Anti Poverty, Strategy) Lead service for implementing a joint initiative across West Yorkshire Council‟s, to provide disadvantaged customer access to the private rented market at the right price “lets Help You. Co.uk” Implemented New Dewsbury Customer Service Centre aimed at providing a first class service in one location for customers in North Kirklees. Thornhill Lees LIC improved its profile within the community through an art project named „Boost‟, culminating in the installation of art work on the exterior of the building and a re- launch event. Kirklees had three winners in the Adult Learner‟s Awards: The Huddersfield Light Reading Group, Birkby/Fartown Craft Group and a Denby Dale Library user received the oldest learner award. It was a highly successful year for the Reader Development officers, who achieved national recognition through affordable, high profile author visits and events. A successful rescheduling of the Mobiles service took place, resulting in a better service for the public and more efficient use of resources. Developed and implemented staff values “Passionate, Confident & flexible” Completed the new appraisal process to incorporate the council values and themes. Developed the “customer promise” which is to be rolled out across the council during the next financial year. Registrars has implemented “tell us once” TUO – for births deaths and marriages 205

In Kirklees Direct we have gained efficiencies in telephone call handling in other areas of the Council, by supporting other services during their peak periods and one off campaigns. Developed call routing strategies and recorded messages to enable key messages to be delivered to customers quicker Developed customer channel strategy. Attracted funding over the next 3 years to take a community development approach to digital inclusion in Chickenley and Ravensthorpe and the cross-cutting themes of unemployment, health, elderly and BME residents

Our objectives for 2011/12 To contribute to narrowing the gaps, the service plan will reflect 5 key objectives. These are: Develop, lead and implement the Council’s Customer Strategy By providing customer access arrangements for the web, telephone & face to face enquiries, which meet our customer‟s requirements and reflect their changing needs.

Develop, lead and implement the Council‟s Channel Strategy By designing and developing service access and delivery that maximises the use of technology to provide self-service capability – „digital by default‟ - and introducing deliberate measures to encourage and bring about channel shift. Develop, lead and implement the Council’s Exchequer Strategy By maximising income to the Council by bringing together in one Service all aspects of income collection, putting in place a corporate charging policy, credit management policy, and developing approaches to customers with multiple debts. lead and Implement on the legislative changes affecting Benefits, Council Tax and Business rates o New localised Council Tax Scheme to replace council tax benefit. o New council tax discounts and exemption scheme. o New discretionary payments systems for social fund & crisis loans o Localisation of Business rates Develop, lead and implement the Council‟s Welfare and Financial Support Strategy and link to the councils “Anti- Poverty Strategy” To bring together all means tested services and the provision of welfare and complementary advice. Putting in place a take-up and advice strategy, collecting information only once on a single application form, to get money to people who need it most.

Continue with staff development and performance management By setting, implementing and measuring standards of performance and behaviour across the Service ensuring each member of staff has individual performance targets. The Service will continue to benchmark against other authorities to ensure that we continue to provide value for money. Measuring our objectives BVPI Objectives and PIs 2011/12 Target 2012/13 Target Number Local PI Proportion of Council Tax collected. 96.5% 96.9% Local PI Percentage of non-domestic rates due for the 96.5% 97% financial year which were received by the authority. NI9 Use of public libraries as measured by the 47% 48% Taking Part survey. 206

NI181 Time taken to process Housing 9 days 9 days Benefit/Council Tax Benefit new claims and (top quartile) (top quartile) change events.

207

CUSTOMER AND EXCHEQUER SERVICES - IMPACT STATEMENT

Savings/Cost of Impact on Council Priorities & Description of Service Service Change (£k) Impact on Service Delivery Risk Management Performance Change 12/13 13/14 14/15

Increased processing resources Increase in Benefit claimants Anticipated reduction due 2935 25% increase in benefit claims over the last 3 required medium term whilst the short term potential backlogs of to localisation of CTB years as the recession continues. Increasing impact of the recession claims, the impact on benefits subsidy (see service continues. changes (A). Reduced subsidy income due to Requirement to develop the new backlog of work. The introduction of a localised CTB Scheme local CTB scheme by October Impact on Council Anti Poverty will take effect from 2012, with a significant 2012 with a view to Strategy aims. shortfall in government funding of 10%. This is implementation by April 2013. based on current information that all LA’s will Working age CTB recipients will have to administer the current service with be required to meet the shortfall. 10% less. Serious risk to collection of council income for overpayments & council tax. WELFARE & EXCHEQUER SFIS Legislation Change – will change how Tackling fraud and error in the Merging SFIS team may put FI Corporate Fraud & 62 -157 69 fraud investigation will be delivered from Oct benefits system – paper issues 19th income and corporate fraud additional Financial 2013 Oct 2010, proposal to merge DWP, initiatives at risk. Less resource Investigation Income “Single Fraud Investigation Service (SFIS)” HMRC and LA fraud from 2013. to undertake work, plus reduced DWP, HMRC and LA’s from 2013. income. Team likely to split into 3 main areas, Financial investigation (FI) income less than Corporate fraud, Financial Potential Increase in income for anticipated, cases are in the pipeline but investigation and HB/CTB fraud short corporate fraud on collection confiscation orders not yet granted or term fund and in other service areas. collection of confiscation money’s is outstanding. Longer term Localised CTR scheme, Removal of local HB/CTB fraud corporate fraud and Financial service provision to form SFIS – investigation (FI), but may have less potential job losses including resources depending on SFIS. redundancies, and or TUPE transfer to DWP. Will target only people with ability to pay as we already have income details if on benefits.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

208

Savings/Cost of Impact on Council Priorities & Description of Service Service Change (£k) Impact on Service Delivery Risk Management Performance Change 12/13 13/14 14/15

Additional Recovery Costs -30 -30 Based on research from Sunderland and Should increase Council tax Could create some publicity as Oldham council additional income potential. collection and overall income to the this has only been done a Non return of means -35 -65 (£150 each case) and canvas forms council. couple of times in Kirklees and enquiry forms and canvass on a small scale. forms level 1&2 fines Increased council tax recovery due to Increase collection potential for SPD review fines first level -30 collection of financial information for council tax, also process should be CT income and Taxbase & 2nd offence attachment of earnings and potential to pay. self financing, with fines income increase of approx 500k for paying for the work on reviewing SDP. Prosecution of SPD fraud cases, following the SPD, last review of SPD, 21% of cases were Risk of some publicity on investigated and approx 6% were cancelled. Risk that Gov’t might amend SPD enforcement process Escalation of recovery powers being used scheme to reduce fraud and error on under Admin and Enforcement regulations. CT

Risk that Fines may not be collected as quickly as anticipated – controls to be put in place

Risk that the Government implements changes to the legislation that restrict the council’s ability to raise income.

