BOROUGH OF POOLE
BUDGET
2016/2017
Civic Centre Poole Dorset BH15 2RU (01202) 633394
BUDGET 2016/2017
CONTENTS
Council Tax Requirements and Budget Summary
Explanatory Notes (Including note on Financial Regulations)
Revenue Budget per Theme People - Children People - Adult Social Services People - Other Places Business Improvement
Housing Revenue Account
Subjective Analysis & Budget Summary in the Service Reporting Accounting Format
Medium Term Financial Plan Report
The report contains the following appendices
Appendix 1 Timetable and Budget summaries including savings
Appendix 2 Reserves Strategy 2016 to 2019
Appendix 3 Capital Programme 2016 to 2022
Appendix 4 Treasury Management Strategy
Appendix 5 Equalities Impact Assessment (EQIA)
Appendix 6 Comments on the December MTFP Update report from Council Efficiency and Effectiveness Overview and Scrutiny Committee
Glossary of Terms
BUDGET 2016/2017
COUNCIL TAX
REQUIREMENTS
AND
GENERAL FUND
BUDGET SUMMARY
Borough Council Tax Requirements
BUDGET BUDGET 2015/16 2016/17 £'000's £'000's
66,296 Council Tax Requirement Precept - Poole Borough Council 69,703
COUNCIL TAX INFORMATION 66,296 Precept - Poole Borough Council 69,703 10,255 Precept - Dorset Police and Crime Commissioner 10,573 3,719 Precept - Dorset and Wiltshire Fire and Rescue Authority 3,835
80,270 TOTAL PRECEPTS 84,111
54,808 Council Tax Base 55,415
£1,209.60 Poole's Council Tax (Band D) £1,257.84 £187.11 Dorset Police and Crime Commissioner (Band D) £190.80 £67.86 Dorset and Wiltshire Fire and Rescue Authority (Band D) £69.21
£1,464.57 Total Council Tax (Band D) £1,517.85
2015/16 Valuation Band 2016/17 £ £976.38 0 to 40,000 A £1,011.90 £1,139.11 40,001 to 52,000 B £1,180.55 £1,301.84 52,001 to 68,000 C £1,349.20 £1,464.57 68,001 to 88,000 D £1,517.85 £1,790.03 88,001 to 120,000 E £1,855.15 £2,115.49 120,001 to 160,000 F £2,192.45 £2,440.95 160,001 to 320,000 G £2,529.75 £2,929.14 320,001 and above H £3,035.70 GENERAL FUND BUDGET SUMMARY 2016/2017
Net Gross Gross Net Budget Expenditure Income Budget 2015/16 2016/17 2016/17 2016/17 £000's £000's £000's £000's
Theme Areas People - Children's Services 28,227 88,608 (58,255) 30,353
People - Adult Social Care 40,225 56,850 (16,077) 40,773
People - Other 8,862 23,781 (14,841) 8,940
Places 28,595 55,424 (27,081) 28,343
Business Improvement 6,184 71,298 (66,419) 4,879
Pensions 2,452 2,332 0 2,332
Non distributed costs - Surplus property costs 190 207 0 207
Efficiency Review Programme savings to be scheduled (104) (204) 0 (204)
Courts and Fisheries 260 254 0 254
Temporary expenditure 50 0 0 0
Cost of theme controlled services 114,941 298,550 (182,673) 115,877
Corporate Income and Expenditure Environment Agency 193 196 0 196 Interest on cash investments (304) 0 (249) (249) Investment Income (1,476) 351 (1,722) (1,371)
Net Operating Expenditure 113,354 299,097 (184,644) 114,453
Other financial items impacting on the general fund Notional depreciation charges included within cost of services (11,980) (13,472) (13,472) Contingency 0 0 0 0 Revenue contribution to capital - general 0 993 0 993 Revenue contribution to capital - ICT investment plan 165 165 0 165 Provision for repayment (MRP) 1,437 1,380 0 1,380 Provision for repayment of prudential borrowing 1,441 1,167 0 1,167
(8,937) 3,705 (13,472) (9,767)
Other funding before Council Tax Requirement Local Services Support Grant (15) 0 0 New Homes Bonus Grant (2,590) (3,184) (3,184) Council tax freeze grant (738) 0 0 Collection Fund Surplus Distribution (council tax) (807) (590) (590) Income from Business Rates (29,004) (29,530) (29,530) Tariff to Government 14,528 14,649 14,649 Grant - compensation for national business rate initiatives (net) (1,310) (998) (998) Collection Fund deficit distribution (business rates) 257 0 0 Revenue support grant (from Government) (14,840) (9,942) (9,942) Transitional Grant 0 (872) (872) (Use) of Earmarked Reserve (3,602) (4,516) (4,516)
(38,121) 14,649 (49,632) (34,983)
Total Council Tax Requirement 66,296 317,451 (247,748) 69,703
Note: debits to financial reserves are treated as expenditure, credits as income
BUDGET 2016/2017
EXPLANATORY
NOTES
(INCLUDING REFERENCE TO
FINANCIAL REGULATIONS AND
CONSTITUTION)
BUDGET 2016/2017
EXPLANATORY NOTES
The Budget is presented in accordance with the theme structure adopted for the Cabinet of the Council.
Within each theme the budgets are shown by statements of service.
These statements of service have been structured in accordance with the reporting standards required by the Service Reporting Code of Practice (SeRCOP).
The main items included in each standard (subjective) heading within the revenue cost plan section of the statements of services are as follows: -
Employees
Salaries, wages, national insurance and superannuation for all employees whether permanent or temporary, training Members’ Allowances
Premises Related Expenses
Repairs and maintenance of buildings, fixed plant and grounds Rents, Rates, and Water services Energy costs Cleaning and Domestic Supplies Apportionment of expenses of operational buildings
Transport Related Expenses
Vehicle repairs maintenance and running costs Contract Hire Public transport and car allowances Recharges under the Council’s Vehicle provision and maintenance contract
Supplies and Services
Equipment (including computer purchases), furniture and materials Protective clothing, uniforms and laundry Printing, stationary, and general office expenses Communication (radio’s/telephones) Expenses (including subsistence and conferences) Grants and subscriptions Contributions to provisions (bad debts etc)
Agency and Contracted Services
Payments to third parties for local authority services provided by external providers (residential/home care, grounds maintenance, waste disposal etc)
Transfer Payments
Payments for which no goods or services are received directly in return by the local authority. (Housing Benefits, Concessionary Fares, Bus Subsidies etc)
Support Costs
Central support costs (variable) relates to the reallocation of staff and associated costs for the following Services of the Council – Financial / Information Technology / Legal / Personnel / Debtors / Document Management / Postal and Courier Service / Typing Service. The amount being recharged is in accordance with a Service Level Agreement between the two units and is unlikely to be a predetermined amount for the year.
Intra departmental support covers apportionment’s of the management and administration costs of the service unit (s), which are responsible for the particular statement of service.
Support Costs Other, relates to costs, which support the provision of services, and is provided by units not within either of the previous two categories.
Depreciation and Impairment
Depreciation - this represents the cost of using assets. Arrived at by dividing the value of the asset in the balance sheet over the number of years it is considered viable.
RCCO & Repayments to capital reserves
Service specific direct revenue financing of capital expenditure (formerly known as “Revenue Contributions to Capital Outlay) Repayments for purchases from the Capital Replacement Reserve (CRR)
Capital Financing Costs
Corporate costs associated with funding expenditure relating to capital items. This includes contributions from revenue to fund capital expenditure, interest payments associated with debt outstanding and the setting aside of monies to repay the principal sums outstanding
Government Grants
Specific and special government grants
Other grants, reimbursements and contributions
Income received from other bodies to finance joint functions, projects, or undertakings.
Customer and Client Receipts
Sales of products, materials, data, technology or surplus commodities. Fees and Charges for services, use of facilities, admissions, lettings. Rents - land and property based charges, wayleaves etc
Interest
Amounts received as returns from investment activity
Recharges to other revenue heads
The value of costs recharged to internal users.
Below the line – Allocable Costs
Central support costs (fixed) relates to the reallocation of staff and associated costs for the following Services of the Council – Financial / Information Technology / Legal / Personnel / Debtors / Document Management / Postal and Courier Service / Typing Service. The amount being recharged is fixed and based on a Corporate Service Level Agreement between the unit and the Council, although the allocation to individual Service Units may vary from year to year.
In line with SeRCOP all central overheads should be apportioned to services to reflect the “true” cost, except a limited few exceptions that are unapportionable (Corporate and Democratic Core costs). This list includes items such as Members allowances, Civic Ceremonials, Cabinet and Council meetings, External Audit & Inspections, Chief Executive and monitoring officers costs when acting in this capacity etc.
FINANCIAL REGULATIONS
Financial Regulations and the Constitution provide the framework for managing the authority’s financial affairs. They apply to every member and officer of the authority and anyone acting on its behalf.
To conduct its business efficiently, a local authority needs to ensure that it has sound financial management policies in place and they are strictly adhered to.
Financial Regulations and the Constitution have not been reproduced as part of this budget book. However members and officers are reminded that they can be found by the following procedure; -
o Open the Loop. o Select “Corporate Policies’ from the top banner o Choose the “Use of Resources” option. o Choose “Financial Regulations” OR “Procurement” then ‘Financial Regulations’.
Alternatively they can be found on the “boroughofpoole.com” by; -
o Choose the “Your Council” option in the Services block on the left hand side of the initial screen. o Click on “How the Council Works” . o Select “The Constitution” in the left hand side column. o You will be presented with a downloads section on the right hand side. Click on “The Constitution – Financial Services Regulations ”.
Should you have any questions the following staff are available to help;
Nicola Webb - Head of Accountancy (01202) 633296
Mandy May - Finance Manager (01202) 633178 Anna Fresolone - Finance Manager (01202) 633161 Mark Moran - Finance Manager (01202) 634257
BUDGET 2016/2017
PEOPLE
CHILDREN’S
SERVICES
THEME
BUDGET 2016/2017
Index to People – Children’s Services Theme
Financial Summary
Statements of Service Reference No.
- Schools Budgets Children 1
- Strategic Planning, Commissioning & Contracting Children 2
- Education Capital Team Children 3
- Child Health and Disabilities social work team Children 4
- Special Educational Needs (SEN) Children 5
- Assuring Access to School Children 6
- Schools Strategic Management Children 7
- Open Access and Targeted Services 5 to 19 Children 8
- Early Years Education and Childcare Children 9
- Facilitating School Monitoring and Intervention Children 10
- Safeguarding Children Children 11
- Grammar School Transport Children 13
- Children, Young People & Learning Management Children 14 Costs
- Under 5’s Services (including Children’s Centres and Family Information) Children 15
- Children and Young People’s Social Care Children 16
- Youth Justice Children 17
- Support Service and Management Cost Children Memo
BUDGET 2016/2017
INDEX OF SERVICES
People – Children’s Services Theme
Children 1 Schools Budgets: Funds delegated to individual Schools through the Borough's Local Management of Schools (LMS) formula, Education Funding Agency (EFA) for post 16 pupils, and the Pupil Premium from DfE.
Children 2 Strategic Planning, Commissioning & Contracting: Contracts support and planning & commissioning function for Children’s Services. The Statement includes the team supporting the schools pupil data system under SLA, needs analysis, and complaints.
Children 3 Education Capital Team: school organisation, pupil place planning, Children's Services capital strategy and capital programme, asset management for schools and other children's services facilities.
Children 4 Child Health and Disabilities social work team: assessment and family support services for child health and disabilities, including protection services, care leavers, fostering and residential placement services.
Children 5 Special Educational Needs (SEN): Support for children with special educational needs at school, FE colleges and out of school, including the LA share of the budget for education provision for excluded and hard to place pupils. Also includes LA functions for education psychology, parent partnership and disagreement resolution arrangements and the special educational needs inclusion support service (SENISS) for schools.
Children 6 Assuring Access to School: Admissions process, appeals preparation and presentation, consultation on policy and published admissions numbers. Admissions Forum, LAs functions in relation to pupils excluded from schools, education welfare Service, home to school transport, Children’s Act 1989 duties and school attendance work.
Children 7 Schools Strategic Management: Statutory and regulatory functions for maintained schools and residual functions for academies. Services includes corporate planning for the education service as a whole and financial, legal, insurance and personnel functions supporting schools.
Children 8 Open Access and Targeted Services 5 - 19 Service: Educational programmes and projects in which young people choose to be involved.
Children 9 Early Years Education and Childcare funded by the dedicated schools grant: Early Years Education for 2, 3 and 4 year olds. Funding and support for providers of pre-school education.
People – Children’s Services Theme
Children 10 Facilitating School Monitoring and Intervention: Contributions to joint working with Bournemouth for music, arts, physical education & sport (MAPS) team and the 14-19 team. Services includes statutory functions for school review, assessment, SACRE, equalities, intervention for schools causing concern, governor support and leadership succession.
Children 11 Safeguarding Children: Chairing of Child Protection Conferences, independent reviewing officers for children in care, safeguarding support, Designated Officer for allegations against people working with children. Quality assurance for social care services, management of joint budget for Local Safeguarding Children Board.
Children 13 Grammar School Transport: Discretionary transport provided to grammar schools managed by Transportation Services.
Children 14 Children, Young People & Learning Management costs: Service Unit Head, business support and central support charges relating to activity on Children 3 to10 and Children 12.
Children 15 Under 5’s Services (including Children’s Centres and Family Information): Child care services, strategy and administration for the distribution of the 2, 3 and 4 year old funding, workforce development, and support for under 2’s with additional needs. Children centre provision through multi-agency working.
Children 16 Children and Young People’s Social Care: Assessment and family support for children in need, child protection, Children Looked after including care leavers, fostering, adoption and residential placements.
Children 17 Youth Justice: The costs of services relating to young offenders - including secure accommodation, costs of youth offending teams (YOT's), remand fostering, bail support and community service costs.
Children Memo: Support Service and Management Cost: The Council is statutorily required to show all management and support services that cannot be directly attributed to direct services (Children 16 & 17) in one discrete account, which must also show the total costs apportioned to direct services. The methodology for this apportionment is prescribed by statute, as a % of the gross direct costs.
People - Children's Services Budget Summary 2016/2017
Net Gross Gross Net Sheet No: Statement of Service Description Budget Expenditure Income Budget 2015/16 2016/17 2016/17 2016/17 £000's £000's £000's £000's
CHILDREN 1 Individual Schools Fund 0 36,132 (36,132) 0 CHILDREN 2 Strategic Planning, Commissioning and Contracting 618 832 (55) 777 CHILDREN 3 Education Capital Team 311 452 (119) 333 CHILDREN 4 Child Health and Disabilities social work team 1,384 2,479 (79) 2,400 CHILDREN 5 Special Educational Needs (SEN) 748 11,467 (10,682) 785 CHILDREN 6 Assuring Access to School 1,874 2,184 (293) 1,891 CHILDREN 7 Schools Strategic Management 434 728 (212) 516 CHILDREN 8 Open Access and Targeted Services 5-19 1,960 2,345 (281) 2,064 CHILDREN 9 Early Years Education and Childcare funded by Dedicated Schools Grant 16 6,179 (6,163) 16 CHILDREN 10 Facilitating School Monitoring and Intervention 347 853 (255) 598 CHILDREN 11 Safeguarding Children 780 931 (100) 831 CHILDREN 13 Grammar School Transport 249 249 0 249 CHILDREN 14 Children, Young People & Learning Management Costs 574 588 (41) 547 CHILDREN 15 Under 5's Services 2,408 2,386 (66) 2,320
Education Service Total 11,703 67,805 (54,478) 13,327
CHILDREN 16 Children and Young People's Social Care 12,531 14,178 (1,069) 13,109 CHILDREN 17 Youth Justice 300 298 0 298 CHILDREN Memo Support Service and Management Cost 0 2,708 (2,708) 0
Social Services - Children's element 12,831 17,184 (3,777) 13,407
Education capital charges 3,693 3,619 0 3,619
Total for People - Children's Services 28,227 88,608 (58,255) 30,353 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 1
Service : School Budgets funded by the Dedicated School Grant (DSG), the Education Funding Agency (EFA) and the Pupil Premium and Universal Infant Free School Meals (UIFSM) Grant (Department for Education direct grant).
Description of Service : Funds delegated to individual Schools through the Borough's Local Management of Schools (LMS) formula, Pupil Premium, EFA Post 16 funding and UIFSM Grant
Theme: People - Children Element Responsible Officer : Adam Richens Name INDIV SCHOOLS FUNDS
Service Aim : To provide the highest quality teaching within a safe and stimulating learning environment, promoting high expectations and standards of achievement by pupils.
Financial Aim : To maximise the resources delegated to schools funded through the
Dedicated Schools Grant (DSG) and passport other funding from government agencies to schools.
To raise standards in schools through targeting available funds to meet the relative needs of schools.
Forecast 2015/16 Small savings are expected from the cost of school and Academy licences (20k) and rates bills (35k) in 15-16. The overall use of DSG reserves across Childrens services has been shown on this page (137k)
Budget 2016/17 The budget has been built to reflect the conversion of 6 primary schools to Academy status from 1st July 2016. Changes to pupil numbers and pupil charactoristics have led to changes in the way the formula has been distributed. Use of reserves across all DSG spend, including Early Years and Special Educational Needs has been collated here.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 1,063.32 1,063.32 Schools converting to Academy status (202.03) Changes to teaching staff 15.51 Changes to support staff 8.71 Total Full Time Equivalent 1,063.32 885.51
FTE movements reflect the change to academy status of 6 further schools in July 2016
Dedicated Schools Grant Memorandum Year 0 Year 1 2015/16 2016/17 £000's £000's Children Services 1 - Schools Budgets 37,939 30,607 Children Services 5 - SEN 9,828 10,446 Children Services 6 - Access 262 271 Children Services 8 - Open Access & Targeted Services 15 15 Children Services 9 - Early Years 6,055 6,163 54,099 47,502 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 1
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Premises 648 648 613 445 Supplies and Services 100 100 80 84 Transfer Payments 42,965 42,963 42,764 35,569 Support Costs 42 32 32 34 Total Annual Costs 43,755 43,743 43,489 36,132
Income: Government Grant - UIFSM (1,000) (988) (1,127) (1,000) Government Grant - EFA Post 16 (2,087) (2,087) (2,093) (2,087) Government Grant - Pupil Premium (2,729) (2,729) (2,584) (2,438) Dedicated Schools Grant (37,939) (37,939) (37,548) (30,607) Total Annual Income (43,755) (43,743) (43,352) (36,132) Budgeted Cost 0 0 137 0
Budget Changes 2015/16 to Budget 2016/17 0 0
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 0 0
Base Budget 0 0 Funding Changes Academy conversions Academy Converters DSG spend (7,134) Academy Converters other grants spend (411) Academy Converters DSG income 7,134 Academy Converters other grants income 411
Other Grants Additional pupil premium grant (120) Pupil Premium spend relating to additional grant 120
Other Changes Reduced pupil growth contingency (110) Saving on formula (pupil number & data changes) (515) New delegation 81 Increase to unit values in formula 958 Decrease in cost of licences purchased centrally by Department for Education (16) Changes to recoupment (Academy formula & data) 183 Use of Reserves (779) Additional DSG 198
Budgeted Cost 0 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 2
Service : Strategic Planning , Commissioning & Contracting
Description of Service : Planning Commissioning, Contracting, Data and complaints functions for Children's Services
Theme: People - Children
Responsible Officer : Phil Hornsby Element Name : STRAT PLAN & COMM
Service Aim : To produce effective planning & commissioning across Children's Services and partner agencies to manage risk and change and improve outcomes for Children and Families.
Financial Aim : To achieve value for money in contracting including robust monitoring arrangements To manage increasing social care complaints with greater efficiency.
Forecast 2015/16 The forecast overspend for 2015/16 is £208k. This forecast includes £167k expenditure for the Families with Futures Programme to be funded by the Troubled Families reserve. There is additional expenditure relating to interim measures put in place for the restructure of the Data & MIS team and software costs.
Budget 2016/17 This service has been granted growth for restructuring the Data & MIS Team. The 2016/17 budget also includes additional Support Costs for the recharge of a Contracts Officer to Adults Commissioning & Improvement Services. The Education Services Grant will reduce as more schools convert to Academy status. There is additional budget to replace lost grant.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 6.50 6.50 Restructure of Data & MIS team 3.50 Total Full Time Equivalent 6.50 10.00 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 2
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 278 308 308 405 Premises 23 23 23 23 Transport 1 1 1 1 Supplies and Services 28 28 69 28 Contractor Payments 300 300 300 300 Support Costs 38 18 185 33 Total Annual Costs 668 678 886 790
Income: Education Services Grant (39) (39) (39) (26) Fees and Charges 0 0 0 (9) Recharges (49) (29) (29) (20) Total Annual Income (88) (68) (68) (55) Net Cost 580 610 818 735
Total Allocable Costs 38 43 43 42 Budgeted Cost 618 653 861 777
Budget Changes 2015/16 to Budget 2016/17 618 618
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 35 34
Base Budget 653 652 Employee Budgets Pay Award 3 exp Incremental Drift 2 exp NI Changes 5 exp
10 Funding Changes Reduction of Education Service Grant 13 inc
13 Growth Pressures - Operational Running Costs Management Information and data analysis 82 exp
82 Other Changes - Net Nil Impact Transfer from Adults 5 exp Contracts Officer transfer to C&I 15 exp
20
Budgeted Cost 777 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 3
Service : Education Capital Team
Description of Service : School organisation, pupil place planning, Children's Services capital strategy and capital programme, asset management for schools and other children's services facilities.
