STATEMENT OF ACCOUNTS 2019/20 (AUDITED) CONTENTS Narrative report………..………...…………………………………………..………………….……………………………….2 Auditors' report……………………………….…………………………………………………………..…………………………….15 Statement of responsibilities for the statement of accounts…………..………...………………………………………………….18 Core financial statements: Balance sheet …………..………………………...…………..……………………………………………………19 Comprehensive income and expenditure statement………………………………….……………………………………..20 Movement in reserves statement …………………………………………………………………………………….………………………………21 Cash flow statement………………………………………………………………..………………………………22 Notes to the core financial statements………………………………..………………………………………………………………………23 Supplementary financial statements and explanatory notes: Housing revenue account…………………………………………….…………………………………………………..106 Collection fund……………………………………………………...………………………………………………..118 Pension fund accounts……………………………...………………………………………………………………………………..120 Glossary of terms………………………………..……………………………………………………………………15……………8 Abbreviations……………………………………..………………………………………………………………… 17…………..7 Index…………………………………………………...………………………………………………………………178 ………….. Copies of this and previous years’ accounts are available for viewing, along with other information on the Council’s services, on our website at www.eastriding.gov.uk or from East Riding of Yorkshire Council, County Hall, Beverley, East Riding of Yorkshire, HU17 9BA. East Riding of Yorkshire Council 1 Statement of Accounts 2019/20 NARRATIVE REPORT 1. ABOUT THE COUNCIL The East Riding is one of the largest local authority areas in the country, and is predominately rural, covering over 930 square miles with a population of approximately 341,000 people. With many residents enjoying a good quality of life, benefiting from strong and supportive communities, low unemployment, low crime, good educational attainment and life expectancy. It is ranked amongst the least socially deprived areas in England but it also faces significant challenges, some of which include; Pockets of deprivation in places such as Bridlington, Goole and south-east Holderness. Around half of the population live in rural areas and sometimes isolated communities, which can provide additional challenges, such as increased costs in service delivery, rural transport and access to services. An ageing and growing population of older people and the rising costs of commissioning care from private providers. A 48 kilometre coastline of soft glacial till (clay, pebbles and sand), particularly vulnerable to coastal erosion. The coastline is eroding at an average rate of 1.5-2.5 metres per year, with some locations which are not defended experiencing individual cliff losses of 20 metres or more. The area’s propensity to both flooding and coastal erosion due to our complex geography, combined with increasing impacts of extreme weather events, poses a substantial risk to the local infrastructure and the economy. With around half of the population living in areas at risk of flooding. There will be as yet unquantified impacts on, and opportunities for, local government and its public sector partners from the ‘Brexit’ process as this progresses. Likewise there are likely to be impacts on and opportunities for our communities and local businesses and the Council will endeavour to respond positively to such challenges, working closely with its partners across a range of sectors. There may also be changes to ongoing Government programmes and legislation which have a direct impact on the Council and its partners, such as in relation to the UK Prosperity Fund. The Covid-19 pandemic has had a significant impact on the way in which we live and work. To address the challenges brought about by the pandemic, the Council has worked with partners to develop its emergency response, working very hard to maintain essential services, prioritising resources where they are needed most whilst dealing with the impacts of Covid-19 on residents, businesses and its own workforce. Within the narrative report, the financial outlook and risks facing the Council as a result of the Covid-19 pandemic are reported. The Council’s Business Plan sets out the Council’s vision and priorities for addressing some of these key challenges, together with progress made in the previous year and supports the wider ambitions set out in the Community Plan for the area. The five year plan 2020-25 also contains important headline information on how the Council will use our resources effectively to achieve our priorities through sound financial planning. OUR VISION Your East Riding... where everyone matters OUR VALUES Quality: We work together to provide the best possible services Pride: We are proud of what we do and we positively embrace change Respect: We treat people fairly and are open, honest and lead by example OUR PRIORITIES Growing the economy – Working with others to support sustainable economic growth and strong communities, ensuring the East Riding is a great place to invest in, live, work and visit Valuing the environment – Responding to climate change, developing our infrastructure and safeguarding our heritage Promoting healthy lifestyles – Helping people to stay healthy, strong and fit for the future East Riding of Yorkshire Council 2 Statement of Accounts 2019/20 NARRATIVE REPORT Protecting the vulnerable – Supporting in times of need, protecting from harm and improving the quality of life Helping children and young people achieve – Supporting and inspiring children to raise their aspirations and reach their potential COMMUNITY PLAN The Council is working together with public sector and voluntary sector partners through the East Riding Place Partnership to deliver the ambitions set out in the Community Plan and the East Riding Health, Care and Wellbeing Plan. These plans for the area builds on previous community plans, and reflects the continued changes and challenges affecting the East Riding. Partner organisations were closely involved in its development to ensure that it recognises the issues faced by both residents and partner organisations operating in the area. The Plan provides a sense of ‘place’, describing, for example, the key geographical and socio-economic aspects of the East Riding and aligning itself to key documents including the East Riding Local Plan. The Community Plan set out a range of agreed priorities: Children and young people are happy, healthy, confident, safe and resilient, to reach their full potential Older people enjoy a healthy, independent lifestyle Communities are healthy, thriving, prosperous and safe Regeneration transforms deprived areas and reduces health and other inequalities The built and natural environment is protected through sustainable development and economic growth. The Community Plan also includes the partners’ commitment to a shared direction of travel around how they will work together to transform their organisations (through, for example, use of technology, joint use of assets and more efficient working practices), in order to collectively respond to the financial and demographic challenges. Details of the key actions the Council planned to take to deliver the corporate priorities can be found in the Council’s Business Plan at www.eastriding.gov.uk. East Riding of Yorkshire Council 3 Statement of Accounts 2019/20 NARRATIVE REPORT 2. OPERATIONAL PERFORMANCE It is a priority for the Council to ensure that performance is monitored and managed effectively. To make sure that Elected Members and officers are able to make informed decisions that will drive service improvement, a new corporate performance framework was developed during 2018/19 which provides greater flexibility to adapt to emerging priorities and has an even greater focus on outcomes. East Riding of Yorkshire Council 4 Statement of Accounts 2019/20 NARRATIVE REPORT The resulting outcome based framework measures activities identified in the Council’s key corporate strategies, so providing an assessment of the impact that the Council is making. It is intended that all strategically important activity across the organisation will be captured and aligned with the Council’s new vision and priorities. The key corporate strategies are: Asset Management and Capital Investment Strategy 2016-2046 Strategy and Vision for Adults Social Care and Support in the East Riding of Yorkshire 2019-2022. Children and Young People’s Strategic Plan 2017-2020 Economic Development Strategy 2018-2022 Joint Health and Wellbeing Strategy 2019-2022 East Riding Local Plan 2012-2029 Each strategy is broken down to its strategic aims and within each strategic aim segment are outcome measures which drive the results of each tier of performance (these are being developed for the new Adults Social Care Strategy). Current performance measures and monitoring processes ensure that progress in this area is effectively managed. The framework is represented by a performance ‘wheel’ which provides a graphical visualisation of hierarchical data underpinning the corporate strategies, showing performance and status through colour, using a ‘Red/Amber/Green’ (RAG) performance rating scheme. Performance, as measured at the end of Quarter 4 2019/20, shows that, overall all of the key strategies for which performance measures have been agreed are performing above or within their set tolerance targets (shown as ‘Green’ in the inner circle of segments below). At the end of Quarter 4, there were 54 measures which were achieving or exceeding their milestone target, 14 measures that were within their agreed tolerance and 14 measures