LIBRARY & INFORMATION CENTRES Fees & Charges income 48 Income expectations less than anticipated as Review of service fees & charges Services still available but move shortfall customer volumes for charged services provision to be undertaken. from charged services to reduce. support and advice.

Ability to continue to provide ChYPS contribution to -58 Income from ChYPS to resource activities in Staff appointed to meet workloads service – if taken away service community libraries community libraries. – However this is likely to would end. be at risk as a number of schools move to Academies.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

209

Savings/Cost of Impact on Council Priorities & Description of Service Service Change (£k) Impact on Service Delivery Risk Management Performance Change 12/13 13/14 14/15

TOWN HALLS & PUBLIC HALLS Shortfall in current town 67 Income expectations less than anticipated. That hirers will be lost or go Room usage not maximised. halls letting targets Income targets increased but charges elsewhere. Charges are set for a Free events taking precedence remained static and have not increased over small 2% increase from January over charged events. Increased income for -14 -25 three years 2012 there had been no increase in events Events income has increased. Increase in charges for 3 years. customers in this area of activity.

REGISTRARS Further develop registrars -51 -25 -25 Charges increase in line with other registrar Charge increases have been PI’s still in place for registrations income offices, cost of approved premise licence to be benchmarked. increased. Demand for weddings continues to increase. SERVICE WIDE Amended Staff Hours, -558 -20 Phase 1 of Middle manager review completed The service is developing new ways Reduce service, less processing Service reorganisation reduced from 21 managers across C&E to 14 of working aimed at increasing resources in the benefits phase 1, service re- middle managers And Year 1 budget savings productivity, thus helping to minimise function, affecting performance organisation phase 2 achieved. the risk to performance which will impact on key performance indicators. Deal with customer at the first point of contact Rollout of web self-serve for e- and Collect data only once – provide and benefits and e-services better service Contingency team – disbanded to fill VER and VT posts to contribute to overall vacant post savings.

Service review being undertaken to look at what we can stop doing what we will do differently and income generation.

Increased staff to manager ratio to minimize impact on front line staff (Phase 2 of service review)

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

210

Savings/Cost of Impact on Council Priorities & Description of Service Service Change (£k) Impact on Service Delivery Risk Management Performance Change 12/13 13/14 14/15

LIBRARY & INFORMATION CENTRES New ways of working -64 -68 -20 New mobile service introduced. Phase I of the In depth analysis undertaken. May impact upon satisfaction mobiles review completed phase II to look at review of Consultation undertaken with users with local area vehicles a SERVICE WIDE Universal credit has a lengthy transition Income is anticipated from the With work continuing to increase Savings to be identified, -280 -337 period (up to 4 years) No decisions have govt due to the extra work and changes to the benefits subject to the outcome of been made in respect of the future for LA necessary to deliver UC and the scheme there will be added Welfare reform proposals staff who are involved in the current localised CTB Scheme. pressures on advice services, and funding being available processing of HB, however DWP have Decisions will also need to be Customer access points and to deal with costs during stated that they will be responsible for UC made for funding potential processing. the transitional period processing. In the meantime until the TUPE/ redundancies – Central transition is complete we will be Govt or LA? Risk that additional DWP responsible for running 2 Schemes. funding may not be as high as anticipated leaving a shortfall in the budget. Resulting in backlogs of work and difficulty implementation the major changes in legislation and reduced income collection.

Key: Figures which are additional budget are shown as + ; Figures which are budget savings are shown as - ; Items which appeared in last year’s budget have the first four columns highlighted

211

CUSTOMER & EXCHEQUER SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 WELFARE & EXCHEQUER SERVICES Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Welfare & Exchequer Services 9,310 8,801 8,197 7,947

INTERNAL SLA INCOME 645 607 605 605 Total Net Expenditure 8,665 8,194 7,592 7,342

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 7,022 6,536 6,241 5,909 Other paygroups 0 0 0 0 Other employee costs 40 40 40 40 Premises 9 9 9 9 Transport 64 54 54 54 Supplies & Services 763 795 795 795 Third party payments 10 10 10 10 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 3,813 3,758 3,701 3,714 Central Support Costs - Other 153 143 143 143 Capital Charges 86 86 86 86 Total Expenditure 11,960 11,431 11,079 10,760

INCOME Government Grants 0 0 0 0 Other Grants 621 621 621 621 Capital Grants 0 0 0 0 Internal Non SLA Income 135 82 82 82 External Income 1,894 1,927 2,179 2,110 Interest 0 0 0 0 Total Income 2,650 2,630 2,882 2,813 INTERNAL SLA INCOME 645 607 605 605 Total Net Expenditure 8,665 8,194 7,592 7,342

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 262.5 240.9 225.0 224.6 224.6 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

None 0 0 0

212 CUSTOMER & EXCHEQUER SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 BENEFITS ADVICE Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Benefits Advice 764 719 719 719

Total Net Expenditure 764 719 719 719

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 600 571 572 572 Other paygroups 0 0 0 0 Other employee costs 4 4 4 4 Premises 29 14 14 14 Transport 18 18 18 18 Supplies & Services 14 14 14 14 Third party payments 0 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 78 77 76 76 Central Support Costs - Other 21 21 21 21 Capital Charges 0 0 0 0 Total Expenditure 764 719 719 719

INCOME Government Grants 0 0 0 0 Other Grants 0 0 0 0 Capital Grants 0 0 0 0 Internal Non SLA Income 0 0 0 0 External Income 0 0 0 0 Interest 0 0 0 0 Total Income 0 0 0 0

Total Net Expenditure 764 719 719 719

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 19.0 19.2 18.2 18.2 18.2 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

None 0 0 0

213 CUSTOMER & EXCHEQUER SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 VOLUNTARY ORGS CONTRACT Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Voluntary Organisations Contract 938 915 892 869

Total Net Expenditure 938 915 892 869

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 0 0 0 0 Other paygroups 0 0 0 0 Other employee costs 0 0 0 0 Premises 0 0 0 0 Transport 0 0 0 0 Supplies & Services 938 915 892 869 Third party payments 0 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 0 0 0 0 Central Support Costs - Other Capital Charges 0 0 0 0 Total Expenditure 938 915 892 869

INCOME Government Grants 0 0 0 0 Other Grants 0 0 0 0 Capital Grants 0 0 0 0 Internal Non SLA Income 0 0 0 0 External Income 0 0 0 0 Interest 0 0 0 0 Total Income 0 0 0 0

Total Net Expenditure 938 915 892 869

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 0.0 0.0 0.0 0.0 0.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

None 0 0 0

214 CUSTOMER & EXCHEQUER SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 BENEFIT PAYMENTS Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS GROSS EXPENDITURE COUNCIL TAX BENEFITS 32,695 32,339 31,573 31,773 RENT ALLOWANCES & NON-HRA EXCLUDING HOMELESS 52,815 63,320 63,320 63,320 NON-HRA RENT REBATES - HOMELESS 139 357 357 357 HRA RENT REBATES 45,249 48,156 48,156 48,156 130,898 144,172 143,406 143,606 INCOME -130,904 -144,178 -140,477 -140,477 Total Net Expenditure -6 -6 2,929 3,129