Theme: People - Children
Responsible Officer : Vicky Wales Element Name : EDUC CAPITAL
Service Aim : To implement the Children's Services Capital Strategy and ensure there are sufficient school places, schools premises are appropriately recorded and managed and that education capital projects are completed.
Financial Aim : To manage the growing level of activity by reprioritising spend within the existing level of resources across the services unit plus a small contribution from earmarked reserves.
Forecast 2015/16 The overall forecast for the Education Capital Team is an underspend of £82k. This is predominantly due to staff vacancies.
Budget 2016/17 Employee budget savings have been delivered through changes to the Capital Team staffing structure. The Education Services Grant will reduce as more schools convert to Academy status. There is additional budget to replace lost grant. A vacancy saving of 1.5% has been incorporated into the 2016/17 budget.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 8.60 8.60 Client Project Manager post deleted (1.00) Total Full Time Equivalent 8.60 7.60 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 3
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 360 360 278 317 Premises 24 24 24 24 Transport 2 2 2 2 Supplies and Services 16 16 16 16 Support Costs 3 3 3 3 Total Annual Costs 405 405 323 362
Income: Education Services Grant (180) (180) (180) (119) Total Annual Income (180) (180) (180) (119)
Net Cost 225 225 143 243
Total Allocable Costs 86 80 80 90 Budgeted Cost 311 305 223 333
Budget Changes 2015/16 to Budget 2016/17 311 311
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (6) 4 Base Budget 305 315
Employee Budgets Pay Award 3 exp NI Changes 7 exp
10 Funding Changes Reduction of Education Service Grant 61 inc
61 Non ERP Savings / Efficiencies / Income Generation / Service Adjustments Capital Team Savings (50) exp Children and Young people management of vacant posts (3) exp
(53)
Budgeted Cost 333 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 4
Service : Child Health And Disabilities Social Work team
Description of Service : Assessment and services for families with children with disabilities including protection services, services for children looked after including care leavers, fostering, residential placement services, short breaks and occupational health therapy services.
Theme: People - Children
Responsible Officer : Vicky Wales Element Name : CHAD
Service Aim : To work with parents, professionals and the community to promote and safeguard the well-being of children with disabilities and to help them to achieve their full potential.
Financial Aim : To achieve an appropriate balance of expenditure between services which support children with disabilities within their families and communities.
To make maximum use of government and other grants in partnership with statutory and voluntary organisations.
Forecast 2015/16 The residential care budget for Children with Health and Disabilities has been transferred to Children 04 during the 2015/16 year and is included in the 2016/17 budget.
It is anticipated that the service will end the year with a £170k underspend. This is primarily due to underspends in the direct payments and residential care budgets. Contributions from Health are greatly reduced from 2014/15 and substantially below budget for 2015/16. This is due to providers invoicing Health directly for their contribution and a high cost joint-funded placement transferring to the Adult Social Care budget.
Budget 2016/17 Included within the 2016/17 budget is the additional post of Finance and Contracts Officer and anticipated growth of residential care placements. A vacancy saving of 1.5% has been incorporated into the 2016/17 budget.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 10.00 11.50 Short Breaks staff moved from Children 08 1.50 0.00 Finance and Contracts Officer 0.50 Staff Turnover 0.08 Total Full Time Equivalent 11.50 12.08 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 4
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 479 490 495 521 Transport 19 19 14 20 Supplies and Services 136 117 121 117 Contractor Payments 429 1,353 1,272 1,461 Transfer Payments 432 446 211 360 Support Costs 2 0 2 0
Total Annual Costs 1,497 2,425 2,115 2,479
Income: Other Contributions (106) (166) (26) (69) Fees and Charges (7) (10) (10) (10)
Total Annual Income (113) (176) (36) (79) Budgeted Cost 1,384 2,249 2,079 2,400
Budget Changes 2015/16 to Budget 2016/17 1,384 1,384
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 865 866
Base Budget 2,249 2,250
Employee Budgets Pay Award 7 Incremental Drift 4 NI Changes 10 21 Funding Changes Health contribution to direct payments 97 Reduced cost of direct payments (97) 0 Growth Pressures - Demographic & Volume Changes CHAD Residential Costs 100 100 Growth Pressures - Contractual Commitments CHAD Provision - inflation 20 20 Growth Pressures - Local Choice Investment CHAD & SEN Finance & Contracts post 15 15 Non ERP Savings / Efficiencies / Income Generation / Service Adjustments Children and Young people management of vacant posts (6) (6)
Budgeted Cost 2,400 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 5
Service : Special Educational Needs - SEN
Description of Service : Support for children and young people with SEN. Multi-agency planning and support for children and young people with SEN, including the distribution of resources to providers. Co-ordination of advice through the assessment process.
Monitoring and quality assurance of service providers for children and young people with SEN. Preparation and presentation of Local Authority cases at SEN Tribunals.
Support and advice to schools and other providers regarding meeting the needs of individual children and young people.
Co-ordination of SEN strategy and policy.
The Educational Psychology Service.
Parent Partnership Service and mediation arrangements.
Theme: People - Children
Responsible Officer : Vicky Wales Element Name : SUPPORTING SEN
Service Aim : To ensure that children and young people with identified special educational needs are supported to make progress and fulfil their potential. The monitoring and quality assurance of services provided (including schools).
Financial Aim : To ensure appropriate resources are secured through Schools Forum to meet the education needs of pupils with SEN.
To enhance local provision so that children and young people can be educated in Poole and reduce reliance on independent special schools with higher cost provision.
Forecast 2015/16 The 2015/16 forecast reflects over budget spend on additional specialist support for SEN children within mainstream schools and top-up funding payments to Further Education establishments. However, this is slightly offset by below budget spend on independent special schools and the Sensory Impaired Service. The 2015/16 forecast also reflects the spend of the some of SEN Reforms Grant reserves.
Budget 2016/17 The budget for 2016/17 shows an increase of £618k of Dedicated Schools Grant (DSG). This increase is mainly due to the anticipated rise in top-up funding for pre and post-16 SEN provision and early intervention funding. The 2016/17 budget also reflects the cessation of the SENISS team, delegated to schools from 1st April 2016.
Also included within the 2016/17 budget is the additional post of Finance and Contracts Officer. A vacancy saving of 1.5% has been incorporated into the 2016/17 budget.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 20.95 20.95 Finance and Contracts Officer 0.50 SENISS Delegation of budget (3.25) Support for Inclusion Teacher 0.10 Total Full Time Equivalent 20.95 18.30 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 5
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 1,013 1,013 919 910 Transport 10 11 7 8 Supplies and Services 4,779 4,780 5,285 4,754 Contractor Payments 286 286 326 286 Transfer Payments 4,807 4,872 4,621 5,489 Support Costs 6 6 7 6 Central Support Costs Variable 5 3 11 3 Children, Young People & Learning 0 0 6 0 Commissioning & Improvement - People Serv 12 12 12 11 Total Annual Costs 10,918 10,983 11,194 11,467
Income: Government Grants (71) (71) (132) (71) Dedicated Schools Grant (9,828) (9,908) (9,979) (10,446) Other contribs.reimburse.grant (28) (28) (38) (17) Fees and Charges 0 0 (12) Recharges (228) (215) (230) (133) Children Services Direct A/cs (15) (15) (17) (15) Total Annual Income (10,170) (10,237) (10,408) (10,682) Budgeted Cost 748 746 786 785
Budget Changes 2015/16 to Budget 2016/17 748 748
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (2) (2) Base Budget 746 746
Employee Budgets Pay Award 10 Incremental Drift 4 NI Changes 17 Other Pay Changes 5 36 Funding Changes Reduction in independent and non-maintained special school expenditure (119) Reduction in The Quay school top-up funding for SEN pupils (23) Increase in FE colleges funding for SEN pupils 98 Increase in top-up funding to Poole and other special schools (including academies) 117 Reduction in Special Schools Outreach SLA (39) Increase in Special Educational Needs packages 127 Increase in Bespoke Special Educational Needs packages 121 Increase in High Needs Contingency 53 Reduction in OLA recoupment for CLA 11 Removal of the SENISS expenditure budget due to delegation (154) Removal of the SENISS income target 95 Increase in Support for Inclusion teacher's hours 5 Increase in Early Intervention Funding 326 Dedicated Schools Grant Changes (618) 0 Growth Pressures - Local Choice Investment CHAD & SEN Finance & Contracts post 15 15 Non ERP Savings / Efficiencies / Income Generation / Service Adjustments Children and Young people management of vacant posts (12) (12)
Budgeted Cost 785 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 6
Service : Assuring Access to Schools
Description of Service : Co-ordinated admission arrangements ensuring every pupil is offered a school place. Consultation on admission policies and preparation and presentation of admission appeal cases. Co-ordination and facilitation of Poole Admissions Forum. To provide consistent and transparent support and advice to both schools and parents/carers regarding the exclusion from school process, including preparation of the Local Authority information for governors' disciplinary committees and the Local Authority case at Independent Appeals. Facilitation of the managed moves process and In Year, Fair Access Panel to ensure the sharing of challenging pupils across the Borough and the re-integration of pupils with behaviour difficulties. Facilitation of the Poole Behaviour and Attendance Partnership. To support schools to improve overall attendance and reduce persistent absenteeism, including carrying out legal duties such as parenting contracts and prosecution for school non-attendance. Co-ordination and monitoring of parent's elective home education arrangements. Performance licensing and child employment arrangements. Home to School Transport Assessing eligibility for entitlement to Free School Meals
Theme: People - Children
Responsible Officer : Vicky Wales Element Name : ASSURING SCH ACCESS
Service Aim : To ensure that a clear transparent admissions process is in place To improve attendance rates and reduce persistent absenteeism. To ensure that exclusions are minimised through careful monitoring of schools' processes. To provide assistance with Home to School and College transport within the Council's policy.
Financial Aim : To ensure that the impact of rising pupil numbers in the primary phase is contained within the existing level of resource by greater parental use of the on-line admissions system.
To reduce the costs of Home to School transport within the Council's policy.
Forecast 2015/16 The service is expected to underspend by £40k in 2015/16, predominantly due to staff vacancies. It is anticipated that there will be a slight overspend on home to college transport, however it is expected that this will be supported by underspends in other areas of the budget.
Budget 2016/17 The reduction of other Local Authorities contribution to transport costs has been reflected in the 2016/17 budget. A vacancy saving of 1.5% has been incorporated into the 2016/17 budget.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 29.59 29.59 School Meals Monitoring Officer (0.20) Total Full Time Equivalent 29.59 29.39
Of the F.T.E's above, 17.41 full time equivalents relate to school transport escorts STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 6
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 791 789 722 795 Transport 1,309 1,309 1,325 1,296 Supplies and Services 34 31 34 31 Transfer Payments 18 18 30 30 Support Costs 12 12 10 18 Central Support Costs Variable 7 0 10 0 Total Annual Costs 2,171 2,159 2,131 2,170
Income: Government Grants 0 0 0 0 Dedicated Schools Grant (262) (259) (271) (271) Fees and Charges (29) (29) (29) (16) Recharges (6) (6) (6) (6) Total Annual Income (297) (294) (306) (293)
Net Cost 1,874 1,865 1,825 1,877
Total Allocable Costs 0 14 14 14
Budgeted Cost 1,874 1,879 1,839 1,891
Budget Changes 2015/16 to Budget 2016/17 1,874 1,874
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 5 7 Base Budget 1,879 1,881
Employee Budgets Pay Award 6 Incremental Drift 4 NI Changes 3 13 Funding Changes Increase in the In Year Fair Access Panel (IYFAP) Budget 12 Increase in DSG funding for the IYFAP Budget (12) Decrease of the Free School Meal Eligibility activity due to academy conversions (3) Decrease of the Free School Meal Eligibility DSG de-delegated funding 3 0 Other Changes - Net Nil Impact Decrease of school transport expenditure for other Local Authorities pupils (13) Decrease of recoupment income for other Local Authorities pupils 13 0 Non ERP Savings / Efficiencies / Income Generation / Service Adjustments Children and Young people management of vacant posts (3) (3)
Budgeted Cost 1,891 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 7
Service : Schools Strategic Management
Description of Service : Statutory and regulatory functions including: - Liaison with Department for Education, Ofsted, Diocesan and other bodies - Contribution towards the Director of Children Services function - Statutory financial, legal, insurance and personnel functions - Retirements (pre 1999) with on-going costs
Theme: People - Children
Responsible Officer : Vicky Wales Element Name : SCHOOLS STRAT MAN
Service Aim : To plan effectively in collaboration with schools and other partners, and to achieve best value fulfilling the Authority's strategic management functions.
Financial Aim : To keep strategic management costs to a minimum, below government thresholds and below the average for all unitary authorities.
Forecast 2015/16 An overspend on the 2015/16 budget is forecast relating to the early retirement pre-1999 costs of early release of pension. Additional Education Services Grant is expected due to the delayed conversion of some schools to Academy status.
Budget 2016/17 The resource is largely unchanged from 2015/16. The Education Services Grant will reduce as more schools convert to Academy status. There is additional budget to replace lost grant.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 0.00 0.00 Total Full Time Equivalent 0.00 0.00
The employee costs in the budget relate to payments for early retirements in previous years (pre 1999) where there is an on-going financial commitment. STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 7
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 331 331 343 331 Supplies and Services 2 2 8 2 Support Costs 26 26 26 26 Central Support Costs Variable 25 0 0 0 Total Annual Costs 384 359 377 359
Income: Education Services Grant (319) (319) (504)0 (212) Total Annual Income (319) (319) (504) (212) Net Cost 65 40 (127) 147 Total Allocable Costs 369 369 369 369 Budgeted Cost 434 409 242 516
Budget Changes 2015/16 to Budget 2016/17 434 434
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (25) (25) Base Budget 409 409
Funding Changes Reduction of Education Service Grant 107 inc 107
Budgeted Cost 516 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 8
Service : 5-19 Services
Description of Service : An integrated set of services for 5-19 year olds and their families delivering across the continuum of needs with a focus on Early Help.
Theme: People - Children
Responsible Officer : Vicky Wales Element Name : OATS
Service Aim : Young Peoples Centres & Projects (YPCP) Team – providing a range of open access positive activities targeted in vulnerable communities and towards young people who are vulnerable to not achieving positive outcomes and ensuring they have a voice in the delivery of services and the shaping of the communities they live in. The range of positive activities will include Short Breaks for children who are disabled. Supporting voluntary and community organisations to provide positive activities for children and young people and working in partnership on agendas including Safer Neighbourhoods.
Young peoples targeted Community Team - group and 1:1 interventions to enable children, young people and families to overcome barriers to positive outcomes & prevent needs escalating to a point where high-cost specialist services are required.
Outreach & AttendanceTeam - integrated delivery of services to children, young people and families in Poole Schools & Academies meeting a range of needs including school attendance and parenting. Delivery of LA statutory duties related to school attendance, elective home education, children missing education, performance and licensing. Supporting schools to provide effective Early Help services.
Engagement & Advice Team - ensuring children and young people have access to information and advice on a wide range of issues in a variety of settings and through a range of media. This includes Borough statutory duties related to the post-16 work and learning agenda to reduce the number of young people who are not engaging in work and learning.
Financial Aim : To maximise income from external funding. To make further efficiency savings while continuing to develop and provide a range of activities available across Poole for children and young people.
Forecast 2015/16 The YPCP Team is expected to be underspent on base budget by £20k resulting from increased income generation. In addition there will be £35k worth of spend funded by reserves.
Budget 2016/17 The resource is largely unchanged from 2015/16. The Education Services Grant will reduce as more schools convert to Academy status. There is additional budget to replace lost grant. A vacancy saving of 1.5% has been incorporated into the 2016/17 budget.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 50.31 50.31 School Attendance Snr Pract increased hours 0.25 Replaced posts (1.18) New Accreditation Co-Ordinator post 1.00 Total Full Time Equivalent 50.31 50.38 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 8
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 1,688 1,686 1,681 1,729 Premises 109 109 109 112 Transport 23 17 17 17 Supplies and Services 88 86 121 82 Contractor Payments 178 178 178 178 Support Costs 19 16 16 16 Central Support Costs Variable 2 0 0 0 Depreciation and Impairment 60 71 71 71 Total Annual Costs 2,167 2,163 2,193 2,205 Income: Rents (44) (44) (44) (44) Government Grants (79) (79) (79) (79) Education Services Grant (161) (161) (161) (107) Dedicated Schools Grant (15) (15) (15) (15) Fees and Charges 0 0 (15) (25) Recharges (36) (36) (36) (11) Total Annual Income (335) (335) (350) (281) Net Cost 1,832 1,828 1,843 1,924 Total Allocable Costs 128 147 147 140 Budgeted Cost 1,960 1,975 1,990 2,064
Budget Changes 2015/16 to Budget 2016/17 1,960 1,960
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 15 9 Base Budget 1,975 1,969
Employee Budgets Pay Award 20 exp Incremental Drift 23 exp NI Changes 31 exp Other Pay Changes (3) exp
71 Funding Changes Reduction of Education Service Grant 54 inc
54 Non ERP Savings / Efficiencies / Income Generation / Service Adjustments Children and Young people management of vacant posts (30) exp
(30)
Budgeted Cost 2,064 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 9
Service : Early Years Education and Childcare funded by the Dedicated Schools Grant
Description of Service : Early Years Education for 2, 3 and 4 year olds. Funding and support for providers of pre-school education (including the Early Years Pupil Premium) Funding and support for Early Years Special Educational Needs
Theme: People - Children
Responsible Officer : Vicky Wales Element Name : PRE SCHOOL EDUC
Service Aim : To provide the free entitlement funding for early education and childcare places.
To provide for special educational needs support for 2, 3 and 4 year olds.
To ensure appropriate quality of early years education provision is maintained.
Financial Aim : To raise quality in early years providers through financial incentives and support. This is to ensure more children are ready for reception year enabling school resources to be focused on higher learning goals.
Forecast 2015/16 A budgeted use of reserves has led to an overspend of £356k in 15/16. In addition, lower 2 year old numbers at the January census compared to the takeup for the year means a further overspend of 87k is expected (reduced grant income of 297k and reduced spend of 210k). 3 and 4 year old spend is expected to be broadly as budgeted. The resulting net overspend will be funded from DSG on Chidlren 1.
Budget 2016/17 The budget has been built to reflect expected changes of the 2, 3 and 4 year old population. In increase in the SEN budget has been granted due to increased numbers taking up placements. 168k of costs (funded from reserve in 15/16) has been included in the DSG funded spend.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 13.03 13.03 Advisory Teacher post removed (1.00) SENCO resource 1.40 ELIT moved to base budget (0.60) Total Full Time Equivalent 13.03 12.83 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 9
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 300 300 420 459 Premises 16 16 16 16 Transport 4 4 4 4 Supplies and Services 18 18 7 8 Transfer Payments 5,733 5,733 5,810 5,692 Total Annual Costs 6,071 6,071 6,257 6,179
Income: Dedicated Schools Grant (6,055) (6,055) (6,241) (6,163) Total Annual Income (6,055) (6,055) (6,241) (6,163) Budgeted Cost 16 16 16 16
Budget Changes 2015/16 to Budget 2016/17 16 16
Virements and Other Adjustments
Net Budget Transfers (virements) & Other Adjustments 0 0
Base Budget 16 16
Funding Changes Reduction in 2 year old places (210) Reduction in 3&4 year old places (88) Increase in Special Educational Needs (under 5's) & Central costs 50 Reserves spend in 15/16 now made permanent 356 Dedicated Schools Grant (108) 0
Budgeted Cost 16 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 10
Service : Facilitating School Monitoring & Intervention
Description of Service : Statutory functions: School Review, Assessment, SACRE, Equalities. Intervention for schools causing concern. Governor services, school leadership succession and other school initiatives. Monitoring of School standards and broking intervention. Contributions to joint working with Bournemouth i.e. 14-19 Team. Virtual School headteacher support for children in care.
Theme: People - Children
Responsible Officer : Vicky Wales Element Name : SCHOOL IMPROVEMENT
Service Aim : Intervention to avoid school failure, monitoring and challenge to raise pupil attainment Support for curriculum enrichment activity in schools for music, sports and the arts
Financial Aim : To ensure best value by partnership working with schools, other LA's and other bodies. Maximisation of external grant funding opportunities to enhance activities.
Forecast 2015/16 Following an OFSTED inspection during 2015/16, the service is forecast to overspend by £70k for additional staff in the School Improvement Team. A further £22k worth of expenditure has been incurred relating to young People's website development and Centre of Excellence in Industrial Liaison (CEIL) which will be funded by a Post 16 reserve.
