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Basildon Council Services Was £278.91 (No Increase on the Charge for 2019/20)

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Basildon Council Services Was £278.91 (No Increase on the Charge for 2019/20) N 2020-2021 CONTENTS Page Introduction from the Chief Executive 1 Strategic Report 2 Guide to the Financial Statements 40 Statement of Responsibilities 42 Auditors' Report 43 Statement of Accounts 44 Financial Statements and Notes Index 44 Core Financial Statements 47 Notes to the Core Statements 51 Housing Revenue Account 88 Collection Fund Account 93 Accounting Policies 96 Annual Governance Statement 108 Terminology and Definitions 109 Introduction from the Chief Executive It gives me great pleasure to introduce the Annual Financial Report for 2020/21. I am passionate about our borough and all that it has to offer. Hedgerows and fields, new town architecture and historic towns, close knit communities, thriving local businesses and the potential for significant economic growth, makes for a place that looks and feels like no other. It is this multifaceted identity that creates great opportunity and great challenges. The COVID-19 pandemic has created a new set of challenges for the council and its residents and businesses but the response of individuals, voluntary groups and businesses has demonstrated to me their resilience and flexibility and I am confident that the borough can recover from this shock and emerge stronger and more confident. The Corporate Plan 2020/2022 sets out the council’s vision for the borough and how it intends to help its residents, businesses and service users. The council is committed to improving the lives of all residents across the borough’s five towns. This will be achieved by creating opportunity and prosperity for local people and businesses. To deliver this vision, the council has made three promises. Basildon Borough will be: A place for everyone to call home A place where everyone prospers A place to be proud of. This report and the statement of accounts that it accompanies demonstrates how the resources have been used to begin to deliver the outcomes promised in our corporate plan. During the year, in addition to managing the impact of the pandemic, the council has; • Invested in new homes • Secured significant funding to help those who are homeless • Won the best park in the East of England Fields in Trust for Lake Meadows park in Billericay • Purchased a site for 48 affordable homes • Continued to invest in the council’s subsidiary companies Sempra Homes Ltd and Acorn House Developments (Basildon) Ltd, for the continued development of new housing • Issued £50,000 of grants to support mental health services across the borough • Organised the ‘Keep the lights on’ campaign which raised more than £35,000 for assisting bar and restaurant staff who lost overtime and tips while premises were not open • Developed plans for a new pool at Pitsea which have been approved • Seen the completion of the new Centre for Digital Technologies college • Managed the cinema development to ensure that it is on track to complete later this year and open early 2022 The council continues to work with our partners, other local authorities, health services, the police, our schools and colleges, and community and voluntary organisations pooling resources, acting together, influencing what others do, supporting one another – so that the best possible outcomes can be achieved for our residents. There is no doubt that the impact of COVID-19 on the council’s finances is likely to be long-lasting. It is clear the return to pre-pandemic levels of activity is likely to take many months (or years), even when lockdown is fully lifted. The council’s cash-backed reserves were an essential tool to help the council to meet the immediate costs of the pandemic and we are well placed to manage financially. It will be difficult to balance financial recovery with meeting the costs of delivering on our vision for the borough, but it is a challenge that we will not shy away from. Scott Logan Chief Executive 1 Strategic Report Review of 2020/21 Impact of COVID-19 The financial year of 2020/21 was undoubtedly dominated by the global COVID-19 pandemic, which had far- reaching impacts on services provided by the council. During the year, a number of lockdowns and other restrictions were required by the government to curb the spread of the virus, to alleviate pressure on the National Health Service and to protect vulnerable residents. While this did cause many difficulties, the council’s ambitions for regeneration and economic development continued during the year. The council responded proactively to guidance issued in respect of restrictions due to the pandemic. It has been alert to the local circumstances of the borough when mobilising central Government interventions, and has enabled prompt access for all businesses and households to any financial support that they are entitled to. The council reached out to worried residents about coronavirus, initially signposting them to the council’s COVID-19 web page www.basildon.gov.uk/coronavirus where they could find a range of information and advice. The council went further and invited those needing more specific answers to contact a new community hub by dedicated email or they could phone our dedicated call handling teams. Business advice was centralised into a business hub. This support resulted in the following activity: • 15,722 COVID-19 related calls • 8,625 emails • 18,791 befriending calls • 955 prescriptions collected and delivered • 132 hearing aid batteries delivered • 1,799 referrals to other services, both internal and to our community partners including food banks, volunteers, befriending, repairs and welfare checks In addition to the above, the Sheltered Housing team made just under 1,200 weekly and just under 500 fortnightly welfare calls to sheltered housing residents. As part of the ‘Everybody In’ campaign, 33 rough sleepers were provided with safe and secure accommodation. Key Performance Statistics 2020/21 Number of cases for which homelessness was prevented 162 Some of the council’s leisure staff were redeployed to support the delivery of testing and vaccine centres as well as supporting the opening of the town centre during the summer of 2020 to ensure that government guidance was being observed. Business was supported mainly by the distribution of specific government grants. In total, the council administered £50.5 million of business support during the year, which was paid out to some 7,000 businesses within the borough. The council continues to be proactive in contacting businesses that need help to apply for grants. The council itself mobilised its office workforce at short notice to a remote working from home model, using secure and reliable technology provided by its IT team and infrastructure provider. The council continues to perform essential services including waste collections at the usual frequency for residents. The council has been considered in how it has managed its resources to ensure priority service provision and new initiatives are funded during a time of uncertainty for our community and undeniable risk to health and life that the pandemic threatened. The management team and councillors remain alert to evidence of hardship and continue to monitor and intervene on behalf of the most vulnerable in the community. 2 Strategic Report During the year, the council was unable to operate in many of its usual facilities. A number of the local community centres and other spaces remained closed for the majority of the year. The Towngate Theatre has not traded for the entire year, although some shows have been made available on a virtual platform. These assets have been put to good use though, including the theatre, the George Hurd Centre and a car park, which is leased by the council, being made available as testing facilities and as centres for the roll out of the vaccination programme. While this repurposing demonstrates the council’s role as community leader and partner to local health services, it has undoubtedly impacted on the finances for the year, both by loss of regular income and due to additional expenditure incurred. The council’s own recovery plan, such as its subsidiary companies restarting construction works for new housing, and the borough’s own economic recovery relies on a phased re-opening of local businesses and transportation links. In the year ahead the council will continue to exhibit leadership and map out local economic recovery and assisting to build resilience. The impact of the pandemic can obviously not be accurately assessed and is dependent on many factors outside the control of the council. In this context the relevant service budgets for 2021/22 have been based on the delivery of normal operations, although it is unlikely that normal operations will resume fully for a considerable period to come. The financial pressures arising from this situation will be managed within the grants provided by government and other contingencies. Should these prove not to be sufficient it may be necessary to reprioritise the use of resources during the year. Central Government has also stated it will keep the level of local authority support under review. The financial impact of COVID-19 is inevitably going to be long-lasting, in the meantime, the council is carefully managing its resources and availability of reserve amounts. Shared Services The council continues to work with neighbouring authorities to explore opportunities for the sharing of services. The council has completed its full fourth year of operating as a Shared Service Revenue and Benefits function with its partner authority, Brentwood Borough Council. There is an ongoing ambition to add further partners to grow this mature service offer. Last year, the enforcement function for external collection of unpaid debts, traditionally delivered for the council by the private sector, was delegated to the London Borough of Newham which operated within the shared services umbrella of ‘OneSource’, although due to the pandemic, activity in this area was very limited during 2020/21.
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