Service 2012/13 2013/14 2014/15 COUNCIL TAX BENEFITS Standstill Budget Budget Budget £k £k £k £k Expenditure Benefits Allowed at the different bandings : 100% banding - regular payments 33500 33150 32570 32770 40% banding : - Fraud overpayments 184 182 0 0 - DSS/other error overpayments 0% banding - TR Relief & Red liability o/payments 59 57 0 0 LA Error - 100% Banding 60 58 0 0 Sub Total 33803 33447 32570 32770 Overpayment Recovery -1108 -1108 -997 -997 Total Expenditure 32695 32339 31573 31773

Income Subsidy Grant (Excluding LA Error) 32830 32419 28838 28838 LA Error Subsidy apportionments 120 120 0 0 Localised Scheme CT exemptions and discounts Council Tax discounts class C time limit change Council Tax discounts class A time limit change Council Tax SPD % Empty prop %

Total Income 32950 32539 28838 28838

Total Net Expenditure -255 -200 2735 2935

Service 2012/13 2013/14 2014/15 RENT ALLOWANCES & NON-HRA Standstill Budget Budget Budget REBATES EXCLUDING HOMELESS £k £k £k £k Expenditure Benefits Allowed at the different bandings : 100% banding - regular payments 53080 63573 63573 63573 60% banding - old scheme vulnerable 64 77 77 77 40% banding : - Eligible OP-Fraud Customer/other Error Overpayments 378 454 454 454 25% - Duplicate payments 2 2 2 2 0% banding - IRL overpayments/old scheme 55 66 66 66 LA Error : 70 84 84 84

Total Benefits Allowed 53649 64256 64256 64256

Discretionary Housing Payment 125 240 240 240 Overpayment Recovery by Clawback -344 -413 -413 -413 Overpayment Recovery by Invoice -589 -601 -601 -601 Bad Debt Provision -26 -162 -162 -162 Total Expenditure 52815 63320 63320 63320

Income Subsidy Grant 52278 62587 62587 62587 LA Error Subsidy apportionments 172 206 206 206 Subsidy on Local Scheme 92 92 92 92 Discretionary Housing Payment 125 432 432 432 Contingency for Audit Adjustments Total Income 52667 63317 63317 63317

Total Net Expenditure 148 3 3 3

215 CUSTOMER & EXCHEQUER SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 NON-HRA RENT REBATES - HOMELESS Standstill Budget Budget Budget £k £k £k £k Expenditure Board & Lodging 100% banding 97 97 97 10% banding 0% banding 198 198 198 Short Term Lease 100% banding 29 2 2 2 0% banding 5 1 1 1 Total Benefits Allowed 34 298 298 298

Discretionary Housing Payment 105 59 59 59 Total Expenditure 139 357 357 357

Income Subsidy Grant 32 99 99 99

Total Net Expenditure 107 258 258 258

Service 2012/13 2013/14 2014/15 HRA RENT REBATES Standstill Budget Budget Budget £k £k £k £k Expenditure Benefits Allowed at the different bandings : 100% banding - regular payments 45731 48319 48319 48319 40% banding:Eligible overpayments (Fraud & Customer) 160 170 170 170 0% banding : - Technical Overpayments 15 16 16 16 - Recovered DWP Overpayments 0 0 0 0 LA Error - 100% Banding 38 35 35 35 Local Scheme 29 29 29 29

Total Rebates Allowed 45973 48569 48569 48569

Overpayment Recovery Overpayment Recovery by Clawback -519 -300 -300 -300 Overpayment Recovery by Invoice -237 -242 -242 -242 Bad Debt Provision Adjustment 32 129 129 129

Total Expenditure 45249 48156 48156 48156

Income Subsidy 45177 48138 48138 48138 LA Error Subsidy apportionments 78 85 85 85

Total Income 45255 48223 48223 48223

Total Net Expenditure -6 -67 -67 -67

Revised Grand Total - Benefit Payments -6 -6 2929 3129

216 CUSTOMER & EXCHEQUER SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 LIBRARY & INFORMATION CENTRES Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Library & Information Centres 8,549 8,515 8,455 8,448 Book Fund 543 543 543 543

9,092 9,058 8,998 8,991 INTERNAL SLA INCOME 443 445 445 445 Total Net Expenditure 8,649 8,613 8,553 8,546

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 6,170 6,231 6,187 6,196 Other paygroups 0 0 0 0 Other employee costs 49 49 49 49 Premises 137 137 137 137 Transport 250 252 252 232 Supplies & Services 1,050 1,005 1,005 1,005 Third party payments 0 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 1,176 1,134 1,118 1,122 Central Support Costs - Other 23 23 23 23 Capital Charges 759 759 759 759 Total Expenditure 9,614 9,590 9,530 9,523

INCOME Government Grants 0 0 0 0 Other Grants 91 91 91 91 Capital Grants 0 0 0 0 Internal Non SLA Income 123 181 181 181 External Income 308 260 260 260 Interest 0 0 0 0 Total Income 522 532 532 532 INTERNAL SLA INCOME 443 445 445 445 Total Net Expenditure 8,649 8,613 8,553 8,546

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 239.5 243.6 241.0 238.0 238.0 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Library & Information Centres 2,109 1,397 1,100

217 CUSTOMER & EXCHEQUER SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 TOWN HALLS & PUBLIC HALLS Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Town Halls 1,113 1,146 1,111 1,113 Public Halls & Community Centres 378 405 405 405

Total Net Expenditure 1,491 1,551 1,516 1,518

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 503 508 509 509 Other paygroups 0 0 0 0 Other employee costs 12 12 12 12 Premises 155 160 160 160 Transport 10 10 10 10 Supplies & Services 139 143 143 143 Third party payments 0 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 772 761 750 752 Central Support Costs - Other 0 0 0 0 Capital Charges 417 417 417 417 Total Expenditure 2,008 2,011 2,001 2,003

INCOME Government Grants 0 0 0 0 Other Grants 0 0 0 0 Capital Grants 47 47 47 47 Internal Non SLA Income 4 0 0 0 External Income 466 413 438 438 Interest 0 0 0 0 Total Income 517 460 485 485

Total Net Expenditure 1,491 1,551 1,516 1,518

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 11.6 14.6 14.6 14.6 14.6 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

Town Halls & Public Halls 100 0 0

218 CUSTOMER & EXCHEQUER SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 REGISTRATION SERVICE Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Registration Service 238 190 168 148