Budget 2016/17 In response to the recent OFSTED inspection, this service has been granted growth to restructure the School Improvement Team. An additional £4k growth has been permitted for expenditure relating to PE Health & Safety in maintained schools. The Education Services Grant will reduce as more schools convert to Academy status. There is additional budget to replace lost grant. A vacancy saving of 1.5% has been incorporated into the 2016/17 budget.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 10.06 10.06 Restructure of School Improvement Team 1.10 Total Full Time Equivalent 10.06 11.16 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 10
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 523 523 593 638 Premises 32 32 32 32 Transport 4 4 4 10 Supplies and Services 17 17 39 67 Contractor Payments 0 0 0 4 Transfer Payments 38 38 38 38 Support Costs 8 8 8 8 Total Annual Costs 622 622 714 797
Income: Education Services Grant (231) (231) (231) (153) Other contribs.reimburse.grant (33) (33) (33) (39) Fees and Charges (8) (18) (18) (24) Recharges (55) (45) (45) (39) Total Annual Income (327) (327) (327) (255) Net Cost 295 295 387 542 Total Allocable Costs 52 55 55 56 Budgeted Cost 347 350 442 598
Budget Changes 2015/16 to Budget 2016/17 347 347
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 3 4 Base Budget 350 351
Employee Budgets Pay Award 8 exp Incremental Drift 5 exp NI Changes 9 exp Other Pay Changes 7 exp 29 Funding Changes Reduction of Education Service Grant 78 inc 78 Growth Pressures - Operational Running Costs PE Heatlh & Saftey in maintained schools 4 exp School Monitoring & Intervention 140 exp
144 Other Changes - Net Nil Impact 14-19 Joint Team (increased contribution) (6) inc School Improvement Team (increased activity) 6 exp 0
Non ERP Savings / Efficiencies / Income Generation / Service Adjustments Children and Young people management of vacant posts (4) exp (4) Budgeted Cost 598 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 11
Service : Safeguarding Children
Description of Service : Safeguarding Children
Theme: People - Children
Responsible Officer : Phil Hornsby Element Name : SAFEGUARDING CHILDREN
Service Aim : To provide Quality Assurance and other functions which promote the delivery of safeguarding services to children and their families and promote the achievement and well-being of Children in Care.
Financial Aim : To target financial resources to meet growing demand for safeguarding activities and maximise financial benefit of joint working across different agencies.
Forecast 2015/16 The forecast overspend for Safeguarding Children is £12k. This includes £10k for the restructure of the Safeguarding Team and £2k for increased costs on the Advocacy contract.
Budget 2016/17 This service has been granted growth to restructure the Safeguarding Team. The 2016/17 Support Costs budget has been reduced following a reduction in the recharge of salary costs to Adults Commissioning & Improvement Services.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 6.81 6.81 Restructure of Safeguarding Team 0.50 Total Full Time Equivalent 6.81 7.31 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 11
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 394 394 404 449 Premises 43 43 43 43 Transport 3 3 3 3 Supplies and Services 50 50 50 46 Contractor Payments 96 96 98 100 Support Costs 235 235 235 228 Total Annual Costs 821 821 833 869
Income: Other contribs.reimburse.grant (100) (100) (100) (100) Total Annual Income (100) (100) (100) (100) Net Cost 721 721 733 769 Total Allocable Costs 59 63 63 62 Budgeted Cost 780 784 796 831
Budget Changes 2015/16 to Budget 2016/17 780 780
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 4 3 Base Budget 784 783
Employee Budgets Pay Award 4 exp Incremental Drift 2 exp NI Changes 14 exp
20 Other Changes - Net Nil Impact Transfer from Adults 35 exp Reduction to Adults C&I admin charge (7) exp
28
Budgeted Cost 831 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 13
Service : Grammar School Transport
Description of Service : Transporting pupils from home to Poole and Parkstone Grammar Schools.
Theme: People - Children
Responsible Officer : Vicky Wales Element Name : GRAMMAR SCH TRSPT
Service Aim : To provide assistance with Grammar School transport in line with the Council's policy.
Financial Aim : To reduce the costs of Home to Grammar School transport within the Council's policy.
Forecast 2015/16 This service is expected to end the year on budget.
Budget 2016/17 The 2016/17 budget is maintained at the same level as the 2015/16 budget.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 0.00 0.00 Total Full Time Equivalent 0.00 0.00 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 13
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Central Support Costs Variable-Transportation 249 249 249 249 Budgeted Cost 249 249 249 249
Budget Changes 2015/16 to Budget 2016/17 249 249 Net Budget Transfers (virements) & Other Adjustments 0 0 Base Budget 249 249
Budgeted Cost 249 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 14
Service : Children, Young People & Learning Management Costs
Description of Service : Service Unit Head, Business Support and central support charges relating to activity on Children 5, 6 and 12. The Service Unit Head is also responsible for Children 3, 4, 7, 8, 9, 10, 13 and 15, where business support and other central costs are budgeted directly or grant funded and not charged.
Theme: People - Children
Responsible Officer : Vicky Wales Element Name : CYP IS TRADING
Service Aim : The management of the statutory functions of the Local Authority for Education are carried out effectively and efficiently.
Financial Aim : To maintain low service management costs.
Forecast 2015/16 This service is expected to end the year with a £35k underspend, due to staff turnover and vacancies.
Budget 2016/17 The budget for 2016/17 includes the reduction of one post and the additional costs associated with national insurance contribution changes. Reduction in the Education Services Grant has impacted upon the level of Council funding required to maintain this service. A vacancy saving of 1.5% has been incorporated into the 2016/17 budget.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 7.50 7.50 Business Support/Receptionist (1.00) Total Full Time Equivalent 7.50 6.50 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 14
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 316 310 270 312 Premises 27 27 27 27 Transport 34 (7) 1 1 Supplies and Services 46 41 36 33 Support Costs 2 2 2 2 Central Support Costs Variable 1 0 2 Total Annual Costs 426 373 338 375
Income: Education Services Grant (62) (62) (62) (41) Total Annual Income (62) (62) (62) (41) Net Cost 364 311 276 334 Total Allocable Costs 210 220 220 213 Earmarked Reserves 0 0 Budgeted Cost 574 531 496 547
Budget Changes 2015/16 to Budget 2016/17 574 574
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (43) (50) Base Budget 531 524
Employee Budgets Pay Award 3 Incremental Drift 5 NI Changes 9 Other Pay Changes 1 18 Funding Changes Reduction of Education Service Grant 21 21 Non ERP Savings / Efficiencies / Income Generation / Service Adjustments Family Information Service (20) Children and Young people management of vacant posts 4 (16)
Budgeted Cost 547 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 15
Service : Under 5's Services
Description of Service : To provide a free impartial information service for families through the Family Information Service.
To secure sufficient, sustainable high quality childcare for all families.
To provide advice and support to develop the quality of under 5's provision, including Workforce Development.
To provide high quality Children Centre provision from all Poole Children's Centres through multi-agency working and universal and targeted support.
Theme: People - Children
Responsible Officer : Vicky Wales Element Name : Localities and Childcare
Service Aim : To meet the Local Authority duties under the Childcare Act.
To ensure supply of affordable accessible high quality early education and childcare places.
To ensure parents have access to appropriate information.
Financial Aim : To improve financial efficiency enabling more children and families to access services.
Forecast 2015/16 On overspend of 98k is expected, 78k of which relates to one-off spend relating to Public Health reserves and grants brought forward. A 25k overspend due to costs relating to the repair and maintenance of Childrens Centres and a 25k overspend resulting from investment in the commercialisation of "Starting Out" are covered in part by a saving due to vacancies over the course of the year.
Budget 2016/17 Savings identified under supplies and services / contractor payments have been used to increase the premises budget, reducing the pressure identified in 15/16. Public Health Fudning has been removed as one year use of reserves in 15/16 A vacancy saving of 1.5% has been incorporated into the 2016/17 budget.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 56.08 56.08 Research and information Officer move to Policy Directorate (0.60) Research and information Officer post deleted (0.45) Sufficiency and Audit post deletd (budget moved to Audit) (0.81) Adjustment to Hours 0.08 ELIT moved to base budget 0.60 Total Full Time Equivalent 56.08 54.90 STATEMENT OF SERVICE 2015-2017
Sheet No. CHILDREN'S SERVICES 15
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employee Costs 1,743 1,697 1,667 1,780 Premises 112 120 145 157 Transport 8 8 8 8 Supplies and Services 206 198 301 119 Contractor Payments 49 49 49 39 Transfer Payments 46 46 46 30 Support Costs 40 74 74 56 Depreciation and Impairment 210 57 57 57 Total Annual Costs 2,414 2,249 2,347 2,246
Income: Rents (11) (11) (11) (11) Other contribs.reimburse.grant (66) (66) (66) 0 Fees and Charges (16) (16) (16) (21) Recharges (25) (25) (25) (34) Total Annual Income (118) (118) (118) (66) Net Cost 2,296 2,131 2,229 2,180 Total Allocable Costs 112 144 144 140 Budgeted Cost 2,408 2,275 2,373 2,320
Budget Changes 2015/16 to Budget 2016/17 2,408 2,408 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (133) (125) Base Budget 2,275 2,283 Employee Budgets Pay Award 18 Incremental Drift 29 NI Changes 32 Transfer of Audit work post to Financial Services (21) 58 Funding Changes Public Health funding 66 Public Health funded spend (66) 0 Other Changes - Net Nil Impact Increase in Early Years workforce development activity 9 Income associated with increased activity (9) 0 Non ERP Savings / Efficiencies / Income Generation / Service Adjustments Starting out income (5) Children and Young people management of vacant posts (16) (21) Budgeted Cost 2,320 STATEMENT OF SERVICE 2014-2016 Sheet No. CHILDREN'S SERVICES 16 Service : Children and Young People's Social Care (CYPSC)
Description of Service : CYPSC comprises assessment and family support services for children in need, protection services, services for children looked after including care leavers, fostering, adoption and residential placement services.
Theme: People - Children
Responsible Officer : Gerry Moore Element Name : Children and Family Svs
Service Aim : To work in partnership with parents, professionals and the community to promote and safeguard the well-being of Children in Need and to help them to to achieve their full potential. Provide effective and timely services to reduce family breakdown. Protect children at risk of harm. Ensure placement stability and positive outcomes for children looked after.
2012/13 budget based on 137 Children Looked After
Financial Aim : To achieve an appropriate balance of expenditure between services which support children in need within their families and communities and the provision of care and services to children who are looked after by the Borough of Poole. In relation to the costs of caring for looked after children, to invest strongly in Poole's own fostering service so that foster carers care for 80% of children looked after. To make maximum use of government and other grants in partnership with statutory and voluntary organisations.
Forecast 2015/2016
The projected overspend is mainly due to a continued increase in the number and complexity of needs of children and young people requiring high cost residential and fostering placements.
Other additional costs are as a result of increased paymnets for adoption orders, residence orders and other adoptive expenditure. £153k of costs will be funded by the use of the reminder of the Adoption Reform Grant received in previous years.
Other pressures are also due to increased demand for Children in need and Independent Living costs.
Budget 2016/2017 The budget for 2016/17 has been prepared reflecting the additional expected ongoing pressures. STATEMENT OF SERVICE 2014-2016 Sheet No. CHILDREN'S SERVICES 16 Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 4,207 4,248 4,454 4,710 Premises Related Expenses 114 114 164 142 Transport Related Expenses 148 148 212 145 Supplies and Services 651 649 716 715 Agency and Contracted Services 5,701 4,704 6,008 5,886 Transfer Payments 19 19 23 30 Other Support Costs 2 1 4 0 Apportionment of SSMSS (Child Memo) 2,403 2,403 2,403 2,516 Depreciation and Impairment 23 34 34 34 Total Annual Costs 13,268 12,320 14,018 14,178 Income: Government Grants (212) (212) (128) (74) Other grants, reimbursements and conts. (269) (136) (208) (261) Recharges to other revenue heads (256) (256) (500) (734) Total Annual Income (737) (604) (836) (1,069) Net Cost 12,531 11,716 13,182 13,109 Budgeted Cost 12,531 11,716 13,182 13,109
Budget Changes 2015/16 to 2016/17 12,531 12,531 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (815) (808)
Base Budget 11,716 11,723
Employee Changes Payaward 46 Incremental drift 76 NI Changes 90 212
Growth Pressures - Demographic, Volume and Local Choice Cost of Children in Care (residential & fostering) 785 Section 17 & Independent Living 156 Education and Health contributions towards residential care costs (244) 697 Growth Pressures - Contractual Commitments IFA & Residential placements - inflation 33 Fostering fees & allowances 20 53 Growth Pressures - Operational Running Costs Adoption Services 386 386 Other Changes Additional staff - Families With Futures 156 Additional funding from families with futures (212) Post deleted CAMHS (24) Reduciton in funding from CAMHS 31 Other pay changes due to unit restructure 49 Employee costs transfer to Child Memo due to Service Unit Restructure (75) Asylum seekers budget rebase (exp) (48) Asylum seekers budget rebase (inc)) 48 Adoption trading income rebase (67) Adoption trading and other expenditure rebase 67 Staying put grant (30) Care Leavers expenditure funded from Staying Put grant 30 Drug and Alcohol services funding reduction 9 Drug and Alcohol services expenditure reduciton (9) (75) Adjustment to Statutory Support & Management (SSMSS) recharge 113 113 Budgeted Cost 13,109 STATEMENT OF SERVICE 2014-2016
Sheet No. CHILDREN'S SERVICES 17
Service : Youth Justice
Description of Service : The costs of services relating to young offenders - including secure accommodation, costs of Youth Offending Teams (YOT's), remand, fostering, bail support and Community service costs.
Theme: People - Children
Responsible Officer : Gerry Moore Element Name : YOUTH JUSTICE
Service Aim : To provide a range of services to young offenders or young people at risk of offending in order to reduce the level of youth crime and to enhance community safety.
To support, supervise and rehabilitate young offenders released from custody in order that they can live safely in the community.
Financial Aim : Youth Offending Service (YOS) is a multi-agency team with financial contributions from Education and Social Services in Poole and Bournemouth; from local health, probation and police services and from the Youth Justice Board. The aims are to:
- Ensure adequate and equitable funding between agencies.
- Maximise where possible access to Government grants.
- Commission services from the voluntary sector where this provides good quality and cost efficiency.
The Youth Offending Serivces is now part of a Pooled Budget hosted by Bournemouth Borough Council. The staff have been TUPED across to the Host authority during 2015/16. STATEMENT OF SERVICE 2014-2016
Sheet No. CHILDREN'S SERVICES 17
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 139 139 139 0 Supplies and Services 1 1 1 0 Agency and Contracted Services 105 105 105 245 Apportionment of SSMSS (ChildMemo) 55 55 55 53
Total Annual Costs 300 300 300 298
Income: 0
Net Cost 300 300 300 298
Budgeted Cost 300 300 300 298
Budget Changes 2015/16 to 2016/17 300 300
Adjustment to Statutory Support & Management (SSMSS) recharge (2)
(2) Budgeted Cost 298 STATEMENT OF SERVICE 2014-2016 Sheet No. CHILDREN'S SERVICES MEMO
Service : Support Service and Management Costs (memo item only)
Description of Service : Includes all support costs related to Social Services whether it is provided centrally or another Service Unit of the Council. Includes Management and Administration costs, service strategy, central advisory, policy and development, information and communications technology, personnel/finance, legal, property services and quality assurance contracts compliance/negotiation. There is a statutory requirement for this service category to be apportioned across the direct service headings on the basis of gross spend for Government reporting and in calculating Best Value cost indicators.
Theme: People - Children
Responsible Officer : Gerry Moore Element Name : SUPPORT & MAN COST C
Service Aim : To support direct provision of Children's Social Services.
Supporting Data : Year 0 Approved Forecast Year 1 Budget Resource Budget 2015/16 2015/16 2015/16 2016/17 % spend on SSMSS as a % of total CYPSC 25.00% 25.00% 25.00% 19.16% spend
Financial Aim : To ensure the % of gross spend on SSMSS, expressed as a % of total gross Children & Families social services spend does not exceed current levels.
Forecast 2015/2016 & Budget 2016/2017 Children Social Care has needed to employ an increased number of agency staff to cover vacant posts, Recruitment of permanent social workers continues. The projection also includes the cost for specialist expertise to undertake service reviews.
This statement of service is fully apportioned to Child16 & Child17 STATEMENT OF SERVICE 2014-2016 Sheet No. CHILDREN'S SERVICES MEMO
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 1,044 1,034 1,090 1,135 Premises Related Expenses 143 143 146 147 Transport Related Expenses 7 7 7 8 Supplies and Services 216 210 236 211 Agency and Contracted Services 26 26 26 26 Support Costs 0 0 32 31 Central Support Costs 0 0 0 Central Support Costs - Variable 211 191 185 185 Support costs - CY PIS 15 15 15 15 Other Support Costs 31 31 0 CYP Strategy Quality Improvement 0 0 8 0 Depreciation and Impairment 29 6 6 6
Total Annual Costs 1,722 1,663 1,751 1,764
Income: Government Grants (46) (46) (46) (24) Other grants, reimbursements & contributions (115) (115) (115) (115) Customer and client receipts : 0 Fees & Charges (1) (1) 0 Total Customer and client receipts : (1) 0 0 Recharges to other revenue heads (apportion) (2,458) (2,458) (2,458) (2,569)
Total Annual Income (2,620) (2,620) (2,619) (2,708)
Net Cost (898) (957) (868) (944)
Below the line - Allocable Costs Central Support Costs (Fixed) 898 938 938 944 Total Allocable Costs 898 938 938 944
Budgeted Cost 0 (19) 70 0
Apportioned to: Children 16 Children and Family Services 2,210 2,210 2,210 2,516 Children 17 Youth Justice 65 65 65 53 2,275 2,275 2,275 2,569
Budget Changes 2015/16 to 2016/17 0 0 Virements and Other Adjustments
Net Budget Transfers (virements) & Other Adjustments (19) (8) (19) (8) Employee Changes Payaward 12 12 Incremental drift 21 21 NI Changes 26 26 59 Other changes Contracts Officer transfer to C2 (15) Reduction in NQSW 22 Reduction in expenditure funded by NQSW (22) Employee costs transfer from Child 16 due to Service Unit restructure 75 Rounding (exp) (1) Rounding (inc) 1 60 Statutory apportionment to Direct service provision (111) Budgeted Cost 0 Children & Young People Social Care (CYPSC)
The Children and Young People Social Care Unit has undergone a service restructure during 2015/16. The staffing plan below reflects the new, ongoing team structure approved during 2015/16. Year 0 Year 1 Staffing Plan : Budget Budget 2015/16 2016/17 SERVICE MANAGEMENT 5.00 ASSESSMENT AND ACTION 10.00 CHILDREN IN CARE 10.50 PATHWAYS 14.00 FOSTERING 10.00 ADOPTION 12.00 FAMILIES FIRST 27.01 SAFEGUARDING AND PERMANENCE 33.00 YP UNIVERSAL PREVENTION (Drugs) 2.00 SERVICE SUPPORT 9.70 CHILD SOCIAL SERVICES MANAGEMENT - TRAINING 2.81 NQSW (ASYE-Assessed and supported Year in Employment) 0.00 OUT OF HOURS OFFICER 4.82 THE HUB 12.00 Total FTE 148.73 152.84
148.73 LESS YOS (Staff TUPED to Bournemouth BC) -3.68 LESS CAMHS (post deleted in re-structure) -0.50 LESS CONTRACTS OFFICER (transferred to Commissioning) -0.50 MENTAL HEALTH SW TRANSFERRED FROM ADULTS SOCIAL CARE 1.00 FAMILIES WITH FUTURES TRANSFERRED (new posts) 5.19 ADOPTION TEAM INCREASE 2.50 OTHER NET MOVEMENTS 0.10
Total Full Time Equivalents - CYPSC 152.84
Profile of CYPSC Staffing Plan across Statements of Service Child16 0.00 130.51 Child17 0.00 0.00 CS Memo Support Service and Management 0.00 22.33 0.00 152.84 * Funded by government grants
BUDGET 2016/2017
PEOPLE
ADULT SOCIAL SERVICES
THEME
BUDGET 2016/2017
Index to People - Adult Social Care Theme
Financial Summary
Summary of general issues common to some or all
Adult Social Services – Staffing Plans
People - Adult Social Services Statements of Service
Statements of Service Reference No.
- Physical Support 18-64 PA 01
- Sensory Support 18-64 PA 02
- Support with Memory and Cognition 18-64 PA 03
- Learning Disabilities Support 18-64 PA 04
- Mental Health 18-64 PA 05
- Substance Misuse PA 06
- Carer Support PA 08
- Equipment and Telecare PA 09
- Social Care Activities PA 10
- Information and Early Intervention PA 11
- Commissioning and Service Delivery PA 12
- Elderly People PA 13
- Services outside of statutory adult social care scope
BUDGET 2016/2017
INDEX OF SERVICES
PA 01: Physical Support 18-64 Services attributable to adults and older people where the primary support reason for their care is related to Physical Disabilities (access and mobility or personal care support. Costs specifically include: nursing and residential care, supported accommodation, direct payments, home care, day care and supported living and short term support.
PA 02: Sensory Support 18-64 Services attributable to all adults where the primary support reason for their care is related to Sensory Impairment (visual, hearing or other). Costs specifically include: nursing and residential care, supported accommodation, direct payments, home care, day care and supported living and short term support.
PA 03: Support with Memory and Cognition 18-64 Services attributable to all adults where the primary support reason for their care is related to Mental: Memory and Cognition needs. Costs specifically include: nursing and residential care, supported accommodation, direct payments, home care, day care and supported living and short term support.
PA 04: Learning Disabilities Support 18-64 Services attributable to all adults where the primary support reason for their care is related to Mental: Intellectual and Learning needs. Costs specifically include: nursing and residential care, supported accommodation, direct payments, home care, day care and supported living and short term support.
PA 05: Mental Health 18-64 Services attributable to all adults where the primary support reason for their care is related to Mental: Psychological and Emotional needs. Costs specifically include: nursing and residential care, supported accommodation, direct payments, home care, day care and supported living and short term support.
PA 06: Substance Misuse Services attributable to all adults where the primary support reason for their care is Related to Social: Substance Misuse. Include services where the need for support arises primarily as a result of alcohol abuse, drug abuse and other substance abuse, e.g. solvents.
PA 08: Carer Support Services attributable to all adults where the primary support reason for their care is related to Carer Support. Services include: direct payments, Local Authority managed personal budgets, and Local Authority commissioned services. PA 09: Equipment and Telecare Include costs attributable to all adults regardless of their primary support reason. Include prevention services and assistive equipment/minor adaptations and technology.
PA 10: Social Care Activities Includes any staff or other revenue expenditure associated with social work practise in relation to supporting individuals through a care and risk management process. Include: - Assessment - Front-line assessment of clients - Review - Front-line review of clients - Care Management - Providing other care management activities with clients such as detailed planning of their support to meet their eligible needs, brokerage and navigation following a statutory assessment or review, and ongoing professional support. - Safeguarding - Supporting all aspects of front line safeguarding activity, from raising initial concerns to investigations and developing safeguarding plans to minimise risk.
PA 11: Information and Early Intervention Includes expenditure on any service or support for which there is no test of eligibility and no requirement for review. Includes information and advice, screening and signposting, prevention/low level support and independent advocacy.
PA 12: Commissioning and Service Delivery Includes expenditure on commissioning or commissioning-related functions such as: - Strategic business direction (e.g. needs analysis, policy or strategic development); - Business planning; - Commissioning and de-commissioning functions; - Commissioning, procurement and management; - Communications and personal protective equipment; - Governance and support; - Responding to complaints and complaint management.
PA 13: Elderly People Services attributable to adults aged over 65 where support reasons include the whole spectrum of potential needs. Costs specifically include: nursing and residential care, supported accommodation, direct payments, homecare, day care, supported living and short term support.
Services outside of statutory adult social care scope Includes all Supported Employment activities to all client groups and administration of the Crisis Loan Scheme (Social fund).
People - Adult Social Care Budget Summary 2016/2017
Net Gross Gross Net Sheet No: Statement of Service Description Budget Expenditure Income Budget 2015/16 2016/17 2016/17 2016/17 £000's £000's £000's £000's
PA 1 Physical Support 18-64 2,207 2,318 (210) 2,108 PA 2 Sensory Support 18-64 78 71 (9) 62 PA 3 Support with Memory and Cognition 18-64 88 106 (15) 91 PA 4 Learning Disabilities Support 18-64 12,002 14,356 (1,935) 12,421 PA 5 Mental Health 18-64 1,314 1,243 (40) 1,203 PA 6 Substance Misuse 0 1,038 (1,038) 0 PA 8 Carer Support 145 226 (80) 146 PA 9 Equipment & Telecare Support 662 798 (122) 676 PA 10 Social Care Activities 5,480 6,397 (924) 5,473 PA 11 Information and Early Intervention 547 576 (44) 532 PA 12 Commissioning and Service Delivery 4,652 5,279 (617) 4,662 PA 13 Elderly People 65+ 13,322 24,292 (10,967) 13,325 Services outside of statutory adult social care scope 77 150 (76) 74
Total for People - Adult Social Care 40,574 56,850 (16,077) 40,773 Adult Social Services
Summary of issues common to Adult Social Services Statements of Services
Overview Summary - Budget 2016/17
PRESSURES The Council is investing £2.9m in Adult Social Care Costs in 2016/17. The investment includes a pay award of 1%, National Insurance changes, a combination of growth in demand for Adult Social Care Services along with assumptions of specific inflationary pressures within the market including the impact of the new Mational Living Wage and in-house services running costs. The investment also reflects the change in care serivces, market conditions in Poole and the loss of the Independent Living Fund after the function trasferred to Local Authorities during 2015/16.
SAVINGS, EFFICIENCIES AND ADDITIONAL INCOME The 2016/17 budget reflects £2.8m of savings deliverable within the Adult Social Care Services including review of direct payments, review of one to one care requirement, targeted review of telecare, review of help desk and reablement services as well as night care and intermediate care services and other general efficiencies.
Savings and efficiencies will also be delivered from the review of Housing related support and other contracts, the management of staff vacancies, a reduction in cost of Court of Protection for Deprivation of Liberty cases, the provision for Ordinary Residence and a rebase of the budget requriement for Mental Health services.
Additional income will be achieved from Fairer Contribution policy changes agreed by Council in February and a rebase of residential care user contributions.
It should be highlighted that the assumption remains that Poole will continue to receive a £1m Better Care Fund contribution from the Dorset Clinical Commissioning Group (CCG) for the protection of Adult Social Care.
Summary of issues affecting future years
SOCIAL CARE PRECEPT
The “Social Care Precept” is an additional Government flexibility to raise a further 2% in Council Tax for Authorities with Social Care responsibilities, as long as it is used entirely for Adult Social Care. This additional support as the Government consider it, reflects their recognition that demand for Adult Social Care and Children’s Services is growing, both in terms of the numbers of people requiring care and in the complexity of people's needs which leaves authorities responsible for such services facing acute pressures at the time when the Government are passporting the brunt of their austerity measurers onto local councils.
The Social Care Precept will permit the Council to raise £1.3m to invest in Social Care. BETTER CARE FUND The Better Care Fund (BCF) was introduced in 2015/16. It is designed to provide an opportunity to pool together the funding with the NHS to provide better services for older and disabled people, keeping them out of hospital and avoiding long hospital stays.
This BCF does not yet contain any new Government funding; it is already in the system supporting the delivery of critical and vital services across both Health and Social Care. Therefore any redeployment of resources from existing NHS service delivery will need to show clear benefits to the Health and Care system as a whole.
The arrangements for the scheme in 2016/17 have been simplified with the removal of the payment for performance framework. In its place are two new national conditions: • Local funds are to include NHS commissioned out-of-hospital services, to ensure continued investment in a wide range of services, including social care. • A clear and focused action plan is to be developed for managing delayed transfers of care (DTOC), including locally agreed targets.
The settlement confirms that the current Better Care Fund will continue. Also announced was an additional £1.5bn nationally by 2019/20 through a specific Improved Better Care Fund Grant with national in-year 2017/18 - £105m 2018/19 - £825m 2019/20 - £1,500m Their intention is to allocate this funding through a new separate specific grant to local authorities using a methodology which provides greater funding to those authorities which benefit less from the additional council tax flexibility for Social Care. Poole indicative allocations are: 2017/18 - £0 2018/19 - £1.215m 2019/20 - £2.655m The Government intend to consult “in due course” the basis of distribution of the grant. What has been included in the settlement is their default option.
Unclear is the extent to which these resources will interplay with any promises of resources being made available to the National Health Services (NHS). Previous BCF allocations were included in both: the finance settlements for local government and the NHS, with it eventually being determined not to be new money but already resources within the system.
LOCAL HEALTH SYSTEM SUSTAINABILITY AND TRANSFORMAITON PLANS (STPs) The 2015 Spending Review set out an ambitious plan so that by 2020 Health and Social Care will be integrated across the country. A local plan must be developed for this in 2016/17, with areas moving on from national management of the BCF when they can demonstrate the required level self-sufficiency. Every Health and Care System will be asked to come together, to create its own ambitious local blueprint for accelerating its implementation of the forward view. STPs will cover the period between October 2016 and March 2021 and will be subject to formal assessment. STPs must cover all areas of CCG (Clinical Commissioning Group) and NHS England commissioned activity as well as better integrantion with local authority services, including, but not limited to, prevention and social care, reflecting local agreed health and wellbeing strategies. Adult Social Services
Year 0 Year 1 Budget Budget 2014/15 2015/16 Primary Care/Localities (including PICS and Hospital Discharge) 88.34 90.70 Sensory Loss Team 3.60 3.60 Supported Living Service 55.15 55.00 Learning & Leisure (includes Seaview & COAST) 44.19 0.00 Administration & Support Service 19.34 18.78 Direct Payments Support Team 3.00 3.00 Contracts & Brokerage 19.34 21.33 Older Peoples Day Services 20.17 0.00 Mental Health Team 14.34 14.33 Learning Disability (LD) Team - Including Shared Lives 21.87 20.87 Substance Misuse - Drug Action Team & Poole Addictions Community Team 13.36 12.34 Management team 9.13 10.10 PICS - In house 5.01 1.00 Training Services 7.59 7.68 IT Systems Administration 8.34 7.34 Help Desk and Blue Badge Support 10.96 10.70 Adult Protection 4.41 5.41 Deprivation of Liberty Assessment 2.45 2.68 Day Services Catering 6.76 6.30 Community Mental Health Team (Older People) 3.60 3.60 Strategic & Project Management 3.00 3.00 Qualitty Assurance 5.35 4.75 Stroke Care for Adults 0.35 0.35 Change Management Team 5.20 6.00 Carers Support 1.00 1.00 Crisis Loans Support 2.00 2.00 Reablement Team 32.72 34.47 Commissioning & Improvement Admin Support 12.63 13.32 423.20 359.65
423.20
Less staff due to TUPE transfer to contracted services -64.36 Transfer to other Service Units -0.50 Review of Intermediate Care Service -4.01 Vacant posts deleted -3.70 Post transfer to Public Health funded contract -1.00 Various posts hours reconfiguration across Adult Social Care -0.98
More staff due to Sec 75 funded Localities posts 5.00 Nightcare service review 3.41 New posts due to reserve funding and savings in non salary budgets 2.59
359.65
Profile of Adult Social Care Units of Staffing Plan across Statements of Service (reinstated) PA01: Physical Disability 18-64 0.65 0.00 PA04: Mental: Intellectual and Learning 18-64 99.54 55.00 PA05: Mental Psychological and Emotional 18-64 0.50 0.00 PA06: Social: Substance Misuse 3.61 2 PA08: Social: Carer Support 1.00 1.00 PA10: Social Care Activities (non-attributable costs) 161.37 165.39 PA11: Social Care Universal Services (non-attributable costs) 10.96 10.70 PA12: Commissioning and Service Delivery (non-attributable costs) 87.02 88.09 PA13: Elderly People 65+ 56.55 35.47 OTHER SOCIAL CARE MANAGED SERVICES 2.00 2.00 423.20 359.65 ADULT SOCIAL CARE AND PUBLIC HEALTH BUDGET 2016/17 SUMMARY OTHER ASC PA1 PA2 PA3 PA4 PA5 PA6 PA8 PA9 PA10 PA11 PA12 PA13 MANAGED Equipment & Memory and Learning Mental Substance Carer Physical Sensory Telecare Social Care Commissioning TOTAL Cognition Disability Health Misuse Support Social Care Elderly People Other - Social Support 18- Support Support Universal and Service PEOPLE Support Support Support (client (client Activities 65+ Care Managed 64 18-64 (clients Services Delivery ADULTS 18-64 18-64 18-64 related) related) related) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Description Revenue Expenditure Employee Costs 0 0 0 1,571 0 90 40 0 5,978 320 2,502 968 120 11,589 Premises 0 0 0 6 0 0 0 75 0 0 348 0 0 429 Transport 0 0 0 86 3 2 2 0 57 0 12 97 0 259 Supplies and Services 0 0 0 38 4 0 44 723 157 2 360 0 9 1,337 Contractor Payments 1,643 4 106 10,950 1,150 579 123 0 208 254 236 21,879 21 37,153 Transfer Payments 675 67 0 1,156 86 0 6 0 0 0 0 970 0 2,960 Support Costs 0 0 0 263 0 367 10 0 (3) 0 351 299 0 1,287 Central Support Costs 0 0 0 0 0 0 0 0 0 0 1,407 0 0 1,407 Central Support Costs Variable 0 0 0 0 0 0 1 0 0 0 2 0 0 3 Depreciation and Impairment 0 0 0 286 0 0 0 0 0 0 61 79 0 426 Revenue Expenditure Total 2,318 71 106 14,356 1,243 1,038 226 798 6,397 576 5,279 24,292 150 56,850
Income Rents 0 0 0 (216) 0 0 0 0 0 0 0 0 0 (216) Government Grants 0 0 0 0 0 0 0 0 (18) 0 0 0 0 (18) Other contribs.reimburse.grant (6) 0 0 (726) (9) (57) (80) (122) (550) (10) (115) (3,621) (58) (5,354) Fees and Charges (204) (9) (15) (993) (31) 0 0 0 (9) (34) (172) (7,346) (18) (8,831) Recharges 0 0 0 0 0 (981) 0 0 (347) 0 (330) 0 0 (1,658) Income Total (210) (9) (15) (1,935) (40) (1,038) (80) (122) (924) (44) (617) (10,967) (76) (16,077)
Social Services Total 2,108 62 91 12,421 1,203 0 146 676 5,473 532 4,662 13,325 74 40,773 STATEMENT OF SERVICE 2015-2017 Sheet No. PA01 Service : Physical Support 18-64 Description of Service : Services attributable to adults aged up to 65 where the primary support reason for their care is related to Physical Disabilities (access and mobility or personal care support). Costs specifically include: nursing and residential care, supported accommodation, direct payments, home care, day care and supported living and short term support.
Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : PHYSICAL DISABILITY SUPPORT 18-64
Service Aim : Provide and develop services which support independence; Help people with phisical support needs avoid unnecessary hospital admission; To provide services which safeguard people from harm; Ensure that people with physical support needs are treated as individuals and they receive the appropriate and timely social care which meets their needs; To provide co-ordinated services with the NHS, to promote faster recovery from illness and support timely discharge from hospital; To work with the NHS to develop services which promote choice, control health and wellbeing
Supporting Data : Year 0 Approved Forecast Year 1 Budget Resource Budget 2015/16 2015/16 2015/16 2016/17 Total Number People with Physical Support needs in 14 16 10 13 Residential Care Total Number of People with Physical Support needs in Nursing 4 5 5 5 Care Average number Independent Sector Homecare Hrs per wk 956 1134 1084 885 Number of Direct Payments 81 105 58 56
Financial Aim : To ensure that resources are planned and provided at levels which represent best value for money and allow for choice and different responses for different needs and circumstances. To plan, commission, purchase and monitor an adequate supply of appropriate, cost effective and safe provision for those eligible. STATEMENT OF SERVICE 2015-2017 Sheet No. PA01 Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 15 15 15 0 Transport Related Expenses 1 1 4 0 Agency and Contracted Services 1,577 1,577 1,523 1,643 Transfer Payments 848 819 835 675 Apportionment of Day Services to Statements of Service 92 92 92 0 Total Annual Costs 2,533 2,504 2,469 2,318
Income: Other grants, reimbursements and contributions (93) (93) (87) (6) Customer and client receipts : Fees & Charges (233) (204) (234) (204) Total Customer and client receipts : (233) (204) (234) (204) Total Annual Income (326) (297) (321) (210) Net Cost 2,207 2,207 2,148 2,108
Budgeted Cost 2,207 2,207 2,148 2,108
Budget Changes 2015/16 to 2016/17 2,207 2,207
Net Budget Transfers (virements) & Other Adjustments 0 0
Base Budget 2,207 2,207 Contractual commitments and increased operational running costs Inflationary increase 104 104 Savings / Efficiencies / Income Generation / Service Adjustments Direct Payments review (118) Housing Related Support (56) Review Poole Intermediate Care Service operating costs (15) Fairer Contributions review including Helpdesk review effects (32) Helpdesk review and Reablement Services (55) Targeted review of Telecare (15) Review of nightcare (5) (296) Other Changes Social Care grant allocation transfer to other statement of service 87 Fairer Contributions reallocation to appropriate statement of service 32 Other minor movements between statements of service (1) Reallocation of care services to other headings (25) 93
2,108 STATEMENT OF SERVICE 2015-2017 Sheet No. PA02 Service : Sensory Support 18-64 Description of Service : Services attributable to adults aged up to 65 where the primary support reason for their care is related to Sensory Impairment (visual, hearing or other). Costs specifically include: nursing and residential care, supported accommodation, direct payments, home care, day care and supported living and short term support.
Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : SENSORY IMPAIRMENT 18-64
Service Aim : To provide services to people with sensory impairment; Help people live as safely and independently as possible and improve their quality of life; Develop services which respond to expressed needs/aspirations of people with sensory impairment; Maximise the choice and control that people have over the service they receive; Promote an approach to active citizenship, including opportunities for work and leisure; Provide services which actively promote independence and reduce dependency.
Supporting Data : Year 0 Approved Forecast Year 1 Budget Resource Budget 2015/16 2015/16 2015/16 2016/17 Number of Independent sector Homecare Hrs per week 4 11 11 5 Number of Direct Payments 22 22 17 16
Financial Aim : To ensure that resources are planned and provided at levels which represent best value for money and allow for choice and different responses for different needs and circumstances. To plan, commission, purchase and monitor an adequate supply of appropriate, cost effective and safe provision for those eligible.
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Agency and Contracted Services 4 4 4 4 Transfer Payments 84 81 73 67 Total Annual Costs 88 85 77 71
Income: Customer and client receipts : Fees & Charges (10) (7) (10) (9) Total Customer and client receipts : (10) (7) (10) (9)
Total Annual Income (10) (7) (10) (9) Net Cost 78 78 67 62
Budgeted Cost 78 78 67 62
Budget Changes 2015/16 to 2016/17 78 78
Net Budget Transfers (virements) & Other Adjustments 0 0
Base Budget 78 78
Contractual commitments and increased operational running costs Inflationary increase 4 4 Savings / Efficiencies / Income Generation / Service Adjustments Direct Payments review (15) Fairer Contributions review including Helpdesk review effects (2) (17) Other Changes Reallocation of care services to other primary needs headings (3) (3)
62 STATEMENT OF SERVICE 2015-2017 Sheet No. PA03 Service : Support with Memory and Cognition 18-64 Description of Service : Services attributable to adults aged up to 65 where the primary support reason for their care is related to Mental: Memory and Cognition needs. Costs specifically include: nursing and residential care, supported accommodation, direct payments, home care, day care and supported living and short term support.
Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : MEMORY AND COGNITION 18-64
Service Aim : To support people with memory and cognition needs; To provide services which safeguard people from harm; Ensure that people with memory & cognition support needs are treated as individuals and they receive the appropriate and timely social care which meets their needs; To provide co-ordinated services with the NHS, to promote faster recovery from illness; To work with the NHS to develop services which promote choice, control health and wellbeing
Supporting Data : Year 0 Approved Forecast Year 1 Budget Resource Budget 2015/16 2015/16 2015/16 2016/17 Total Number People with Physical Support needs in 2 3 2 2 Residential or Nursing Care Average number Independent Sector Homecare Hrs per wk 6 6 15 18
Financial Aim : To ensure that resources are planned and provided at levels which represent best value for money and allow for choice and different responses for different needs and circumstances. To plan, commission, purchase and monitor an adequate supply of appropriate, cost effective and safe provision for those eligible.
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Agency and Contracted Services 103 103 97 106 Total Annual Costs 103 103 97 106
Income: Customer and client receipts : Fees & Charges (15) (15) (10) (15) Total Customer and client receipts : (15) (15) (10) (15)
Total Annual Income (15) (15) (10) (15) Net Cost 88 88 87 91
Budgeted Cost 88 88 87 91
Budget Changes 2015/16 to 2016/17 88 88
Net Budget Transfers (virements) & Other Adjustments 0 0
Base Budget 88 88 Contractual commitments and increased operational running costs Inflationary increase 4 4 Other Changes Change of service user profile (1) (1)
91 STATEMENT OF SERVICE 2015-2017 Sheet No. PA04 Service : Learning Disabilities Support 18-64 Description of Service : Services attributable to adults aged up to 65 where the primary support reason for their care is related to Learning Disability Support needs. Costs specifically include: nursing and residential care, supported accommodation, direct payments, home care, day care and supported living and short term support.
Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : INTELLECTUAL & LEARNING 18-64
Service Aim : To protect the most vulnurable people wih learning disabilities within the community from injury or abuse from others or themselves. To support vulnuable individuals to remain safe and independent, achieving the outcomes that they set for themselves.