Total Net Expenditure 238 190 168 148

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 600 604 609 613 Other paygroups 0 0 0 0 Other employee costs 0 1 1 1 Premises 1 1 1 1 Transport 5 5 5 5 Supplies & Services 18 18 18 18 Third party payments 0 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 137 135 133 134 Central Support Costs - Other 3 3 3 3 Capital Charges 0 0 0 0 Total Expenditure 764 767 770 775

INCOME Government Grants 0 0 0 0 Other Grants 0 0 0 0 Capital Grants 0 0 0 0 Internal Non SLA Income 8 8 8 8 External Income 518 569 594 619 Interest 0 0 0 0 Total Income 526 577 602 627

Total Net Expenditure 238 190 168 148

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 17.9 18.3 18.3 18.3 18.3 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

None 0 0 0

219 CUSTOMER & EXCHEQUER SERVICE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 KIRKLEES DIRECT Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS NET EXPENDITURE Contact Centre 2,882 2,914 2,906 2,909 Internal Non SLA Income -275 -280 -280 -280 2,607 2,634 2,626 2,629 INTERNAL SLA INCOME 2,607 2,634 2,626 2,629 Total Net Expenditure 0 0 0 0

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 2,234 2,235 2,275 2,276 Other paygroups 0 0 0 0 Other employee costs 15 15 15 15 Premises 5 5 5 5 Transport 0 0 0 0 Supplies & Services 30 70 30 30 Third party payments 0 0 0 0 Transfer Payments 0 0 0 0 Central Support Costs - Simple SLAs 598 589 581 583 Central Support Costs - Other 0 0 0 0 Capital Charges 0 0 0 0 Total Expenditure 2,882 2,914 2,906 2,909

INCOME Government Grants 0 0 0 0 Other Grants 0 0 0 0 Capital Grants 0 0 0 0 Internal Non SLA Income 275 280 280 280 External Income 0 0 0 0 Interest 0 0 0 0 Total Income 275 280 280 280 INTERNAL SLA INCOME 2,607 2,634 2,626 2,629 Total Net Expenditure 0 0 0 0

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE Single status 86.1 88.1 88.1 88.1 88.1 Other

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

None 0 0 0

220 INNOVATION & EFFICIENCY PROGRAMME - REVENUE BUDGET

Target Planned Planned Planned Total Workstream 2011-12 2012/13 2013/14 2014/15 Savings £k £k £k £k £k

HR Business Re-organisation 5,673 3,850 3,759 32 13,314

Support Service Consolidation 4,097 -20 1,141 268 5,486

Procurement 3,337 1,663 1,500 0 6,500

Asset Strategy 33 467 1,300 0 1,800

IT Strategy 260 340 0 0 600

Total Net Expenditure 13,400 6,300 7,700 300 27,700

EMPLOYEES The budget provides for reductions in employees as follows 2012/13 2013/14 2014/15

FTE FTE FTE

Single status -99.9 -138.3 -9.0 Other 0.0 0.0 0.0

-99.9 -138.3 -9.0

221

Innovation and Efficiency Programme

Budget Strategy

The savings arising from the Innovation and Efficiency Programme are a result of the transformational projects that are presently underway across the council; this includes the restructuring of the Council and the subsequent senior management reviews, the consolidation of support services and the implementation of key strategies. Alongside this a review of our procurement processes and policies around specific areas of expenditure has also been undertaken.

The savings are therefore both as a direct result of a reduction in staff through efficiency savings as well as reductions through changing the model for delivering Support Services across the Council. To date the majority of the savings have been achieved through staff leaving via the voluntary early severance scheme although a number of reviews have now been completed. Further savings through staff reductions will be minimal until the on-going reviews are completed.

This has led to a revision of the timing for benefit realisation and therefore the revised budget tables. The key areas of slippage are around the reviews, particularly the Business Support Review, where the full benefits will not be possible until a third phase of the review is undertaken following the implementation of a new back office system. There have also been delays in the Support Service Consolidation this is due to a number of considerations, for example HR resources being required to support the high number of reviews required to meet the challenging MTFP targets alongside the work already being supported through the I & E Programme meaning savings in this area have been delayed.

The savings through Procurement are as a result of a number of changes, moving towards category management in a number of specific areas and ensuring we use corporate contracts where they exist. In other areas policy changes such as that around the use of Hospitality and external room hire has led to corporate savings. The next stage in the process is to look at re-negotiating contracts and ensuring where possible we make use of our corporate buying power though the amalgamation of contracts.

Corporate savings are also expected through the implementation of the IS/IT Strategy and the Asset Strategy through reduction in revenue costs of operating our IT infrastructure and reduction of our overall buildings portfolio leading to savings in revenue costs.

The Customer Strategy has no direct savings attached as any savings produced are to be re-invested in improving customer service.

The Programme is now looking to support the Powerhouse Project which will both enable existing benefits targets to be achieved, by providing the operating environment envisaged when determining the original level of benefits expected through the I & E Programme. There is also the expectation that further benefits may be achievable but this will be subject to the options agreed and finalisation of the business case. Any additional benefits from the Programme will not be achieved before 2013/14 and therefore will be incorporated in next year’s budget round.

222

OFFICE OF THE CHIEF EXECUTIVE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS GROSS EXPENDITURE 475 481 485 471 INTERNAL SLA INCOME 475 481 485 471 Net Expenditure 0 0 0 0

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 294 301 308 308 Other paygroups Other employee costs 5 5 5 5 Premises Transport 4 4 4 4 Supplies & Services 47 47 46 32 Third Party Payments Transfer Payments Central Support Costs - Simple SLAs 128 127 125 125 Central Support Costs - Other 3 3 3 3 Capital Charges Total Expenditure 481 487 491 477

INCOME Government Grants Other Grants Capital Grants Internal non SLA income 6 6 6 6 External Income Interest 6 6 6 6 INTERNAL SLA INCOME 475 481 485 471 Total Net Expenditure 0 0 0 0

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE

Single status 5.5 4.5 4.5 4.5 4.5

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

223

Summary Service Plan for the Office of the Chief Executive 2012/13

1. Purpose of service

The Office of the Chief Executive (OCE) provides the administrative base for the work of the Chief Executive, plus the work of the Directors and Assistant Directors.

2. Our achievements

Completed review of the senior management structures (Directors, Assistant Directors and Senior Managers) and introduced changes into our working practices

Made changes to the membership of the Director Group, including the appointment of David Smith, Director of Resources (Feb 2011) and Jacqui Gedman, Interim Director of Place (Sept 2011 onwards)

Secured agreement of a three party budget deal (Feb 2011) and provided advice to members to help deliver on items in the budget implementation plan. Continued to develop the budget process for 2012/13.

Introduced the Corporate Plan (Feb 2011) and continued to develop the new performance monitoring report to help to keep members, officers and partners informed of progress with work on improvement priorities and the attainment of key targets.