Supporting Data : Year 0 Approved Forecast Year 1 Budget Resource Budget 2015/16 2015/16 2015/16 2016/17 Total Number of People in Residential Care 53.3 53.3 49.5 51 Total Number of People in Respite Care 2.3 2.3 2.3 2.35 Number of People in Shared Lives placement 40.5 40.5 36.6 49.25 Supported Living settings - Tenants at Ashmore & Christopher 33 33 31 33 Crescent (staffed by the BOP) Number of Direct Payments 97.75 97.75 122 117 Average number Independent Sector Homecare hrs per wk 5,705 5,705 5,903 5,676
Financial Aim : To ensure that resources are planned and provided at levels which represent best value for money and allow for choice and different responses for different needs and circumstances. To plan, commission, purchase and monitor an adequate supply of appropriate, cost effective and safe provision for those eligible. STATEMENT OF SERVICE 2015-2017 Sheet No. PA04 Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 2,534 2,507 2,636 1,571 Premises Related Expenses 79 79 82 6 Transport Related Expenses 118 118 170 86 Supplies and Services 83 83 79 38 Agency and Contracted Services 10,215 10,112 10,791 10,950 Transfer Payments 1,023 985 1,306 1,156 Central Support Costs - Variable 0 0 6 0 Other Support Costs 260 260 245 263 Depreciation and Impairment 242 286 286 286 Total Annual Costs 14,554 14,430 15,601 14,356
Income: Rents 0 0 0 (216) Government Grants 0 (347) (474) 0 Other grants, reimbursements & contributions (1,371) (992) (950) (726) Customer and client receipts : Fees & Charges (840) (798) (842) (993) Total Customer and client receipts : (840) (798) (842) (993) Recharges (341) (341) (341) 0 Total Annual Income (2,552) (2,478) (2,607) (1,935) Net Cost 12,002 11,952 12,994 12,421
Budgeted Cost 12,002 11,952 12,994 12,421
Budget Changes 2015/16 to 2016/17 12,002 12,002
Net Budget Transfers (virements) & Other Adjustments (50) (50)
Base Budget 11,952 11,952
Pay Changes Pay award 10 Incremental drift 5 National Insurance changes 24 39 Government Requirements Independent Living Fund grant terminating - expenditure pressure 194 Independent Living Fund grant terminating - loss of funding 347 541 Demographics & Volume Changes LD Level 4 Crisis Pathway arrangement 70 Volume changes and budget rebase 173 Contributions volume changes and budget rebase (127) 116 Contractual commitments and increased operational running costs Learning Disabilities operational costs increase (Supported Living and Residential Care) 235 Inflationary increase 356 591 Savings / Efficiencies / Income Generation / Service Adjustments Direct Payments and one to one care review (283) General Efficiencies (250) Ordinary Residence related efficiencies (167) Review Poole Intermediate Care Service operating costs (5) Fairer Contributions review (55) Housing Related Support, Helpdesk and Reablement Services review (36) (796) Other Changes Campus budget transfer to Elderly People 65+ with LD (162) Campus funding transfer to Elderly People 65+ with LD 64 Additional fleet costs 6 Social Care grant allocation transfer between statements of service 229 Reallocation of care services between various headings 57 Fairer Contributions reallocation between statements of service (37) Day centre recharges between statements of service removed (now direct contract) 341 Day centre recharges between statements of service removed (now direct contract) (517) Solar panels electricity savings (10) Seaview lease payment transfer to contract price 216 Seaview lease income (216) Transfer of self-funder income to Local Authority Trading Company contract 8 Other minor income changes (1) (22)
12,421 STATEMENT OF SERVICE 2015-2017 Sheet No. PA05 Service : Mental Health 18-64 Description of Service : Services attributable to adults aged up to 65 where the primary support reason for their care is related to Mental: Psychological and Emotional needs. Costs specifically include: nursing and residential care, supported accommodation, direct payments, home care, day care and supported living and short term support.
Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : PSYCHOLOGICAL & EMOTIONAL 18-64
Service Aim : To support people with mental health needs in maintaining their home, their jobs and relationships. To promote information and accessible effective interventions for those with mental health needs.
Supporting Data : Year 0 Approved Forecast Year 1 Budget Resource Budget 2015/16 2015/16 2015/16 2016/17 Numbers of people in Residential Care (MH needs) 15 15 13.30 15.00 Numbers of people in Nursing care (MH needs) 1 1 1 1 Number of Independent Sector Homecare Hrs per week 87 177 187 177 Number of Direct Payments 8 8 8 8
Financial Aim : To ensure that resources are planned and provided at levels which represent best value for money and allow for choice and different responses for different needs and circumstances. To plan, commission, purchase and monitor an adequate supply of appropriate, cost effective and safe provision for those eligible.
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 11 11 11 Transport Related Expenses 4 4 2 3 Supplies and Services 4 4 0 4 Agency and Contracted Services 1,214 1,193 1,066 1,150 Transfer Payments 105 102 105 86 Apportionment of Day Services to Statements of Service 52 52 52 0 Total Annual Costs 1,390 1,366 1,236 1,243
Income: Other grants, reimbursements and conts (40) (9) 0 (9) Customer and client receipts : Fees & Charges (36) (33) (41) (31) Total Customer and client receipts : (36) (33) (41) (31)
Total Annual Income (76) (42) (41) (40) Net Cost 1,314 1,324 1,195 1,203
Budgeted Cost 1,314 1,324 1,195 1,203
Budget Changes 2015/16 to 2016/17 1,314 1,314
Net Budget Transfers (virements) & Other Adjustments 10 10
Base Budget 1,324 1,324 Contractual commitments and increased operational running costs Inflationary increase 34 34 Savings / Efficiencies / Income Generation / Service Adjustments Direct Payments review (13) Review of Mental Health residential care requirement (92) Review Poole Intermediate Care Service operating costs (10) Fairer Contributions review including Helpdesk review effects (2) Helpdesk review and Reablement Services (6) Contracts review (30) (153) Other Changes Fairer Contributions reallocation between statements of service 4 Movements between statements of service (changes of apportionment) (6) (2)
1,203 STATEMENT OF SERVICE 2015-2017 Sheet No. PA06 Service : Substance Misuse Description of Service : Services attributable to all adults where the primary support reason for their care is related to Social: Substance Misuse. Include services where the need for support arises primarily as a result of alcohol abuse, drug abuse and other substance abuse, e.g. solvents.
Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : SUBSTANCE MISUSE
Service Aim : To commission high quality services for people misusing substances with sufficient flexibility to changing healthcare needs; To prevent delay and duplication that reduces effectiveness of the Service Users treatment; To ensure the governance arrangements are in place to protect Service Users, carers and community. Service no longer the responsibility of Borough of Poole
Financial Aim : To ensure commissioned service lays within Public Health funding arrangements and develop plans that create capacity, secure efficiency as well as identify areas for re-investment.
Service no longer the responsibility of Borough of Poole
Budget 2015/16 (This section summarises the issues specific to PA 6 only) Overview Summary
This Statement of Service includes services which are exclusively Drug and Alcohol Addiction related and are managed via pooled treatment budget. Drug and Alcohol Addiction services are now incorporated and fully funded from the transfer of Public Health monies.
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 127 126 125 90 Transport Related Expenses 2 2 1 2 Agency and Contracted Services 551 592 586 579 Other Support Costs 347 367 377 367 Total Annual Costs 1,027 1,087 1,089 1,038
Income: Government Grants (9) (9) 0 0 Other grants, reimbursements and contributions (75) (75) (88) (57) Recharges (943) (1,004) (1,001) (981) Total Annual Income (1,027) (1,088) (1,089) (1,038) Net Cost 0 (1) 0 0
Budgeted Cost 0 (1) 0 0
Budget Changes 2015/16 to 2016/17 0 0
Net Budget Transfers (virements) & Other Adjustments (1) 0
Base Budget (1) 0
Other Changes Public Health funded Services reconfiguration (50) Public Health funded Services reconfiguration 50 0 STATEMENT OF SERVICE 2015-2017 Sheet No. PA08 Service : Carer Support Description of Service : Services attributable to all adults where the primary support reason for their care is related to Carer Support. Services include: direct payments, Local Authority managed personal budgets, and Local Authority commissioned services.
Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : CARER SUPPORT
Service Aim : To ensure that carers needs for support are appropriately assessed; Consideration is given to the outcomes that the carers want to achieve in their daily life, their activities beyond their caring respornsibilities and the impact of caring upon those activities, including desire and ability to work and partake in education, training or recreational activities.
Financial Aim : To ensure that resources are planned and provided at levels which represent best value for money and allow for choice and different responses for different needs and circumstances. To plan, commission, purchase and monitor an adequate supply of appropriate, cost effective and safe provision for those eligible. Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 39 39 41 40 Transport Related Expenses 2 2 0 2 Supplies and Services 44 44 14 44 Agency and Contracted Services 123 123 152 123 Transfer Payments 6 6 7 6 Central Support Costs Central Support Costs - Variable 1 1 1 1 Other Support Costs 10 10 10 10 Total Annual Costs 225 225 225 226
Income: Other grants, reimbursements and contributions (80) (80) (80) (80) Total Annual Income (80) (80) (80) (80) Net Cost 145 145 145 146
Budgeted Cost 145 145 145 146
Budget Changes 2015/16 to 2016/17 145 145
Net Budget Transfers (virements) & Other Adjustments 0 0
Base Budget 145 145
Pay Changes National Insurance changes 1 1
146 STATEMENT OF SERVICE 2015-2017 Sheet No. PA09 Service : Equipment & Telecare Support Description of Service : Include costs attributable to all adults regardless of their primary support reason. Include prevention services and assistive equipment/minor adaptations and technology. Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : EQUIPMENT & TELECARE
Service Aim : To provide a range of equipment, electronic aids and adaptations that enable disabled adults and older peple to retain independence, safety and comfort in their own home.
Financial Aim : To ensure that resources are planned and provided at levels which represent best value for money and allow for choice and different responses for different needs and circumstances. To plan, commission, purchase and monitor an adequate supply of appropriate, cost effective and safe provision for those eligible.
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 0 0 0 0 Premises Related Expenses 30 75 75 75 Supplies and Services 632 709 709 723 Total Annual Costs 662 784 784 798
Income: Other grants, reimbursements and contributions 0 (122) (122) (122)
Total Annual Income 0 (122) (122) (122)
Net Cost 662 662 662 676
Budgeted Cost 662 662 662 676
Budget Changes 2015/16 to 2016/17 662 662
Net Budget Transfers (virements) & Other Adjustments 0 0
Base Budget 662 662 Contractual commitments and increased operational running costs Integrated Community Equipment Store uplift 14 14
676 STATEMENT OF SERVICE 2015-2017 Sheet No. PA10 Service : Social Care Activities Description of Service : Includes any staff or other revenue expenditure associated with social work practice in relation to supporting individuals through a care and risk management process. Include: - Assessment - front-line assessment of clients - Review - front-line review of clients - Care Management - Providing other care management activities with clients such as detailed planning of their support to meet their eligible needs, brokerage and navigation following a statutory assessment or review, and ongoing professional support. - Safeguarding - Supporting all aspects of front line safeguarding activity, from raising initial concerns to investigations and developing safeguarding plans to minimise risk. Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : SOCIAL CARE ACTIVITIES
Service Aim : To deliver high quality support and protective intervention for vulnurable adults, families and carers; Work with individual service users, their families and/or carers as part of an agreed plan promoting health and wellbeing.
Financial Aim : To invest available money in services that have a benefit to both social care and Health systems. A key component will be investment in 'Reablement' services that improve individuals long term health; to prevent, reduce and mitigate the need for long term social and health care.
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 5,924 5,755 5,681 5,978 Transport Related Expenses 58 58 61 57 Supplies and Services 196 192 112 157 Agency and Contracted Services 208 208 238 208 Central Support Costs - Variable 0 0 25 Other Support Costs (3) (3) (3) (3) Total Annual Costs 6,383 6,210 6,114 6,397
Income: Government Grants (18) (18) (86) (18) Other grants, reimbursements and contributions (528) (413) (453) (550) Customer and client receipts : Fees & Charges (9) (9) (7) (9) Total Customer and client receipts : (9) (9) (7) (9) Recharges (348) (348) (354) (347) Total Annual Income (903) (788) (900) (924) Net Cost 5,480 5,422 5,214 5,473
Budgeted Cost 5,480 5,422 5,214 5,473
Budget Changes 2015/16 to 2016/17 5,480 5,480
Net Budget Transfers (virements) & Other Adjustments (58) (38)
Base Budget 5,422 5,442 Pay Changes Pay award 42 Incremental drift 23 National Insurance changes 94 159 Contractual commitments and increased operational running costs Integrated Locality teams - operational costs 10 10 Savings / Efficiencies / Income Generation / Service Adjustments Deprivation of Liberty Service Court Costs (75) Managing staff efficiencies (60) (135) Other Changes Other staff budget related changes (4) Section 75 funded staff 137 Section 75 funding (137) Other minor income changes 1 (3)
5,473 STATEMENT OF SERVICE 2015-2017 Sheet No. PA11 Service : Information and early Intervention Description of Service : Includes expenditure on any service or support for which there is no test of eligibility and no requirement for review. Includes information and advice, screening and signposting, prevention/low level support and independent advocacy. Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : SOCIAL CARE UNIVERSAL SERV
Service Aim : To maintain accessible information and advice services relating to care and support for adults and support for carers that meet the needs of the population of Poole.
Financial Aim : To deliver Information and early intervention services in a cost effective manner
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 321 319 396 320 Transport Related Expenses 0 0 1 0 Supplies and Services 36 36 3 2 Agency and Contracted Services 234 234 299 254 Central Support Costs - Variable 0 0 2 Total Annual Costs 591 589 701 576
Income: Other grants, reimbursements and contributions (10) (10) (17) (10) Customer and client receipts : Fees & Charges (34) (34) (28) (34) Total Customer and client receipts : (34) (34) (28) (34)
Total Annual Income (44) (44) (45) (44) Net Cost 547 545 656 532
Budgeted Cost 547 545 656 532
Budget Changes 2015/16 to 2016/17 547 547
Net Budget Transfers (virements) & Other Adjustments (2) (1)
Base Budget 545 546 Pay Changes Pay award 1 Incremental drift 1 National Insurance changes 3 5 Savings / Efficiencies / Income Generation / Service Adjustments Managing staff efficiencies (5) Contracts review (24) (29) Other Changes Contracts budget reallocation 10 10
532 STATEMENT OF SERVICE 2015-2017 Sheet No. PA12 Service : Commissioning and Service Delivery Description of Service : Includes expenditure on commissioning or commissioning-related functions such as: - Strategic business direction (e.g. needs analysis, policy or strategic development); - Business planning; - Commissioning and de-commissioning functions; - Commissioning, procurement and management; - Communications and personal protective equipment; - Governance and support; - Responding to complaints and complaint management.
Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : COMMISSIONING & SERV DELIV
Service Aim : To develop comprehensive commissioning strategies and plans to meet the health, care, support and service needs of adults and Elderly People throuhout their lives.
Lead on market development and contract management for adult social care Lead on sector led improvement, business planning and reporting Lead on user involvement by capturing the voice of the user and other stakeholders
Supporting Data : Year 0 Approved Forecast Year 1 Budget Resource Budget 2015/16 2015/16 2015/16 2016/17 Service strategy expressed % of total Social Services spend 0.23% 0.21% 0.21% 0.21%
Financial Aim : To deliver commissioning services in a cost effective manner. To ensure that the Council can deliver good quality, value for money care and support. STATEMENT OF SERVICE 2015-2017 Sheet No. PA12 Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 2,449 2,445 2,621 2,502 Premises Related Expenses 354 348 340 348 Transport Related Expenses 8 11 10 12 Supplies and Services 1,770 1,732 563 360 Agency and Contracted Services 179 294 260 236 Central Support Costs - Variable 22 2 9 2 Other Support Costs 434 437 411 351 Depreciation and Impairment 11 61 61 61 Total Annual Costs 5,227 5,330 4,275 3,872 Income: Rents Government Grants (1,397) (1,013) (1,001) 0 Other grants, reimbursements and contributions (2) (501) (541) (115) Customer and client receipts : Fees & Charges (164) (172) (174) (172) Total Customer and client receipts : (164) (172) (174) (172) Recharges (311) (322) (323) (330) Total Annual Income (1,874) (2,008) (2,039) (617) Net Cost 3,353 3,322 2,236 3,255 Below the line - Allocable Costs Central Support Costs (Fixed) 1,299 1,406 1,406 1,407 Total Allocable Costs 1,299 1,406 1,406 1,407
Budgeted Cost 4,652 4,728 3,642 4,662 Budget Changes 2015/16 to 2016/17 4,652 4,652
Net Budget Transfers (virements) & Other Adjustments 76 89 Base Budget 4,728 4,741 Pay Changes Pay award 37 Incremental drift 19 National Insurance changes 78 134 Government Requirements Care Act Implementation - grant funded expenditure (1,397) Care Act Implementation - Government funding loss 1,397 0 Savings / Efficiencies / Income Generation / Service Adjustments Managing staff efficiencies (35) Contracts review (6) Review of support to Probation service (40) (81) Other Changes Transfer of staff budget between Adults and Children (25) Funding recharge changes for Contracts and Admin staff (8) Other staff budget related changes (30) Fairer Contributions review implementation cost (85) Savings on care system licence costs (17) Dorset Care Record - on-going costs 42 Contracts budget reallocation (12) Contracts income reduction 2 Other minor expenditure changes 1 (132)
4,662 STATEMENT OF SERVICE 2015-2017 Sheet No. PA13 Service : Elderly People Description of Service : Services attributable to adults aged over 65 where support reasons include the whole spectrum of potential needs: Physical Disabilities, Mental Health, Sensory Impairment, Memory and Cognition and Learning Disabilities. Costs specifically include: nursing and residential care, supported accommodation, direct payments, home care, day care and supported living and short term support.
Portfolio : People (Adult Social Care) Responsible Officer : David Vitty & Phil Hornsby Element Name : ELDERLY PEOPLE 65+
Service Aim : Provide and develop services which support independence; Prevent unnecessary hospital admission of Eldelry People; Provide services safeguarding from harm and abuse; Ensure that the Elderly are treated as individuals and receive appropriate and timely social care which meets their needs; Provide co-ordinated services with the NHS to promote faster recovery from illness and support timely discharge from hospitals; To develop good mental health amongst older population and support those with dementia and depression; To work with NHS in order to develop services which promote choice, control, health and well-being.
Supporting Data : Year 0 Approved Forecast Year 1 Budget Resource Budget 2015/16 2015/16 2015/16 2016/17 Total Number of Older People in Residential Care 335 335 317 317 Total Number of Older People in Nursing Care 65 65 83 83 Learning Disability clients over 65 in residential care 2.00 2.00 3.00 4.00 Learning Disability clients over 65 in adult placement 4.54 4.54 4.00 5.00 Average number Independent Sector Homecare Hrs per wk 8,187 8,200 8,546 8105 Number of Direct Payments 84 84 69 66
Financial Aim : To ensure that resources are planned and provided at levels which represent best value for money and allow for choice and different responses for different needs and circumstances. To plan, commission, purchase and monitor an adequate supply of appropriate, cost effective and safe provision for those eligible. STATEMENT OF SERVICE 2015-2017 Sheet No. PA13 Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 1,393 1,392 1,479 968 Premises Related Expenses 58 58 63 0 Transport Related Expenses 97 95 131 97 Supplies and Services 127 5 35 0 Agency and Contracted Services 20,260 20,269 21,608 21,879 Transfer Payments 989 989 814 970 Central Support Costs - Variable 0 0 2 0 Other Support Costs 295 295 327 299 Apportionment of Day Services to Statements of Service 559 548 548 0 Depreciation and Impairment 53 79 79 79 Total Annual Costs 23,831 23,730 25,086 24,292
Income: Government Grants 0 0 (100) 0 Other grants, reimbursements and contributions (3,427) (3,241) (3,324) (3,621) Customer and client receipts : Fees & Charges (6,731) (6,744) (7,447) (7,346) Total Customer and client receipts : (6,731) (6,744) (7,447) (7,346) Recharges (351) (351) (351) Total Annual Income (10,509) (10,336) (11,222) (10,967) Net Cost 13,322 13,394 13,864 13,325
Budgeted Cost 13,322 13,394 13,864 13,325
Budget Changes 2015/16 to 2016/17 13,322 13,322
Net Budget Transfers (virements) & Other Adjustments 72 73
Base Budget 13,394 13,395 Pay Changes Pay award 1 Incremental drift 1 National Insurance changes 4 6 Demographics & Volume Changes Volume changes and budget rebase 177 Contributions changes and budget rebase (18) 159 Contractual commitments and increased operational running costs Inflationary uplift 886 Market conditions related uplit 282 Care contributions contractual increases (74) Third Party Top ups activity realignment 75 Third Party Top ups activity realignment - contributions (75) 1,094 Savings / Efficiencies / Income Generation / Service Adjustments Removal of reimbursement grant to Poole General Hospital (72) Direct Payments review (48) One to one care review (75) Review Poole Intermediate Care Service operating costs (71) Housing Related Support (2) Fairer Contributions review including Helpdesk review effects (195) Helpdesk review and Reablement Services (180) Targeted review of Telecare (190) Review of nightcare (145) Residential contributions inflationary increase (285) (1,263) Other Changes Campus budget transfer to Elderly People LD 162 Campus funding transfer to Elderly People LD (64) Additional fleet costs 6 Deferred Payments Scheme (4) Housing Related Support gross up 6 Housing Related Support gross up - Contributions (6) Social Care grant allocation transfer between statements of service (316) Transfer of self-funder income to Local Authority Trading Company contract 56 Day centre recharges between statement of service removed (now direct contract) (240) Day centre recharges between statement of service removed (now direct contract) 351 Reallocation of care services between various headings (17) Other minor expenditure changes 1 Other minor income changes (1) (66)
13,325 STATEMENT OF SERVICE 2015-2017 ASC Managed Service : Services outside of Statutory Adult Social Care scope Description of Service : Service to include: -Crisis Loans Scheme -Supported Employment Scheme
Portfolio : People (Adult Social Care) Responsible Officer : David Vitty Element Name : Other ASC Managed Services
Service Aim : To help vulnerable people live as independent life as possible in the community. To improve employability opportunities for people with support needs.