Continued to support the Leader of the Council and his Cabinet Members, plus the Leaders of all of the political groups, to implement their changes and priorities

Kept councillors and employees briefed and involved in the development of the work on the most significant of the change programmes. For example, work on the budgets, the innovation and efficiency programme and reviews, plus the HR and IR issues involved.

Reviewed the admin and secretarial support in the Office of the Chief Executive as part of the corporate Business and Secretarial Review exercises (Phases 1 and 2)

Continued to develop a strong profile for Kirklees at a local, regional and national level, and, in particular, further strengthen the Council’s relationships with local businesses and community groups

Continued to nurture effective partnership working to respond to key challenges

Development of the work of the Policy and Partnership Unit and alignment of its work with the Council’s objectives.

3. Our objectives

To continue to develop and deliver on the improvement priorities

To continue to develop the management and organisational structures of the Council.

4. Measuring our objectives

Progress will be monitored by the Chief Executive and Leader of the Council, the Cabinet, and by those Directors and Assistant Directors appointed as “lead officers” for each of the key tasks

Adrian Lythgo Chief Executive (2012-01 Service plan)

224 CHIEF EXECUTIVE'S POLICY & PARTNERSHIP UNIT - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS

Chief Executive's Policy & Partnership Unit 1,557 1,594 1,576 1,578 GIS 159 159 159 159 GROSS EXPENDITURE 1,716 1,753 1,735 1,737 INTERNAL SLA INCOME 1,716 1,753 1,735 1,737 Net Expenditure 0 0 0 0

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status 962 962 962 962 Other paygroups Other employee costs 4 4 4 4 Premises 5 5 5 5 Transport 4 4 4 4 Supplies & Services 338 382 371 371 Third Party Payments Transfer Payments Central Support Costs - Simple SLAs 493 486 479 481 Central Support Costs - Other 13 13 13 13 Capital Charges Total Expenditure 1,819 1,856 1,838 1,840

INCOME Government Grants Other Grants Capital Grants Internal non SLA income 19 19 19 19 External Income 84 84 84 84 Interest 103 103 103 103 INTERNAL SLA INCOME 1,716 1,753 1,735 1,737 Total Net Expenditure 0 0 0 0

EMPLOYEES The budget provides for employees as follows : 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE

Single status CEPPU 26.9 22.5 22.5 22.5 22.5

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

225

CHIEF EXECUTIVES POLICY AND PARTNERSHIP UNIT – SUMMARY SERVICE PLAN 2012/13

Purpose of the Service

The Chief Executives Policy and Partnership Unit (CEPPU) provides a coherent function taking us from understanding the needs, aspirations and expectations of our communities through to the development and implementation of strategies and organisational change across the council and the partnership. It brings together skills and capacity in relation to policy, partnership working and research and intelligence. Our work is undertaken ‘hand in glove’ with Directors and Assistant Directors, complementing service-based activity and providing corporate support and leadership.

Key achievements in the last year

The CEPPU was a new Unit formed in 2011/12, so we have worked hard to shape the Unit to deliver significant added value for Kirklees as a whole, for partner agencies and for individual directorates and services. We have more to do, but we have made considerable progress, joining up the expertise and skills across the component teams to deliver a much more integrated offer. Our customer satisfaction surveys are telling us that our research, intelligence, policy, partnership and analysis support has been useful, has resulted in better decision making and outcomes and is contributing positively to service development and improvement.

A key part of the Units work is to provide support and leadership to cross partnership service transformation, combining intelligence and analysis, policy expertise and partnership working to develop new approaches to delivering outcomes for communities, at lower cost. Key themes are: reducing demand for and costs of public services through better engagement and citizen involvement; ensuring earlier and more timely intervention to deal with issues before they escalate; and ensuring best use of public sector resources across the partnership by redesigning services and interventions around the citizen rather than traditional service or agency silos. During this period we have supported service transformation work across a breadth of areas, including:

Support and input to the Early Intervention Review, with officers from across the Unit providing support on policy development, consultation and project management. Supporting Wellbeing and Integration to progress a ‘place based budgeting’ approach across the health and social care system in relation to older people – this work will provide an evidence base to redesign the system and reinvest efficiencies, rebalancing investment away from intensive, acute provision into prevention, earlier intervention and care closer to home – resulting in better outcomes and improved lives for older people. Work with Duty and Assessment Team to project manage two service transformation themes – one focusing on new joint working approaches to tackling domestic violence towards children and child sexual exploitation which, the emerging evidence is suggesting, will make a fundamental difference to the lives of young people. Another focused on the relationship between Duty and Assessment and mental health workers to ensure better signposting, joint working and sharing of information to enable earlier intervention and coordinated support – again, leading to improved outcomes and reduced risk for vulnerable young people.

We have continued to provide a wide range of additional advice and support to services. Examples include: consultation on the future of children’s centres and family support services, support to the ‘Ageing Well’ programme, advice on the charging consultation for adult social care, policy and consultation support to social housing reform and support to the Governance and Democratic Services service review.

Our support to the international activities of the council continues to have real impact, despite the removal of the international liaison budget. The focus has been on supporting the council’s priority of ‘life chances for young people’. The promotion of international partnership opportunities for our schools and colleges, for example, has received positive recognition by OFSTED.

The national policy environment has been one of significant change and many new demands. Our proactive approach to policy scanning and analysis has minimised risk, by anticipating national policy and legislative requirements and their impact for delivering the overall vision, as well as impacts for individual services and directorates. We have continued also to be proactive in supporting councillors to develop Kirklees’ forward looking policy thinking, including specific work on the ‘cooperative council’ agenda, localism, educational policy, managing 226

the Corporate Priorities Budget to support service transformation and change, and coordinating the development of the ‘tackling poverty’ strategy.

We have continued to take an innovative approach to partnership working, ensuring that partnership arrangements lead to the achievement of the vision and the priority outcomes for Kirklees. The focus here, is on driving through a focused set of clear, tangible, partnership ‘issues’ which will make a real and demonstrable difference, rather than on the governance and administration of the partnership function per se. In addition to supporting the development of the shadow Health and Wellbeing Board, within the context of revised and focused partnership structures, we coordinated a successful ‘Picture of Kirklees’ event bringing a partnership focus to the ‘tackling poverty’ strategy.

We continue to provide corporate leadership to ensuring quality information, research and intelligence and ensuring that analyses support the vision and priorities, as well as underpinning key service activity, prioritisation, budget setting and service development. This includes information and intelligence about our communities, including council and partner data, social research and citizen-led intelligence; internal research to assist the councils organisational development, e.g. sharing and using findings from the employee survey and planning for our future needs; with strong analytical capacity so we have a clear and shared understanding of the ‘Picture of Kirklees’ and the key challenges faced by our communities.

Over this period this has included consolidating key intelligence through the Kirklees Intelligence Observatory and developing a joint programme to gather and use resident perception data in partnership with the NHS – including completing the ‘Your Place, Your Say’ residents survey and preparations for the ‘Current Living in Kirklees’ survey. We have also begun preparations for 2012 employee ‘pulse survey’. Our liaison with ONS ensured a high level of enumeration in the 2011 Census, and we have continued to improve the quality of the land and property gazetteer and the local street gazetteer. Work has continued to improve the quality and use of corporate geographic information. We have also continued to develop and embed the ‘Involving Communities Framework’ including the use of INVOLVE to coordinate and streamline community engagement activity.

CO2 reductions

Our CO2 impact is limited, given the nature of the functions of the Unit.

Key objectives for 2012/13

1. Further develop and roll out a programme of cross partnership service transformation and embed place- based budgeting / ‘Community Budget’ approaches as a key vehicle to delivering the vision and responding to the public sectors’ financial challenges. Support research-based transformation within council services and directorates.

2. Further develop partnership working arrangements, including the leadership of the Kirklees Partnership, supporting the work to develop the Health and Wellbeing Board and associated structures; and supporting focused, thematic partnership work in line with key priorities.

3. Continue to effectively horizon scan, anticipate and respond to new national policy and legislative requirement. Significantly progress key forward policy agendas for Kirklees, in particular the development of the ‘cooperative council’ agenda and a proactive Kirklees approach to localism and service transformation.

4. Continue to support effective regional working.

5. Continue to consolidate intelligence, research and consultation – including ensuring a greater focus on analysis/use to effectively support service delivery, transformation and organisational change.

6. Further develop the relationship with public health, including opportunities arising from the integration of the public health function, from both an intelligence and policy perspective

7. Provide ongoing professional advice and support to services across the council and partners.

227

CORPORATE GOVERNANCE - REVENUE BUDGET

Service 2012/13 2013/14 2014/15 Standstill Budget Budget Budget £k £k £k £k OBJECTIVE ANALYSIS

Corporate Governance 2,940 2,896 2,855 2,865 External Audit Fee -15 -15 -15 -15

GROSS EXPENDITURE 2,925 2,881 2,840 2,850 INTERNAL SLA INCOME 2,925 2,881 2,840 2,850 Net Expenditure 0 0 0 0

SUBJECTIVE ANALYSIS EXPENDITURE Employees Single Status Other paygroups Other employee costs Premises Transport Supplies & Services 530 530 530 530 Third Party Payments Transfer Payments Central Support Costs - Simple SLAs 2,792 2,752 2,711 2,720 Central Support Costs - Other 129 125 125 126 Capital Charges Total Expenditure 3,451 3,407 3,366 3,376

INCOME Government Grants Other Grants Capital Grants Internal non SLA income 526 526 526 526 External Income Interest 526 526 526 526 INTERNAL SLA INCOME 2,925 2,881 2,840 2,850 Total Net Expenditure 0 0 0 0

EMPLOYEES The budget provides for no employees: 2011/12 2011/12 2012/13 2013/14 2014/15 Original Restated FTE FTE FTE FTE FTE

Single status 0.0 0.0 0.0 0.0 0.0

CAPITAL The major elements of the capital programme are : 2012/13 2013/14 2014/15 £k £k £k

228

Service plan for Corporate Governance Budget for 2012/13

1. Purpose of activity

Corporate governance represents the cost of the Council’s corporate management activities which cannot be charged to the Corporate & Democratic Core (CDC) budget. Unlike the CDC budget, the cost of corporate governance is fully recharged to all services.

Under CIPFA’s Best Value Accounting Code of Practice, the definition of Corporate Management has been restricted to a number of very specific activities (see CDC budget for details), and, as a result, many services are unable to recover the cost of undertaking work of a corporate nature. The Corporate Governance budget is designed to acknowledge the corporate aspect of these activities by enabling services to recover their costs, and the total amount is then re-distributed to all services on an equitable basis.

The budget includes the gross cost of the Authority’s External Audit Fee, part of which is charged to Corporate Management and part to individual services.

2. Our achievements

More robust challenge and budget monitoring has helped to review the costs and items which have been charged to this corporate budget in recent years and to reduce net spending.

3. Our objectives

To continue to develop the use of the budget and associated monitoring arrangements

4. Measuring our objectives

The costs and risks associated with those items and/or programmes of work which are charged to the corporate governance budget are managed by the Chief Executive and/or his designated senior managers.

Monitoring and progress reports are presented to the Office of the Chief Executive on a regular basis.

Adrian Lythgo Chief Executive Service plan for corporate governance – Jan 2012.

229 Including estimated precepts from the West Yorkshire Fire & Police Authorities and Parish Councils (f)

KIRKLEES METROPOLITAN COUNCIL

COUNCIL MEETING - 22 FEBRUARY 2012

COUNCIL TAX

Motion to be presented by Cllr Mehboob Khan and Cllr David Sheard

1. That the Revenue Budget for the year 2012-2013, as submitted, be approved.

2. That it be noted that at its meeting on 18 January 2012 the Council calculated the following amounts for the year 2012-2013 in accordance with regulations made under Section 31B of the Local Government Finance Act 1992, as amended (the “Act”):-

(a) £128,336.40 being the amount calculated by the Council, in accordance with regulation 3 of the Local Authorities (Calculation of Council Tax Base) Regulations 1992, as its council tax base for the year

(b) Part of the Council's area

Parish of Denby Dale £5,804.43 Parish of Holme Valley £10,008.15 Parish of Kirkburton £9,044.25 Parish of Meltham £2,843.13 Parish of Mirfield £6,863.00 Kirklees (outside the Parish of Holme £118,328.25 Valley) special expense area

being the amounts calculated by the Council, in accordance with regulation 6 of the Regulations, as the amounts of its council tax base for the year for dwellings in those parts of its area to which one or more special items relate.

3. Calculate that the Council Tax Requirement for the Council’s own purposes for 2012/13 (excluding parish precepts) is £156,384,000.

4. That the following amounts be now calculated by the Council for the year 2012- 2013 in accordance with Sections 31 to 36 of the Act:-

(a) £ 1,080,387,089 being the aggregate of the amounts which the Council estimates for the items set out in Section 31A(2) of the Act taking into account all precepts issued to it by Parish Councils.

(b) £ 923,542,000 being the aggregate of the amounts which

1 Including estimated precepts from the West Yorkshire Fire & Police Authorities and Parish Councils the Council estimates for the items set out in Section 31A(3) of the Act

(c) £ 156,845,089 being the amount by which the aggregate at 4(a) exceeds the aggregate at 4(b) above, calculated by the Council, in accordance with Section 31A(4) of the Act, as its Council Tax requirement for the year. (Item R in the formula in Section 31B of the Act)

(d) £ 1,222.1403 being the amount at 4(c) above (Item R), all divided by Item T (1(a) above), calculated by the Council, in accordance with Section 31B of the Act, as the basic amount of its Council Tax for the year (including Parish precepts).