Financial Aim : To support vulnerable people live independently in an effective manner
The Supported Employment scheme is no longer the responsibility of Borough of Poole - cost recovered Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 116 116 98 120 Premises Related Expenses 0 0 1 0 Transport Related Expenses 3 0 0 0 Supplies and Services 9 9 56 9 Agency and Contracted Services 21 21 26 21 Depreciation and Impairment 4 0 2 0 Total Annual Costs 153 146 183 150
Income: Rents Government Grants 0 0 0 0 Other grants, reimbursements and contributions (58) (58) (51) (58) Customer and client receipts : Fees & Charges (18) (18) (63) (18) Total Customer and client receipts : (18) (18) (63) (18) Recharges 0 0 0 0 Total Annual Income (76) (76) (114) (76) Net Cost 77 70 69 74
Below the line - Allocable Costs
Budgeted Cost 77 70 69 74
Budget Changes 2015/16 to 2016/17 77 77
Net Budget Transfers (virements) & Other Adjustments (7) (7)
Base Budget 70 70 Pay Changes Pay award 1 National Insurance changes 2 3 Other Changes Other minor expenditure changes 1 1
74
BUDGET 2016/2017
PEOPLE OTHER
CULTURE AND COMMUNTY LEARNING
HOUSING AND COMMUNITY SERVICES
PUBLIC HEALTH
THEME
BUDGET 2016/2017
Index to People Other - Culture and Community Services Housing and Community Services Public Health
Financial Summary
Statements of Service Reference No.
- Arts Development CCLS 1
- Museums and Archives CCLS 2
- Recreation and Sport CCLS 3
- Open spaces – Culture and Community Learning CCLS 4
- Libraries CCLS 5
- Community Development CCLS 6
- Skills and Learning CCLS 7
- Management and Business Support CCLS 8
- Housing Strategy and Private Sector HOUSING 1
- Housing Advice, Homelessness, Allocations HOUSING 2
- Safer Communities HOUSING 3
- Housing Related Support HOUSING 4
- Management and Support Services HOUSING 5
- Community Grants HOUSING 6
- Housing Allocations (transferred to Housing 2 in 16/17) HOUSING 7
- Public Health
BUDGET 2016/2017
INDEX OF SERVICES
People – Other Theme
CCLS 1 Arts Development: The Arts Development Unit delivers a range of programmes designed to facilitate learning, social inclusion and environment enhancement. Contributions to Poole Arts Centre (Lighthouse) and the Bournemouth Symphony Orchestra.
CCLS 2 Museums and Archives: Operating from two buildings in Poole High Street, the care of items that relate to the unique history of Poole and use of them to develop peoples interest in the historic value of the town. Provision of an Archives Service via a service level agreement with the Dorset County Archives Service.
CCLS 3 Recreation and Sport: Beaches, Beach Huts, Leisure Centres and Swimming Pools, Hamworthy Outdoor Education Centre, Outdoor Recreation, Recreation Development, Grants, NNDR Charitable Relief (Leisure related), Management and Administration of the Open Spaces/Recreation and Sport function.
CCLS 4 Open Spaces Culture and Community Learning: Upton Country Park.
CCLS 5 Libraries: Delivering a library service to the Borough of Poole through buildings, mobiles and outreach.
CCLS 6 Community Development: Working in most deprived areas in Poole – supporting groups, individuals, third sector organisations, Council Service Units. Providing community engagement and consultation, advice and funding support. Leading on development of community centres.
CCLS 7 Skills and Learning: Skills and Learning receives further education grants from the Skills Funding Agency and the National Apprenticeship Service for the provision of accredited and non-accredited learning across Poole, Bournemouth and Dorset.
CCLS 8 Management and Business Support: Service Unit Head and Business Support to provide strategic leadership, ongoing management and all other business support functions to enable Cultural and Community Learning to meet its statutory obligations and support the council’s priorities and values.
People – Other Theme
HOUSING 1 Housing Strategy and Private Sector: Housing strategy, enabling and private sector housing renewal.
HOUSING 2 Housing Advice, Homelessness, Allocations: Housing advice, homelessness prevention and temporary accommodation Allocations, nominations and brokerage service, Homechoice choice based lettings scheme, housing register and housing needs assessment..
HOUSING 3 Safer Communities: Community safety, community development, community engagement and control room / CCTV.
HOUSING 4 Housing Related Support: Commissioning / provision of housing related support services.
HOUSING 5 Management and Support Services: Central management and support services including performance and quality.
HOUSING 6 Community Grants: Grants to organisations in the voluntary sector.
HOUSING 7 Housing Allocations: (from 2016/17 merged in with Housing 2)
PUBLIC HEALTH People - Other Budget Summary 2016/2017
Net Gross Gross Net Sheet No: Statement of Service Description Budget Expenditure Income Budget 2015/16 2016/17 2016/17 2016/17 £000's £000's £000's £000's
CCLS 01 Arts Development 655 677 (45) 632 CCLS 02 Museums and Archives 994 1,500 (464) 1,036 CCLS 03 Recreation and Sport 1,502 4,288 (2,266) 2,022 CCLS 04 Open Spaces 411 988 (682) 306 CCLS 05 Libraries 2,331 2,556 (204) 2,352 CCLS 06 Community Development 153 157 0 157 CCLS 07 Skills and Learning 0 812 (812) 0 CCLS 08 Management & Business Support 179 190 0 190
Cultural and Community Learning Services Total 6,225 11,168 (4,473) 6,695
HOUSING 1 Housing Strategy and Private Sector 211 275 (58) 217 HOUSING 2 Housing Advice, Homelessness and Allocations 818 1,678 (866) 812 HOUSING 3 Safer Communities 455 1,690 (1,193) 497 HOUSING 4 Housing Related Support 564 505 0 505 HOUSING 5 Management and Support Services 375 451 (73) 378 HOUSING 6 Community Grants 147 135 0 135 HOUSING 7 Allocations 67 0 0 0
Housing and Community Services Total 2,637 4,734 (2,190) 2,544
Public Health (349) 7,879 (8,178) (299)
Total for People - Other 8,513 23,781 (14,841) 8,940 STATEMENT OF SERVICE 2015-2017 Sheet No. CCLS 01
Service : Arts Development
Description of Service : The Arts Service is delivered through a in-house Arts team, and a range of partnerships. The Service stages key arts activities including civic events, but its direction of travel is to enable and empower artists and arts organisations in the community to deliver arts activities which support the council's priorities, leverage in additional funding and deliver cost effective outcomes and benefits for the people of Poole.
Theme : People Other: Culture & Community Learning
Responsible Officer : Kevin McErlane Element Name : ARTS DEVELOPMENT
Service Aim : To improve the quality of life in Poole, increasing the town's prosperity through high quality arts events and activities. To inspire learning and enable participation by all communities.
Financial Aim : To spend budgets efficiently and effectively. To work in partnership to optimise local resources. To seek and secure external funding where possible.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 1.40 1.40 Full Time Equivalent 1.40 1.40
Forecast 2015/2016 The Service has maintained its support to various organisations and individuals either through direct financial contributions, support in kind or advice during the first nine months of the year. It has continued to support the redevelopment of Poole Lighthouse. The Public Arts Officer post has been deleted and any outstanding/future work will be undertaken on a commission basis. Budget 2016/2017 The Service has reduced the grants to Poole Arts Trust (Lighthouse) and Bournemouth Symphony Orchestra (BSO) This has allowed the service to continue to support its existing mix of organisations, individuals & events. A review of the existing Arts Strategy is being undertaken with a view to further enabling community engagement within the Arts portfolio. STATEMENT OF SERVICE 2015-2017 Sheet No. CCLS 01 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 47 47 40 49 Premises Related Expenses 0 0 1 0 Transport Related Expenses 3 3 0 2 Supplies and Services 625 622 592 595
Total Annual Costs 675 672 633 646
Income: Other grants, reimbursements and conts (39) (39) (6) (39) Fees & Charges (1) (1) (1) (1)
Recharges to other revenue heads (8) (5) 0 (5)
Total Annual Income (48) (45) (7) (45)
Net Cost 627 627 626 601
Total Allocable Costs 28 20 20 31
Budgeted Cost 655 647 646 632
Budget Changes 2015/16 to 2016/17 655 655 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (8) 3 Base Budget 647 658
Employee Budgets Pay Award 1 Incremental Drift 1 2
Savings / Efficiencies / Income Generation / Service Adjustments Reduce Grants to Lighthouse/ Bournemouth Symphony Orchestra (28) (28) 632 STATEMENT OF SERVICE 2015-2017 Sheet No. CCLS 02
Service : Museums and Archives
Description of Service : The Museum Service operates from two buildings in Poole's Lower High Street. The Museum Service cares for and provides access to collections that relate to the unique history and nature of the town and uses these to develop people's engagement with the story of Poole through changing programmes of displays, exhibitions, learning and outreach. The Museum Service works with Dorset County Archives Service, through a Service Level Agreement, to care for the Borough's collection of historic documents, many of them originating from the government of the town. Grant Funding for cataloguing of this Archive has been successfully sought. The Museums Service is the lead partner for the Arts Council Funded Wessex Museums Partnership.
Theme : People Other: Culture & Community Learning
Responsible Officer : Kevin McErlane Element Name : MUSEUMS & ARCHIVES
Service Aim : The Museum Service provides quality care for and access to the Borough of Poole's collections of artefacts, archives and arts, which it will utilise to inform, entertain, educate, challenge and inspire visitors and users. Poole Museum and Scaplen's Court are Arts Council England accredited museums. The Museum Service fully shares the Council's priorities and values. Through its core priorities of community engagement, learning and workforce development the Museum Service aims to deliver programmes which will support all the Borough's priorities.
Financial Aim : To use existing resources in the best and most effective ways possible to achieve objectives and to seek additional funding and partnerships where ever possible.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 13.90 13.90 Misc Changes to Hours 0.04 Full Time Equivalent 13.90 13.94
Please note the figures above exclude Learning Activity Staffing Numbers (2.00 FTE)
Forecast 2015/2016 The Museum Service has continued to support a wide range of activities and events during the first nine months. It has secured external funding supporting a range of projects including improving the resilience of the Museums service, creating a development trust as a funding vehicle to attract new funding sources , renovating and improving the exhibition space and refurbishment of the Sea Music Statue on the quay. Tourism services have integrated within the Museum and have continued to build on the existing partnership. The Schools Education Service has continued to flourish and the redevelopment of the Roman Farm at Upton Country Park is due to commence shortly. Budget 2016/2017 The service will continue utilising the grant awards developing further its resilience to future operational / funding changes that will occur. The Schools Forum are continuing to support the provision of Schools Education Services for Poole Maintained Schools but there are no guarantees how long this support will continue and the service is exploring ways to mitigate any changes which may occur. STATEMENT OF SERVICE 2015-2017 Sheet No. CCLS 02
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 448 463 457 480 Premises Related Expenses 140 140 149 142 Transport Related Expenses 10 1 4 4 Supplies and Services 45 269 270 269 Agency and Contracted Services 115 115 108 117 Support costs - Other 7 108 108 108 Depreciation and Impairment 242 252 252 252
Total Annual Costs 1,007 1,348 1,348 1,372
Income: Other grants, reimbursements and conts 0 (239) (239) (239) Fees & Charges (69) (69) (68) (69)
Recharges to other revenue heads (52) (156) (151) (156)
Total Annual Income (121) (464) (458) (464)
Net Cost 886 884 890 908
Total Allocable Costs 108 126 126 128
Budgeted Cost 994 1,010 1,016 1,036
Budget Changes 2015/16 to 2016/17 994 994 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 16 19 Base Budget 1,010 1,013
Employee Budgets Pay Award 5 Incremental Drift 3 Other Changes 5 13
Growth Pressures Archives Service (Joint Service with Dorset County & Bournemouth Borough Councils) 2 Additional Costs associated with relocating Tourism from Enefco House. 5 Inflation - Utilities 1 Inflation - National Non-Domestic Rates (NNDR) 2 10 1,036 STATEMENT OF SERVICE 2015-2017 Sheet No. CCLS 03
Service : Recreation & Sport
Description of Service : Section 19 of the Local Government (Miscellaneous Provisions) Act 1976 empowers councils to provide or support recreation facilities. Included here are expenses in relation to the beaches (not cleansing or conveniences), beach huts, indoor/outdoor sports facilities, recreation development and community centres.
Theme : People Other: Culture & Community Learning
Responsible Officer : Kevin McErlane Element Name : REC & SPORT
Service Aim : Provide an accessible and effective range of public recreation and sports facilities, increase access to and use of these facilities by the community. To ensure opportunities exist for sports development from participation through to excellence. To encourage and provide for healthy lifestyles. To provide opportunities for community development through voluntary and club actions. Enhance recreation and sports facilities and services by targeting grants and investing funds from developer contributions and external partners. To provide a safe, high quality beach environment including facilities. The water quality should exceed standards and the Blue Flag and Seaside Award recognition should be obtained.
Financial Aim :
Beach Huts - To be self financing having met all maintenance needs and an appropriate return on asset value. Through the Access to Leisure scheme, reduce the cost of participation in sport for people receiving financial benefits.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 15.54 15.54 Misc Changes to Hours (0.04) Transferred Post - Project Officer 0.41 Total Full Time Equivalent 15.54 15.91
Forecast 2015/2016 The Service is forecast to underspend due to short term staff vacancies ,reduced support costs and increased income. This year has seen the introduction of additional new beach huts with a further phase due for completion in 2017. Budget 2016/2017 The Service is continuing to develop and adapt to meet its service/ financial objectives. During this year a major capital project to develop / modernise / replace some of the beach huts will be completed. This will generate additional income to the Council from 2017/18 onwards. Funding Reductions will see support to various clubs reduced and this will further limit the ability to maintain existing premises. The service is continually seeking alternatives to grow commercial income streams to mitigate these reductions. The Service is working towards a clearer pricing strategy for Beach Hut Rents. A report will be presented to members to outline the proposals for implementation from Jan 2017. STATEMENT OF SERVICE 2015-2017 Sheet No. CCLS 03 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 454 469 450 493 Premises Related Expenses 534 538 562 520 Transport Related Expenses 15 16 12 15 Supplies and Services 123 148 189 135 Agency and Contracted Services 659 708 706 532 Other Support Charges 22 16 0 0 Depreciation and Impairment 1,445 2,286 2,285 2,286
Total Annual Costs 3,252 4,181 4,204 3,981
Income: Fees & Charges (83) (83) (74) (120) Rents (1,801) (1,884) (1,885) (1,990)
Recharges to other revenue heads (156) (156) (162) (156)
Total Annual Income (2,040) (2,123) (2,121) (2,266)
Net Cost 1,212 2,058 2,083 1,715
Total Allocable Costs 290 310 310 307
Budgeted Costs 1,502 2,368 2,393 2,022
Budget Changes 2015/16 to 2016/17 1,502 1,502
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 866 863 Base Budget 2,368 2,365
Employee Budgets Pay Award 5 Incremental Drift 3 Other Changes 16 24
Growth Pressures Inflation - SLM Contract 10 Inflation - Utilities 2 12
Savings / Efficiencies / Income Generation / Service Adjustments Beach Hut Income Price Increases (109) SLM Contractual Revision (189) Reduction Subsidies for Bowls Clubs & Pavilion Maintenance (46) Solar Energy Savings (1) Solar Energy Recharge Income External Bodies (34) (379) 2,022 STATEMENT OF SERVICE 2015-2017
Sheet No. CCLS 04
Service : Open Spaces
Description of Service : Community parks, open spaces, countryside recreation and management, allotments and outdoor play areas.
Theme : People Other: Culture & Community Learning
Responsible Officer : Kevin McErlane & Shaun Robson Element Name : OPEN SPACES
Service Aim : To care for and protect public open spaces and their infrastructure. To increase appropriate use of and access to open spaces by the community (casual sporting, recreational and organised events). To provide or procure high quality facilities and services in public open spaces and achieve Green Flag Awards for some sites. To educate people in the value of the green environment encouraging their involvement in care and protection. To meet statutory obligations regarding the protection of wildlife and habitats. To improve the capacity of sites to cater for increased recreational demand via the delivery of planning obligations and heathland mitigation projects.
Financial Aim : Improve efficiency and targeted use of resources to improve the quality of maintenance of open spaces and reverse the decline in infrastructure and the deterioration of assets. Develop service opportunities at no additional cost to the Council and maximise income opportunities. For concessions provide quality services to the public at no cost, or as income generators to the Council.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 13.00 13.00 Misc Changes to Hours 2.80 Transferred Post - Project Officer (0.41) Total Full Time Equivalent 13.00 15.39
Forecast 2015/2016 The Service is predicted to overspend during this financial year with any variances contained within the overall Cultural and Community Learning forecast position. Upton House has continued to increase its visitor numbers / external bookings / café income during this financial year. Funding has been identified to enhance / modernise the catering offer to improve the visitor experience / generate income. Concession Income Streams are increasing steadily and new / revised offers realising additional revenue for the council. Hamworthy Paddling Pool costs have been contained within budget during this year but is likely to require investment in the future. Budget 2016/2017 The budget reflects both the increased income generated during the past year and the council's commitment to reduce the subsidy for supporting operations at Upton House. The Service has identified some additional resources to invest across the site to maximise the visitor experience and improve the current car parking facilities. Officers are continuing to renegotiate with Concession Operators to maximise the offer available to customers/ income for the council on an ongoing basis. Issues affecting Future Years The Service has commissioned external consultants to evaluate options regarding the submission of a significant Heritage Lottery Fund (HLF) bid to secure additional resources to develop the Site. The Council is committed to reduce the annual subsidy required to fund Upton Country Park. STATEMENT OF SERVICE 2015-2017
Sheet No. CCLS 04 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 234 381 397 398 Premises Related Expenses 167 171 211 180 Transport Related Expenses 3 6 7 6 Supplies and Services 189 177 199 198 Agency and Contracted Services 61 59 77 99 Other Support Charges 47 42 53 41 Depreciation and Impairment 31 32 32 32
Total Annual Costs 732 868 976 954
Income: Fees & Charges (258) (401) (452) (627) Rents (42) (55) 0 0
Recharges to other revenue heads (46) (55) (55) (55)
Total Annual Income (346) (511) (507) (682)
Net Cost 386 357 469 272
Total Allocable Costs 25 42 42 34
Budgeted Costs 411 399 511 306
Budget Changes 2015/16 to 2016/17 411 411 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (12) (20) Base Budget 399 391
Employee Budgets Pay Award 4 Incremental Drift 4 Other Changes 9 17
Growth Pressures Additional Costs associated with relocating Staff from Northmead House. 10 SANG Phase 2 25 35
Savings / Efficiencies / Income Generation / Service Adjustments Upton Country Park - Scheme to Remove Subsidy (135) (135)
Other Changes Rebase Peacock Tearooms (additional expenditure) 37 Rebase Peacock Tearooms (additional income) (37) Transfer Tree Work Budget To ECPS 01 (2) (2) 306 STATEMENT OF SERVICE 2015-2017 Sheet No. CCLS 05
Service : Libraries
Description of Service : Delivering a statutory public library service (Public Libraries & Museums Act 1964) to the people who live, work and study in the Borough of Poole, through 10 libraries , the virtual library service and the Home Library Service for our most vulnerable customers. We support the Council's priorities and deliver the five national library offers , working with a range of partners nationally, regionally and locally from the public, private and not for profit sectors, to the benefit of our 35,000 customers.
Theme : People Other: Culture & Community Learning
Responsible Officer : Kevin McErlane Element Name : LIBRARIES
Service Aim : To improve the quality of life for the people of Poole.
Financial Aim : Identify other funding opportunities - grants, bids etc. Work in partnership to strengthen Poole Library offer Deliver value for money services Deliver a service in the upper quartile to meet targets and standards.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 44.49 44.49 Delete Mobile Library Manager Post (1.00) Delete Branch Library Manager (0.60) Misc Changes to Hours (1.33) Full Time Equivalent 44.49 41.56
Forecast 2015/2016 The Service is predicted to overspend during this financial year with any variances contained within the overall Cultural and Community Learning forecast position. Audio Visual and Fee Income Targets have remained challenging and a strategic review of these will be undertaken in 2016. The Service has offset the shortfall in the short term through the management of staff vacancies. The implementation of the new Library Management System ( LMS) is progressing with a "go live" date in the summer of 2016. The Mobile Library Service has been withdrawn from 31st Dec 2015. Budget 2016/2017 The service has made financial savings without impacting on frontline services. Further staffing changes/ reductions have been implemented across the unit mainly within generic functions. The introduction of a new Library Management System (LMS) in conjunction with other partners across the South West Region will create operational efficiencies in Poole as well as an improved library offer. The savings achieved during this year have not impacted on the level of funds spent on either books or audio visual collections (core business) which together total only 8% of the overall Library Service Budget. The Service will continue to look at the demands facing a modern library service and how it can deliver its objectives. The Service is also working in conjunction with national bodies to deliver five universal offers . These offers will be delivered across England simultaneously and the themes are Health, Reading, Digital, Information and Learning. The Libraries Taskforce(www.gov.uk/government/groupslibraries -taskforce ) set up by Government (LGA & DCMS) in 2015 to provide strategic direction for Library Services has issued a good practice toolkit which Poole will be working with to shape its services/deliver savings in the future. The increasing changes in digital media are impacting on the composition of various areas of the book fund and audio visual collections provided/ required, making income targets harder to achieve and demanding new approaches to income generation. STATEMENT OF SERVICE 2015-2017 Sheet No. CCLS 05 Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 1,106 1,105 1,040 1,119 Premises Related Expenses 381 381 388 382 Transport Related Expenses 45 31 33 18 Supplies and Services 437 436 415 378 Agency and Contracted Services 0 0 81 0 Central support costs - Variable 11 8 10 8 Depreciation and Impairment 143 156 156 156
Total Annual Costs 2,123 2,117 2,123 2,061
Income: Fees & Charges (164) (164) (135) (167)
Recharges to other revenue heads (38) (38) (35) (37)
Total Annual Income (202) (202) (170) (204)
Net Cost 1,921 1,915 1,953 1,857
Total Allocable Costs 410 521 521 495
Budgeted Cost 2,331 2,436 2,474 2,352
Budget Changes 2015/16 to 2016/17 2,331 2,331 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 105 79 Base Budget 2,436 2,410
Employee Budgets Pay Award 11 Incremental Drift 12 Other Changes 27 50
Growth Pressures Inflation - Utilities 1 Inflation - NNDR 3 4
Savings / Efficiencies / Income Generation / Service Adjustments Library Services Efficiencies (58) Delete Mobile Library Service (49) Solar Energy Savings (3) Solar Energy Recharge Income External Bodies (2) (112) 2,352 STATEMENT OF SERVICE 2015-2017
Sheet No. CCLS 6
Service : Community Development
Description of Service : Working in the most deprived areas in Poole - supporting groups, individuals, third sector organisations, Council Service Units. Providing community engagement and consultation, advice and funding support. Leading on the development of Community Centres.
Theme : People Other: Culture & Community Learning
Responsible Officer : Kevin McErlane Element Name : COMMUNITY SAFETY
Service Aim : To improve the quality of life for people in Poole by transforming areas into friendly, co-operative and vibrant communities with benefits for safety, health, employment, living standards, reducing inequality, and increasing individual and community aspiration.
Financial Aim : To ensure the service is provided within its allocated budget. To develop partnership working where possible To ensure the best use of funding To establish, enable and support local groups in support of Localism
Forecast 2015/2016 The service is predicting an underspend this financial year as a result of staff secondment to another business unit within the Council. Budget 2016/2017 The service will continue to support a wide range of organisations / residents through grant funding (Poole Council Voluntary Services (PCVS), Shopmobility) or services offered directly by the team.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Total Full Time Equivalent 4.00 4.00 STATEMENT OF SERVICE 2015-2017
Sheet No. CCLS 6 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 132 132 114 136 Transport Related Expenses 0 0 1 0 Supplies and Services 21 21 19 21
Total Annual Costs 153 153 134 157
Net Cost 153 153 134 157
Budgeted Cost 153 153 134 157
Budget Changes 2015/16 to 2016/17 153 153
Employee Changes Pay Award 1 Other Changes 3 4 157 STATEMENT OF SERVICE 2015-2017 Sheet No. CCLS 07
Service : Skills and Learning
Description of Service : Skills and Learning receives further education grants from the Skills Funding Agency, Education Funding Agency and the National Apprenticeship Service for the provision of accredited and non-accredited learning across Poole, Bournemouth and Dorset.
Learning provision contributes to the Community and Dynamic Economy priorities of the Council.
Theme : People Other: Culture & Community Learning
Responsible Officer : Kevin McErlane Element Name : Skills and Learning
Service Aim : To deliver learning programmes which meet the contractual volumes quality requirements of the further education funding and inspection bodies. To widen participation in learning through partnership, project initiatives and a learning offer which meets community and employer needs. To deliver vocational and professional development programmes in line with national skills strategies and local business needs. To contribute to the health and well-being strategies of the council through the offer of recovery and well-being learning opportunities. To build capacity and professionalise the workforce of the third sector through continuing professional development learning for volunteers. To offer an Information Advice and Guidance service with clear progression routes to the adult population of Poole, Bournemouth and Dorset. To develop commercial income generating provision to reinvest in priority areas.
Financial Aim : To provide value for money Adult Learning opportunities for all adults in the community in a cost effective way. To maximise the funding available per head of adult population in Poole, Bournemouth and Dorset through reinvestment of income generation. To minimise the cost of learning to the adult population in Poole, Bournemouth and Dorset. To sustain service delivery by achieving efficiencies from joint working, lean systems and close monitoring of financial performance.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 47.51 47.51 Restructure to reflect changes in grant funding (2.00) Misc Changes in Hours (0.26) Full Time Equivalent 47.51 45.25
Please note the figures above exclude Tutor Staffing Numbers
Forecast 2015/2016 The merged service has now completed its second full year of operation and has successfully reduced the operating deficit whilst experiencing lower grants levels. A balance of direct delivery, sub contracting and reduction in direct delivery costs has enabled the service to move forward as a viable entity. Government Funded grant levels have exceeded expectation however learner fee income is lower than forecast. Budget 2016/2017 The Service is continuing to develop new growth markets through outreach work and is focused on meeting its existing grant targets. The service continues to drive down operational costs through better utilisation of assets, income generating activity, ICT and reducing direct costs of delivery. Issues affecting Future Years The Service is continuing to consolidate its existing position within the marketplace and developing growth areas of provision including Apprenticeships and commercial learning activity to enable it to remain competitive in the future. The figures shown in the revenue cost plan relate to Poole BC share (19.4%) per the partnership agreement. STATEMENT OF SERVICE 2015-2017 Sheet No. CCLS 07 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 437 437 408 426 Premises Related Expenses 24 24 24 24 Transport Related Expenses 10 10 6 10 Supplies and Services 281 281 314 281 Support costs - Other 4 4 4 3
Total Annual Costs 756 756 756 744
Income: Government Grants (769) (769) (772) (740) Fees & Charges (55) (55) (52) (72)
Total Annual Income (824) (824) (824) (812)
Net Cost (68) (68) (68) (68)
Total Allocable Costs 68 68 68 68
Budgeted Cost 0 0 0 0
Budget Changes 2015/16 to 2016/17 0 0 Grant Changes and Dorset Merger Reduction in Grant Funding (Skills Funding Agency) 29 Increase in Learner Fee Income (17) Rebasing of current budget due to reduction in grant funding (12) 0 0 STATEMENT OF SERVICE 2015-2017
Sheet No. CCLS 08
Service : Management & Business Support
Description of Service : Service Unit Head and Business Support to provide strategic leadership, ongoing management and all other business support functions to enable Cultural & Community Learning to meet its Statutory Obligations and support the Council's priorities and values.
Theme : People Other: Culture & Community Learning
Responsible Officer : Kevin McErlane Element Name : Management & Business Support
Service Aim : This Service aims to provide quality leadership, management and support across the Cultural & Community Learning Unit.
Financial Aim : To provide value for money Management and Support Across the unit To spend budgets efficiently and effectively.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 4.41 4.41 Business Support Officer 0.60 Full Time Equivalent 4.41 5.01
Forecast 2015/2016 The service is forecast to outturn slightly higher due to ICT / Printing / Stationery spend. A staff restructure has been undertaken to support the wider needs of the Cultural & Community Learning Unit's objectives. Budget 2016/2017 The service will continue to operate at the same level for this financial year and continue to support the demands faced across the wider Cultural & Community Learning Unit. Issues affecting Future Years The service will continue to evolve and change in order to manage/ support the wider Cultural & Community Learning Unit. Different models of service delivery will be explored to ensure that the overall service aims and financial constraints can be achieved. STATEMENT OF SERVICE 2015-2017
Sheet No. CCLS 08 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 179 179 177 190 Supplies and Services 0 0 8 0
Total Annual Costs 179 179 185 190
Net Cost 179 179 185 190
Budgeted Cost 179 179 185 190
Budget Changes 2015/16 to 2016/17 179 179
Base Budget 179 179
Other Pay Changes Pay Award 2 Incremental Drift 4 Other Changes 5 11 190 STATEMENT OF SERVICE 2015-2017 Sheet No. Housing 1
Service : Housing Strategy and Private Sector
Description of Service : Strategic overview of housing in the area, housing strategies, enabling and development of new affordable homes, stock condition assessments and private sector conditions and enforcement, disabled facilities grants assessment and allocation, Houses in Multiple Occupation inspection and licensing.
Theme : People Other: Housing & Community Services
Responsible Officer : Cally Antill Element Name: HOUSING RENEWAL, STRATEGY, ADVANCES
Service Aim : To understand and assess the overall affordable housing need and supply in the borough. To enable households to live in safe, warm homes. To assess and ensure delivery of adaptations to homes in accordance with the provision of the Disabled Facilities Grants criteria. To ensure a supply of new affordable homes to meet the needs of the borough.
Financial Aim : To ensure the most cost effective solution to meet household needs is delivered taking into account the councils investment and the householders financial circumstances.
Forecast 2015/2016 Expenditure is expected to increase by £52,000 at year end, £32,000 of which is to be funded from the Members 1-Off Reserve for Affordable Housing. The remaining expenditure consists of verification costs, which are expected to be £20k above budget, which is charged back to developers.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 5.24 5.24 STATEMENT OF SERVICE 2015-2017 Sheet No. Housing 1
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 167 167 144 172 Supplies and Services 11 11 63 11 Support Charges 0 0 23 0
Total Annual Costs 178 178 230 183
Income: Fees & Charges (41) (41) (61) (41)
Recharges to other revenue heads (4) (4) (4) (4) Recharges to capital heads (13) (13) (13) (13)
Total Annual Income (58) (58) (78) (58)
Net Cost 120 120 152 125
Total Allocable Costs 91 73 73 92
Budgeted Cost 211 193 225 217
Budget Changes 2015/16 to 2016/17 211 211
Virements and other Adjustments Net Budget Transfers (virements) & Other Adjustments (18) 1 Base Budget 193 212
Employee Changes Pay Award 1 Incremental Drift 1 National Insurance Changes 3 5 217 STATEMENT OF SERVICE 2015-2017
Sheet No: Housing 2
Service : Housing Advice, Homelessness and Allocations
Description of Service : Assessing individual housing needs, giving housing options advice and meeting the Council's statutory duties under the relevant Housing Acts, providing temporary accommodation for the homeless, supporting vulnerable people to obtain a home, holding and managing the Council's Housing Register, establishing support and preventative services for vulnerable people.
Theme : People Other: Housing & Community Services
Responsible Officer : Cally Antill Element Name: HOMELESSNESS HOUSING ADVICE ALLOCATIONS
Service Aim : To ensure adequate temporary housing to meet urgent and statutory needs. To manage, maintain and review the Housing Register. To assess homeless applications and make decisions in accordance with the law. To minimise rough sleeping and help people into appropriate homes. To undertake housing needs assessments and provide a housing options advisory and homelessness prevention service. To provide tenancy deposits and bonds to meet housing needs. To enable support services for vulnerable people. To operate the Dorset Home Choice scheme across the borough. To allocate vacancies within the Council's stock and to make nominations to vacant properties owned and managed by registered social landlord partners in accordance with the relevant policies. To make the best use of supported and specialist housing opportunities across the borough.
Financial Aim : To deliver the most cost effective temporary housing solution. To ensure all costs rechargeable to clients are recovered. To undertake cost effective homelessness relief and prevention services to minimise costs to the Council of providing bed and breakfast accommodation. Forecast 2015/2016 Current indications are that there will be a net overspend of £161,000 at year end. After the application of reserves, a net surplus of £18k is expected. Expenditure is expected to increase by £327,000 overall due to Preventing Homelessness Grant costs (£168,000 funded from reserve), Single Homeless Fund Grant costs (£142k funded from grant), additional temporary accommodation costs (£77k), employee costs (£80,000), Social Fund Reserve costs (£30,000 - reserve funded), Housing Health and Needs Assessment (£30,000 - reserve funded) and Preventing Repossessions costs (£5,000 - reserve funded) with a reduction in the bad debt provision (£205,000 saving). Income is expected to increase by £166k due to Single Homelessness Grant income (£151k) and Poole Homelessness Forum (£15k). Budget 2016/2017 Demand for Bed and Breakfast and other temporary accommodation continues to be volatile.
Year 0 Year 1 Staffing Plan Budget Budget 2015/16 2016/17 Full Time Equivalent 16.17 16.17 Posts transferred from Housing 7 6.33 New posts - Housing Options Manager 2.00 New post - Senior Housing Practitioner 1.00 New post - Information Project Manager 1.00 New posts - Housing Options Manager (temp to October 2016) 1.00 New post - Gypsy Traveller Support Officer 0.50 Reduced hours - Housing Intervention Officer (0.43) Deleted post - Housing Intervention Officer (1.00) Deleted post - Housing Register and Allocations Manager (1.00) Deleted post - Housing Needs Assessment Officer (1.00) Deleted post - Housing Assistant (1.00) Deleted posts - Homelessness Prevention Managers (2.00) Full Time Equivalent 16.17 21.57 STATEMENT OF SERVICE 2015-2017
Sheet No: Housing 2
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 474 469 560 646 Premises Related Expenses 102 102 179 102 Supplies and Services 409 409 561 374 Agency and Contracted Services 263 263 263 263 Transfer Payments 76 76 76 112 Central Support Costs - Variable 1 0 7 1 Other Support Charges 25 25 25 25 Depreciation 31 32 32 32
Total Annual Costs 1,381 1,376 1,703 1,555
Income: Government Grants 0 0 (151) 0 Other grants, reimbursements and conts 0 0 (15) 0 Fees & Charges (594) (594) (594) (668)
Recharges to other revenue heads (78) (78) (78) (198)
Total Annual Income (672) (672) (838) (866)
Net Cost 709 704 865 689
Total Allocable Costs 109 106 106 123
Budgeted Cost 818 810 971 812
Budget Changes 2015/16 to 2016/17 818 818
Virements and other Adjustments Net Budget Transfers (virements) & Other Adjustments (8) 69 Base Budget 810 887 Employee Changes Pay Award 7 Incremental Drift 15 National Insurance Changes 11 33 Growth Pressures Additional bed and breakfast costs 142 Additional bed and breakfast income (73) 69 Savings/Efficiencies/Income Generation Reduce bad debt provision (153) Restructure of Housing Service (19) Recharge to the Housing Revenue Account (5) (177) 812 STATEMENT OF SERVICE 2015-2017
Sheet No: Housing 3
Service : Safer Communities
Description of Service : Working in partnership with the Safer Poole Partnership, voluntary sector, statutory and community groups to improve the quality of life in Poole by reducing Anti-Social Behaviour (ASB), crime and disorder, the fear of crime and ASB and the support of vulnerable victims.
Theme : People Other: Housing & Community Services
Responsible Officer : Cally Antill Element Name : COMMUNITY SAFETY
Service Aim : To provide a community alarm service available to all residents in the borough. To monitor and maintain currently 156 CCTV cameras throughout Poole for the prevention and detection of crime and Anti-Social Behaviour (ASB). To respond and deal with complaints of ASB in the borough and to support witnesses and victims of ASB. To operate the Council's out of hours emergency contact centre.
Financial Aim : To ensure the service is provided within the delegated budget for the service.
Supporting Data Year 0 Year 1 Budget Budget 2015/16 2016/17 Number of CCTV camera's Car Parks 58 57 Town Centre 18 18 Civic Centre (including car parks) 14 14 Traffic Cameras 11 11 Poole Bridge 10 10 Twin Sails 10 10 Turlin Moor 8 8 Beach 8 8 Housing Flat Lobbies 6 6 Turlin Schools 4 4 Ashley Road 4 4 Deployable Cameras 3 3 Bus Station 2 2 Yarrow Close 1 1 Total Number of CCTV Camera's 157 156
Forecast 2015/2016 Expenditure is expected to increase as a one-off by £66,000 due to CCTV Monitoring screens (£30k), CCTV cameras (£22k), additional employee costs (£14,000). Income is expected to increase by £6,000 as a result of a recharge to Safer Poole Team for additional hours worked.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 32.68 32.68 Control Room Operator - reduced hours 0.00 (0.25) Total Full Time Equivalent 32.68 32.43 STATEMENT OF SERVICE 2015-2017
Sheet No: Housing 3
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 1,046 1,045 1,058 1,081 Premises Related Expenses 2 2 2 2 Transport Related Expenses 22 22 22 22 Supplies and Services 164 164 215 164 Central Support Costs (variable) 12 12 14 12 Inter Departmental Charges-Housing & Comm. 288 288 288 288 Depreciation and Impairment 10 19 19 19
Total Annual Costs 1,544 1,552 1,618 1,588
Income: Fees & Charges (469) (469) (469) (479)
Recharges to other revenue heads (713) (713) (719) (714)
Total Annual Income (1,182) (1,182) (1,188) (1,193)
Net Cost 362 370 430 395
Total Allocable Costs 93 112 112 102
Budgeted Cost 455 482 542 497
Budget Changes 2015/16 to 2016/17 455 455
Virements and other Adjustments Net Budget Transfers (virements) & Other Adjustments 27 18 Base Budget 482 473
Employee Changes Pay Award 10 Incremental Drift 7 National Insurance Changes 18 35 Savings/Efficiencies/Income Generation Commercialisation target of extra lifeline income activity (10) Recharge to Housing Revenue Account (1) (11) 497 STATEMENT OF SERVICE 2015-2017
Sheet No. Housing 4
Service : Housing Related Support
Description of Service : Commissioning and/or provide housing support services previously funded via the Supporting People regime.
Theme : People Other: Housing & Community Services
Responsible Officer : Cally Antill Element Name : Housing Related Support
Service Aim : To commission, monitor and manage specific services to enable vulnerable people to live independently at home.
Financial Aim : To deliver the most cost effective housing related support services to meet needs. To ensure the service is provided within the delegated budget for the service.
Forecast 2015/2016 Current indications are that there will be a breakeven position at year end, with the additional £18,000 contribution from the Drug and Alcohol Team expected to be fully spent.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 0.00 0.00 New post - Performance Monitoring Officer 0.00 1.00 Total Full Time Equivalent 0.00 1.00
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 (At current Price Base) Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 0 0 16 29 Agency and Contracted Services 540 540 542 452 Intra Departmental Charges - Housing & CS 24 24 24 24
Total Annual Costs 564 564 582 505
Income: Recharges to other revenue heads 0 0 (18) 0
Total Annual Income 0 0 (18) 0
Budgeted Cost 564 564 564 505
Budget Changes 2015/16 to 2016/17 564 564
Base Budget 564 564
Non Efficiency Review Programme Savings/Efficiencies/Income Generation Reduced Housing Related Support (29) Reduced Supporting People contracts (30) (59) 505 STATEMENT OF SERVICE 2015-2017 Sheet No. Housing 5
Service : Management and Support Services
Description of Service : Providing central management and support services to the Housing and Community Services unit including performance and quality, data and statistics, procurement, contract management, financial monitoring and processes, ICT systems and recruitment.
Theme : People Other: Housing & Community Services
Responsible Officer : Cally Antill Element Name: HOUSING MGMT & SUPSVS
Service Aim : To manage and monitor the contract with Poole Housing Partnership (ALMO) To manage and maintain the unit contract and risk registers. To process payments and monitor budgets. To provide regular service monitoring information. To ensure a high quality service across the unit. To provide other central services (e.g. training plans, recruitment etc.)
Forecast 2015/2016 Current indications are that there will be a net overspend of £17,000, due to ICT costs (£21,000 - funded from the ICT (Service Unit Specific) Earmarked Reserve and employee cost savings (£4,000).
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Total Full Time Equivalent 6.31 6.31 STATEMENT OF SERVICE 2015-2017 Sheet No. Housing 5 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 (At current Price Base) Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 270 269 264 275 Premises Related Expenses 84 84 84 84 Transport Related Expenses 7 7 7 7 Supplies and Services 58 58 79 58 Other Support Costs 1 1 1 1 Central Support Costs - Variable 1 1 2 1
Total Annual Costs 421 420 437 426
Income: Recharges to other revenue heads (71) (71) (71) (73)
Total Annual Income (71) (71) (71) (73)
Net cost 350 349 366 353
Total Allocable Costs 25 28 28 25
Budgeted Cost 375 377 394 378
Budget Changes 2015/16 to 2016/17 375 375
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 2 0 Base budget 377 375
Employee Changes Pay Award 3 Incremental Drift 2 National Insurance changes 5 10 Savings / Efficiencies / Income Generation / Service Adjustments Support Services review (5) Recharge to the Housing Revenue Account (2) (7) 378 STATEMENT OF SERVICE 2015-2017 Sheet No. Housing 6
Service : Community Grants
Description of Service : Grants to organisations in the voluntary sector.