(e) £ 472,873 being the aggregate amount of all special items (Parish precepts) referred to in Section 34(1) of the Act.

(f) £ 1,218.4557 being the amount at 4(d) above, less the result given by dividing the amount at 4(e) above by Item T (1(a) above), calculated by the Council, in accordance with Section 34(2) of the Act, as the basic amount of its council tax for the year for dwellings in those parts of its area to which no Parish precept relates. (g) Base Special Parish Resultant Part of the Council's area Council Expenses Precept Council Tax £ £ £ Tax £ Parish of Denby Dale 1218.46 0.09 19.55 1238.10 Parish of Holme Valley 1218.46 0.00 12.69 1231.15 Parish of Kirkburton 1218.46 0.09 13.49 1232.04 Parish of Meltham 1218.46 0.09 16.18 1234.73 Parish of Mirfield 1218.46 0.09 7.66 1226.21 Kirklees (outside special 1218.46 0.09 0.00 1218.55 expense area)

being the amounts to be added to the amount at 4(g) (and the resultant council tax amounts), as the amounts of the special item or items relating to dwellings in those parts of the Council's area mentioned above divided in each case by the amount at 2(b), calculated by the Council, in accordance with Section 34(3) of

2 Including estimated precepts from the West Yorkshire Fire & Police Authorities and Parish Councils the Act, as the basic amounts of its council tax for the year for dwellings in those parts of its area to which one or more special items relate.

(h) Kirklees Valuation Bands

Part of the A B C D E F G H Council's Area £ £ £ £ £ £ £ £

Denby Dale 825.40 962.97 1,100.53 1,238.10 1,513.24 1,788.36 2,063.50 2,476.20 Holme Valley 820.76 957.56 1,094.35 1,231.15 1,504.73 1,778.32 2,051.91 2,462.29 Kirkburton 821.36 958.25 1,095.14 1,232.04 1,505.83 1,779.60 2,053.39 2,464.08 Meltham 823.16 960.34 1,097.53 1,234.73 1,509.11 1,783.49 2,057.88 2,469.46 Mirfield 817.48 953.72 1,089.96 1,226.21 1,498.71 1,771.19 2,043.68 2,452.43 All other parts 812.37 947.76 1,083.16 1,218.55 1,489.34 1,760.13 2,030.92 2,437.11

Being the amounts given by multiplying the amounts at 4(g) by the number which, in the proportion set out in Section 5(1) of the Act, is applicable to dwellings listed in a particular valuation band divided by the number which in that proportion is applicable to dwellings listed in valuation Band D, calculated by the Council, in accordance with Section 36(1) of the Act, as the amounts to be taken into account for the year in respect of categories of dwellings listed in different valuation bands.

5. That it be noted that for the year 2012-2013 the major precepting authorities have stated the following amounts in precepts issued to the Council, in accordance with Section 40 of the Local Government Finance Act 1992, for each of the categories of dwellings in the Council’s area as shown below:-

A B C D E F G H £ £ £ £ £ £ £ £ West Yorkshire Fire & Civil Defence Authority 34.94 40.76 46.59 52.41 64.06 75.70 87.35 104.82

West Yorkshire Police Authority 87.00 101.50 116.00 130.50 159.50 188.50 217.50 261.00

6. That, having calculated the aggregate in each case of the amounts at 4(g) and 5, the Council, in accordance with Sections 30(2) of the Local Government Finance Act 1992, hereby sets the following amounts as the amounts of council tax for the year 2012-2013 for each of the categories of dwelling shown below:-

3 Including estimated precepts from the West Yorkshire Fire & Police Authorities and Parish Councils

Valuation Bands

Part of the Council's area A B C D E F G H £ £ £ £ £ £ £ £ Denby Dale 947.34 1,105.23 1,263.12 1,421.01 1,736.80 2,052.56 2,368.35 2,842.02 Holme Valley 942.70 1,099.82 1,256.94 1,414.06 1,728.29 2,042.52 2,356.76 2,828.11 Kirkburton 943.30 1,100.51 1,257.73 1,414.95 1,729.39 2,043.80 2,358.24 2,829.90 Meltham 945.10 1,102.60 1,260.12 1,417.64 1,732.67 2,047.69 2,362.73 2,835.28 Mirfield 939.42 1,095.98 1,252.55 1,409.12 1,722.27 2,035.39 2,348.53 2,818.25 All other parts 934.31 1,090.03 1,245.75 1,401.47 1,712.91 2,024.34 2,335.78 2,802.94

7. Determine whether the Council’s basic amount of Council Tax for 2012/13 is excessive in accordance with principles approved under Section 52ZB Local Government Finance Act 1992.

8. That notice of the amounts set by the Council in accordance with Section 30 of the Local Government Finance Act 1992 be published in at least one newspaper circulating in the Council's area, in accordance with Section 38(2) of the Act.

Motion to be presented by Cllr Mehboob Khan and Cllr David Sheard

4 Calculation of Council Tax for 2012-2013 Appendix 1

2011-12 Budget 2012-13 Budget % £ £ £ £ change

Front Line Budgets 340,076,000 333,494,000 Plus Contingencies 3,631,000 17,323,000 Total front line budgets 343,707,000 350,817,000

Adjustment for contribution to (+)/use of (-) balances 1,002,000 -10,251,000 Total Expenditure 344,709,000 340,566,000

Less : Formula Grant 159,204,000 146,206,000 Less: Council Tax Freeze Grant 3,872,000 7,797,000 Less: Other Unringfenced Specific Grants 26,146,000 30,179,000 189,222,000 184,182,000

Kirklees Demand on Collection Fund 155,487,000 156,384,000

Less : Special Expenses 7,538 11,784 Balance to be raised by Council Tax (excludes special expenses) 155,479,462 156,372,216

Product of £1 Council Tax on Band D Properties £127,600.03 £128,336.40

Kirklees Council Tax on Band D Properties (Holme Valley) £1,218.49 1,218.46

Special Expenses * Incurred Outside Holme Valley 0.06 0.09

Kirklees Council Tax on Band D Properties (excluding Holme Valley) 1218.55 1218.55 0.00%

Precept Figures

West Yorkshire FCDA £6,687,435 52.41 £6,726,541 52.41 0.00% West Yorkshire Police £16,652,136 130.50 £16,748,491 130.50 0.00%

£1,401.47 £1,401.47 0.00%

Parish Precepts £452,015 £3.54 £461,089 £3.59 1.42%

Council tax at Band D £1,405.01 £1,405.06

Council Tax by Council Tax Band

2011-12 2012-13 Annual increase Weekly Increase Band A £934.31 £934.31 0.00 0.00 Band B £1,090.03 £1,090.03 0.00 0.00 Band C £1,245.75 £1,245.75 0.00 0.00 Band D £1,401.47 £1,401.47 0.00 0.00 Band E £1,712.91 £1,712.91 0.00 0.00 Band F £2,024.34 £2,024.34 0.00 0.00 Band G £2,335.78 £2,335.78 0.00 0.00 Band H £2,802.94 £2,802.94 0.00 0.00

* Special expenses relate to expenditure incurred in respect of publicseats on or adjoining highways, War Memorials and Public Clocks outside the area of the Holme Valley Parish Council. This Parish Council provides such items within its area. Appendix 2 SUMMARY OF BUDGET PAGES - REVENUE BUDGET 2012-13 2013-14 2014-15 Service Recommended Recommended Recommended Standstill budget budget budget £k £k £k £k

Children & Young People's Service Learning 13,340 13,004 11,977 11,977 Family Support & Child Protection 63,599 63,774 61,776 61,149 Commissioning & Safeguarding Assurance 11,615 11,785 11,662 11,676 School Budgets 30,743 30,727 30,727 30,727 Schools for the Future 590 590 590 590

Total Children & Young Peoples Service 119,887 119,880 116,732 116,119

Well-Being & Communities Well-Being & Integration Older People 48,388 48,855 45,908 42,007 Physical Disabilities 8,685 9,575 9,624 9,558 Learning Disabilities 28,857 28,836 29,559 30,369 Mental Health 6,673 6,464 6,844 7,095 92,603 93,730 91,935 89,029

Personalisation & Commissioning 16,624 15,221 13,408 13,961

Communities & Leisure Anti Social Behaviour 250 201 201 201 Community Safety 518 470 429 429 Creative Economy & Community Sector Support 1,616 1,565 1,505 1,506 Engagement & Cohesion 995 1,001 884 884 Museums & Galleries 2,383 2,268 2,003 2,004 Sport & Physical Activity 6,147 6,019 5,574 5,459 Business Support 2,214 1,928 2,162 2,170 14,123 13,452 12,758 12,653

Total Well Being & Communities 123,350 122,403 118,101 115,643

Place Streetscene & Housing Streetscene Environmental 2,666 2,605 2,586 2,591 Streetscene Highways 16,304 15,481 15,025 15,053 Highways Construction -347 -362 -370 -369 Seasonal Weather 1,878 1,877 1,877 1,877 Streetscene Waste Services 23,775 22,979 22,560 22,749 Transport -1,086 -1,117 -1,123 -1,122 Security Transport 0 0 0 0 Bereavement Services -336 -430 -545 -545 Emergency Planning 240 212 211 211 Corporate Health & Safety 0 0 0 0 Parks & Open Spaces 6,878 6,548 6,450 6,454

Housing General Fund 6,469 6,237 6,020 6,033 56,441 54,030 52,691 52,932

Strategic Investment & Regeneration Transportation Strategy 11,859 11,476 11,427 11,488 Parking -1,013 -115 -404 -266 Environment Unit 2,970 2,919 2,868 2,868 CWI 232 191 169 169 Countryside Service 70 63 57 57 Development Control 852 1,002 862 796 Policy & Heritage 2,245 1,978 1,969 1,971 Housing Regeneration 275 202 150 150 Economic Development 4,636 4,641 4,624 4,492 Green Business Network 20 17 15 15 Regeneration Development Service 0 0 0 0 Markets 299 253 251 252 Building Control 291 148 89 90 Licensing Service -246 -283 -353 -353 Local Land Charges -18 17 0 1 Environmental Health 1,640 1,620 1,515 1,515 24,112 24,129 23,239 23,245

Building Services -200 -200 -200 -200

Housing Revenue Account 0 0 0 0

Total Place 80,353 77,959 75,730 75,977

Resources Corporate Priorities Budget 4,218 2,845 1,621 1,621

Legal & Governance Legal & Gov Support 0 0 0 0 Legal -541 -563 -574 -572 -541 -563 -574 -572

Elections 790 948 526 845 2012-13 2013-14 2014-15 Service Recommended Recommended Recommended Standstill budget budget budget £k £k £k £k Support Services Support Services - Trading -398 -389 -404 -445 Support services - support 0 0 0 0 -398 -389 -404 -445

Finance & Performance Corporate & Democratic Core (CDC) 8,589 8,489 8,387 8,410 Finance & Performance 0 0 0 0 8,589 8,489 8,387 8,410

Physical Resources & Procurement 0 2,694 2,305 2,319 Land Bank 0 0 0 0 Office Accomm & Assets support 0 0 0 0 Procurement 0 0 0 0 3,187 2,694 2,305 2,319

Customer & Exchequer Services Welfare & Exchequeur 8,665 8,194 7,592 7,342 Welfare & Exchequeur-support 0 0 0 0 Benefits Advice 764 719 719 719 Vol Organisations Contract 938 915 892 869 Benefit Payments -6 -6 2,929 3,129 Libraries & Information Centre 8,649 8,613 8,553 8,546 Libraries & Information Centre support 0 0 0 0 Town Halls & Public Halls 1,491 1,551 1,516 1,518 Registration Service 238 190 168 148 Kirklees Direct Contact Centre 0 0 0 0

20,739 20,176 22,369 22,271

Sub Total Resources 36,584 34,200 34,230 34,449

Innovation & Efficiency -798 -6,300 -14,000 -14,300

Chief Executive Chief Executive 0 0 0 0 Chief Executives Policy & Partnership Unit-support 0 0 0 0 Corporate Governance 0 0 0 0 Total Chief Executive 0 0 0 0

Total Resources 35,786 27,900 20,230 20,149

Other Services Asset Charges to Services -68,077 -68,077 -68,077 -68,077 Borrowing Costs 41,014 39,491 42,464 44,970 Contingencies 3,601 17,323 17,707 28,198 Non Distributed Costs -6,556 -6,594 -6,594 -6,594 Joint Committees 20,678 20,532 20,515 20,515

Total Other Services -9,340 2,675 6,015 19,012

TOTAL BUDGETS 350,036 350,817 336,808 346,900

Contribution from General Fund Balances -10,251 4,785 -8,906 340,566 341,593 337,994

Formula Grant -146,206 -144,761 -135,761 Unringfenced Grants -30,179 -30,465 -31,165 Council Tax Grant -7,797 -3,887 -3,887

Kirklees Demand on Collection Fund 156,384 162,480 167,181

Assumed Taxbase 128,336 128,830 129,324

Kirklees Council Tax £1,218.55 £1,218.55 £1,261.20 £1,292.73

Kirklees Council Tax 2011-12 = £1218.55 Increase in KMC Council Tax 0.0% 3.5% 2.5%

FORECAST BALANCES OVER MTFP £m

Actual Balances 1st April 2011 18.7 Adjust for: Planned Contributions 14.3 Rollover -13.6 Use of balances to support MTFP -14.4 Target Minimum Balances 5.0