Theme : People Other: Housing & Community Services
Responsible Officer : Cally Antill Element Name: COMMUNITY GRANTS
Service Aim : To support and build the capacity of the voluntary sector in Poole to deliver services to vulnerable people.
Financial Aim: To use Council funding to attract additional resources for the voluntary sector and to support the voluntary sector to deliver essential community help and support.
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 (At current Price Base) Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Supplies and Services 147 147 147 135
Total Annual Costs 147 147 147 135
Budgeted Cost 147 147 147 135
Budget Changes 2015/16 to 2016/17 147 147
Base budget 147 147
Savings / Efficiencies / Income Generation / Service Adjustments Reduction to Citizens Advice Bureaux grant (12) (12) 135 STATEMENT OF SERVICE 2015-2017
Sheet No. Housing 7
Service : Housing Allocations
Description of Service : Providing an allocations, nominations and brokerage service for affordable homes in the borough and running the Home Choice Based Lettings scheme.
Theme : People Other: Housing & Community Services
Responsible Officer : Cally Antill Element Name : ALLOCATIONS
Service Aim : To operate the Dorset Home Choice scheme across the borough. To allocate vacancies within the Council's stock and to make nominations to vacant properties owned and managed by registered social landlord partners in accordance with the relevant policies. To make the best use of supported and specialist housing opportunities across the borough.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 6.33 6.33 Posts transferred to Housing 2 (6.33) Total Full Time Equivalent 6.33 0.00
Forecast 2015/2016 Current indications are that there will be an underspend of £24,000 in employee costs.
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 (At current Price Base) Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 174 174 150 0
Total Annual Costs 174 174 150 0
Income: Fees & Charges (2) (2) (2) 0
Recharges to other revenue heads (114) (114) (114) 0
Total Annual Income (116) (116) (116) 0
Net cost 58 58 34 0
Total Allocable Costs 9 14 14 0
Budgeted Cost 67 72 48 0
Budget Changes 2015/16 to 2016/17 67 67
Virements and other Adjustments Net Budget Transfers (virements) & Other Adjustments 5 (67) Base Budget 72 0 0 STATEMENT OF SERVICE 2015-2017 Sheet No. Public Health
Service : Public Health
Description of Service : The Health and Social Care Act 2012 transfered the responsibility for some key public health functions from the NHS to local authorities on 1 April 2013. These functions focus on promoting the health of the local population, and providing advice to NHS Commissioners. On the 1 October 2015, the 0 - 5 children's public health commissioning responsibility also transfered to local authorities from Public Health England. To meet its responsibilites Poole has entered into a Joint Service with Dorset County Council and Bournemouth Borough Council.
Portfolio : People (Public Health)
Responsible Officer : David Vitty & Phil Hornsby Element Name : PEOPLE PUBL HEALTH
Service Aim : To improve significantly the health and wellbeing of the local population. To carry out health protection functions delegated from the Secretary of State. To reduce health inequalities across the life course, including hard to reach groups To ensure the provision of population healthcare advice.
Financial Aim : To ensure the service is provided within the ring-fenced grant allocated.
Forecast 2015/16 In November 2015 the Government confirmed a 6.2% across the board in year cut to Public Health Funding. This resulted in a reduction of £455k in the Boroughs grant for 2015/16. This reduction in funding is being management within the Joint Service Public Health Service. The cut to funding has also resulted in a reduction in the savings the Joint Public Health Service is forecast to return to partners in 15/16 for the Borough this is £50k. The forecast increase in support costs of £146k represents spending funded from the Boroughs Public Health reserve.
Budget 2016/17 On 1 October 2015 the 0-5 children's public health commissioning responsibility was transfered to Local Authorities. The 16/17 figure for governement grants included a full year of funding for this service, 15/16 included 6 months funding. The timescales are such that the grant figures included for 2016/17 are provisional. Government confirmed values will be reported as part of the first quarter council budget monitoring. It is anticipated that the Joint Public Health Service will continue to generate savings which will enable the Borough to retain £299k of funding in 16/17. This funding has been used to support the budget.
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Agency and Contracted Services 5,796 5,796 5,350 6,642 Other Support Costs 1,199 1,199 1,386 1,237
Total Annual Costs 6,995 6,995 6,736 7,879
Income: Rents Government Grants (7,344) (7,344) (6,889) (8,178) Other grants, reimbursements and contributions 0 0 0
Total Annual Income (7,344) (7,344) (6,889) (8,178)
Net Cost (349) (349) (153) (299)
Budget Changes 2015/16 to 2016/17 (349) (349)
Net Budget Transfers (virements) & Other Adjustments 0 0
Base Budget (349) (349)
Specific Grant Changes Utilisation of grant 884 Additional grant funding (834)
50
(299)
BUDGET 2016/2017
PLACES THEME:
ECPS
TRANSPORTATION
PLANNING AND REGENERATION
TOURISM
TOWN CENTRE MANAGEMENT
BUDGET 2016/2017
Index to Places Theme
Financial Summary
Statements of Service Reference No.
- Open Spaces ECPS 1
- Waste Disposal ECPS 2
- Waste Collection ECPS 3
- Street Cleansing ECPS 4
- Environmental Health ECPS 5
- Trading Standards ECPS 6
- Service Man & Support (Consumer Protection) ECPS 7
- Service Man & Support (Open Spaces) ECPS 8
- Highways/Roads (Structural) - (Street Scene) ECPS 9
- Highways/Roads (Routine) – (Street Scene) ECPS 10
- Winter Maintenance ECPS 11
- Street Scene Management and Admin ECPS 12
BUDGET 2014/2015
Index to Places Theme (continued)
Financial Summary
Statements of Service Reference No.
Transportation
- Highways / Roads (Structural) Tran 1
- Construction Tran 2
- Highways / Roads (Routine) Tran 3
- Public Transport Tran 5
- Lighting Tran 6
- Transport Planning Policy & Strategy Tran 7
- Traffic Management & Road Safety Tran 8
- Parking Services Tran 9
- Highways Management & Admin Tran 10
- Coastal Protection Tran 11
- Flood Defence and Land Drainage Tran 12
- Transportation-Property Management Tran 13
Planning and Regeneration
- Economic Development Plan 1
- Planning Policy Plan 2
- Development Management Plan 3
- Building Control Plan 4
- Tourism Tour 1
- Town Centre Management TCM 1 BUDGET 2016/2017
INDEX OF SERVICES
Places Theme
ECPS 1 Open Spaces: Parks (including Grounds Maintenance contract), Countryside Management, Allotments.
ECPS 2 Waste Disposal: Waste Disposal, Disposal of Trade Waste, Nuffield Civic Amenity Site
ECPS 3 Waste Collection: Refuse Collection, Trade Waste Collection, Recycling Collection, Garden Waste Collection.
ECPS 4 Street Cleansing: Cleansing Services, Beach Cleansing, Environmental Response Unit.
ECPS 5 Environmental Health: Food Safety, Pollution Reduction, Health and Safety, Port Health, Pest Control, Public Health, Licensing, Public Conveniences.
ECPS 6 Trading Standards: Inspection and Enforcement.
ECPS 7 Environmental and Consumer Protection Services Management and Support: Management and Administration of the Environmental and Consumer Protection Services Unit (including Waste Operations and Fleet Management). Costs are apportioned to the Statement of Services ECPS 1 to 6.
ECPS 8 Service Management and Support (Open Spaces): Grounds Maintenance Team.
ECPS 9 Highway / Roads (Structural) – (Street Scene): Structural routine maintenance for Carriageway and Footway elements of the highways.
ECPS 10 Highways / Road (Routine) – (Street Scene): Maintenance and repairs on the Boroughs road network, covering Environmental related services (e.g. Weed Killing, Safety Sweeping, Highway Verges & Trees, Roundabout Sponsorship), Safety related services (e.g. Drainage, Road Markings, Non-Illuminated Signs and Bollards.
ECPS 11 Winter Maintenance.
ECPS 12 Street Scene Management: Management and Administration of the Street Scene Highways function.
INDEX OF SERVICES
Places Theme (Continued)
Tran 1 Highway / Roads (Structural): Structural routine maintenance for Bridges and structures together with Safety Fencing, and Footway and Carriageway elements of the highways.
Tran 2 Construction: Capital Charges and impairment costs in respect of past years capital expenditure on the Borough’s Road Network.
Tran 3 Highways / Road (Routine): Maintenance and repairs on the Boroughs road network, covering Environmental related services (e.g. Weed Killing, Safety Sweeping, Highway Verges & Trees, Roundabout Sponsorship), Safety related services (e.g. Drainage, Road Markings, Non- Illuminated and Illuminated Signs, Bollards and Traffic Signals.
Tran 5 Public Transport: The costs of Concessionary Fares, Bus Operator Subsidies, Community Transport, RTI and the co-ordination of Passenger Transport Policy.
Tran 6 Lighting: The costs of Street Lighting including maintenance services (planned and responsive), inspection services (including structural & electrical testing) and Road Traffic Accident Costs (both recoverable & non- recoverable).
Tran 7 Transport Planning Policy & Strategy: Formulating transport, highways and roads plans and policy including associated research, working with developers to assess impacts of developments, highways/road issues relating to planning applications, highways/road adoptions and routine network management including monitoring street works and enforcement.
Tran 8 Traffic Management & Road Safety: The costs of Road Safety Education, Safe Routes, Traffic Management and the Borough of Poole’s contribution toward the Dorset Strategic Road Safety Partnership.
Tran 9 Parking Services: The costs of mainstream Car Parking (e.g. Surface, Beach and Multi-storey Car Parks), Controlled Parking Zones and Civil (Car) Parking Enforcement.
Tran 10 Highways Management & Admin: Management, Administration, Engineering, all Professional staff and support costs for the Transportation Services Unit (including the Highways & Engineering Teams based at Hatchpond Depot). The management and running costs of the Social Service fleet, based at Hatchponds, are also included as is their apportionment to Social Services.
Tran 11 Coastal Protection: Coastal Protection
INDEX OF SERVICES
Places Theme (Continued)
Tran 12 Flood Defence and land drainage: Land Drainage, Private Drain Clearance, Meteorological Station.
Tran 13 Transportation Property Management: The provision of Property Helpdesk, Maintenance and servicing of corporate properties, Facilities management and construction project management.
Plan 1 Economic Development: Economic strategy; business support; training and employment; regeneration; European advice; external funding; non-tourism marketing and promotion.
Plan 2 Planning Policy: Local Development Framework; Regional planning role; implementation work.
Plan 3 Development Management: Includes all activities and costs related to the local authority’s role in development control under the town and country planning legislation.
Plan 4 Building Control: Include all expenditure related to a local authority's role in the monitoring and enforcement of building regulations, including Consultancy Services, Statutory Services and Other Advice & Services.
Tour 1 Tourism: Promotion and Marketing of Poole as a primary UK Visitor Destination
TCM 1 Town Centre Management: Promotion and support to the economic well being of Poole Town Centre.
Places Budget Summary 2016/2017
Net Gross Gross Net Sheet No: Statement of Service Description Budget Expenditure Income Budget 2015/16 2016/17 2016/17 2016/17 £000's £000's £000's £000's
ECPS 01 Open Spaces 2,724 3,511 (644) 2,867 ECPS 02 Waste Disposal 8,411 8,831 (518) 8,313 ECPS 03 Waste Collection (182) 4,187 (4,201) (14) ECPS 04 Street Cleansing 2,053 2,319 (161) 2,158 ECPS 05 Environmental Health 1,939 2,135 (362) 1,773 ECPS 06 Trading Standards 476 517 (22) 495 ECPS 07 Service Management and Support (E&CPS) (110) 72 (141) (69) ECPS 08 Service Management and Support (Open Spaces) (36) 2,932 (2,932) 0 ECPS 09 Highways Roads (Structural) 645 854 (101) 753 ECPS 10 Highways Roads (Routine) 764 831 (24) 807 ECPS 11 Winter Maintenance 136 152 0 152 ECPS 12 Highways Management and Administration 126 1,328 (1,309) 19
Environmental and Consumer Protection Services 16,946 27,669 (10,415) 17,254
TRAN 01 Highways Roads (Structural) 640 700 0 700 TRAN 02 Construction 2,995 3,106 0 3,106 TRAN 03 Highways Roads (Routine) 887 855 (1) 854 TRAN 05 Public Transport 4,206 5,069 (1,111) 3,958 TRAN 06 Lighting 1,138 847 (40) 807 TRAN 07 Transport Planning, Policy and Strategy 517 762 (257) 505 TRAN 08 Traffic Management and Road Safety 371 437 (41) 396 TRAN 09 Parking Services (2,297) 3,225 (5,736) (2,511) TRAN 10 Highways Management and Administration 22 3,689 (3,536) 153 TRAN 11 Coastal Protection 248 288 0 288 TRAN 12 Land Drainage 231 236 (11) 225 TRAN 13 Property Management 468 4,339 (3,951) 388
Transportation Services 9,426 23,553 (14,684) 8,869
PLAN 01 Economic Development 282 321 0 321 PLAN 02 Planning Policy 491 527 (8) 519 PLAN 03 Development Management 980 1,862 (884) 978 PLAN 04 Building Control 98 756 (642) 114
Planning and Regeneration Services 1,851 3,466 (1,534) 1,932
TOUR 01 Tourism 351 513 (247) 266
TCM 01 Town Centre 21 223 (201) 22
Total for Places 28,595 55,424 (27,081) 28,343 Environment Environmental & Consumer Protection Services (ECPS) - Budget Commentary
This page summarises the issues in ECPS which impact upon Statement of Service (ECPS1-12)
Forecast 2015/2016
Expenditure Variances £000's SoS
- Highways - revenue contribution to capital schemes 134 ECPS 9 - Carriageways and footway repairs 102 ECPS 9 - Drainage reactive and scheduled works 93 ECPS 10 - Vehicle maintenance 84 ECPS 3 - Other Expenditure 50 ECPS 2 - Road Markings 47 ECPS 10 - Public Conveniences - operating costs 30 ECPS 5 - Street Scene Other Expenditure (13) ECPS 7 - Street Scene Operatives (67) ECPS 4 - Employees (81) ECPS 3 - Waste Disposal contract (230) ECPS 2
Total Expenditure Variance - ECPS 149
Income Variances
- Other Income (103) ECPS 2 - Trade Waste fees & charges (62) ECPS 3 - Garden Waste Collection Scheme - higher number of sales (19) ECPS 3 - Street Scene Other Income (16) ECPS 7 - Licensing fees & charges 21 ECPS 5 - Recycling income - reduced prices 83 ECPS 2
Total Income Variance - ECPS (96)
Total Pressure / (Savings) ECPS 53
Contribution from Street Scene Highways Maintenance - Earmarked reserve (53)
Total Pressure / (Savings) ECPS after the application of reserves 0
Budget 2016/2017 Grounds Maintenance contract The annual increase in the scope of the standard grounds maintenance contract is based on the forecast inflationary figure of 2.3%. However, since 1 January 2016 this service has been internalised into the authority's existing Street Scene operation. The expectation is that this structure will not cost more than the existing contract amount plus the £62,000 inflationary element. Future operational efficiencies are likely to be identified during 2016. By internalising the contract the majority of the expenditure items namely operatives, vehicles and equipment will be charged to the Street Scene Grounds Maintenance Team (ECPS8) or support to Street Scene Management (ECPS7) and then recharged to the appropriate cost centre which will reflect where the work has been carried out, which will mostly be Parks and Open Spaces (ECPS1). Allotments Following a detailed review into the provision of allotments the schedule of annual rents has been amended. As a part of the plan to make charges more closely mirror the costs of providing the service the rents budget will be raised by a further £4,000. Street Scene savings Following the Street Scene restructure operational costs were reviewed. A further savings target of £75,000 has been set for 2016/17. Of this amount a certain figure has been earmarked through the utilisation of developer fees towards maintenance of open spaces with the remainder decided upon throughout the year, dependant upon levels of service provision. Tree work Street Scene have reviewed various separate budgets in order to realign them with standard levels of expenditure. From this analysis it was apparent that the tree work budget required additional resources to reflect the annual cost. An interim measure was taken in 2015/16 but the 2016/17 budget will grow by £59,000. This work will be undertaken internally, although often using subcontractors. In addition small tree work budgets for other service units have been consolidated into this heading. Environment Environmental & Consumer Protection Services (ECPS) - Budget Commentary
Budget 2016/2017 (Continued) Waste Disposal contract The domestic waste disposal budget has fallen by £207,000. This figure includes household waste, kerbside recycling, green waste, civic amenity site landfilled waste, street sweepings, asbestos, wood, soil and hardcore. Excluding commercial waste, the contract budget tonnages have dropped from 72,758 to 65,438 tonnes based predominantly upon current tonnage levels, which caused a £170,000 reduction in budget but also based on local experience a further £150,000 cut was incorporated into the final position. Prices are linked to the January 2016 Retail Prices Index (RPI) which has not been announced at the time of budget setting, so the likely contractual increase can only be estimated at £113,000 including the impact of Landfill Tax which grows from £82.60 to £84.40 from 1 April 2016. This is now a less significant component in the waste disposal contract value due to alternative methods of disposal. Trade Waste disposal Due to the contractual increases tied to the waste disposal contract, trade waste disposal unit costs will rise by similar amounts. This is budgeted to grow by £28,000. Factors incorporated into this amount are small increases for trade bin waste and trade bin recycling, but a more significant amount to cover current trade skip disposal costs. The increase will be offset by additional fees and charges. HWRC reduced opening hours A review of opening hours at Nuffield is planned based on meeting householder demand. It is expected that there will be a reduction in the requirement for manpower at the site. This will be a combination of basic operative hours and overtime. Currently there is a sizeable budget for the latter which would go most of the way to meeting the £40,000 saving. HWRC Commercial Waste Due to its competitive pricing, especially its scope for charging for smaller weight bands, the introduction of taking commercial waste at Nuffield has proved popular. The level of business on site has exceeded budget. Therefore, through existing arrangements alone the income budget will be increased by £15,000. At present, the opening hours for the commercial weighbridge are Monday to Friday, 1430-1700. To offer further scope to local traders extended weighbridge opening hours are being contemplated. This would increase the income budget by a further net £20,000. To reflect the current relationship between disposal costs and fees both elements have been increased by £42,000. HWRC Chargeable Household Waste ECPS began imposing charges for certain items of household waste in November 2014. The categories of waste included tyres, gas canisters, soil and rubble, asbestos and plasterboard. It is intended that closer monitoring of waste disposed at Nuffield will enable more appropriate classification of waste resulting in £10,000 additional chargeable household waste income. HWRC solar panel income A corporate project has been undertaken to assess the financial impact of placing solar panels on the roof of various council buildings. One of these locations is Nuffield. This scheme would reduce the requirement to purchase electricity by £3,000 whilst also acquiring £2,000 income as an incentive to implement such a scheme. HWRC partnership arrangement It is expected that from 1 March 2016 the Borough of Poole will enter into an agreement with Bournemouth Borough Council (BBC) to manage the latter's civic amenity site at Millhams. This will result in the authority incurring additional operational costs (level to be be confirmed) for which it would receive a management fee. By utilising appropriate economies of scale and combined greater tonnages to obtain better prices from the marketplace the arrangement is expected to benefit the Borough of Poole by £100,000, as well assisting BBC to a similar degree. Recycling Income Due to prevailing market conditions on the cessation of existing recycling contracts, ECPS will suffer an ongoing reduction of income of up to £142,000. The main factor is the depressed market price for metals which has wiped out receipts from the Producer Compliance Scheme and adversely impacted upon the metals contract. Both the textiles and cardboard contracts have witnessed reduced tonnage prices in the market place. Waste Collection Strategy In accordance with the Medium Term Financial Plan (MTFP), the introduction of an alternate weekly collection (AWC) for household refuse collection will commence in November 2016. This is planned to result in a requirement for three fewer household refuse/ recycling rounds, saving operative and vehicle costs in the region of £281,000. The expectation is that householders will be encouraged to alter their bin usage behaviour and further utilise the additional volume available in their recycling bins. The budget includes a further cost avoidance of £47,000 for waste disposal, producing a scheme annual saving of £328,000. New to You The newly created New to You project is currently based at Cabot Lane depot. This scheme is focused upon the re-use of items reclaimed from the HWRC site at Nuffield which were previously sold as part of the bric-a-brac contract for a nominal amount. Items are either retained for social allocation or sold to the public on the depot site. The budget includes £20,000 for operational costs at the depot as well as expecting £20,000 worth of sales. Environment Environmental & Consumer Protection Services (ECPS) - Budget Commentary
Budget 2016/2017 (Continued) Trade Waste Recycling Bin Service When the terms of the waste disposal contract changed from receiving income to incurring costs for recyclable waste, it was necessary to inflate the level of charges for the trade waste recycling bin service. Despite this rise there appears to have been no adverse effect on income so it is assessed as sustainable to put the fees budget up by £25,000. Trade Waste income Due to the contractual price increase for waste disposal, it will be necessary to raise fees and charges to offset this additional cost. Therefore, income generation is expected to go up by £28,000. Small budgetary increases are made for trade waste bins, trade recycling bins and trade skips with a more significant growth for the trade rollonoff service to reflect current demand. Utilities £6,000 has been included in the budget to cover inflationary increases in utility costs, mainly rates. This impacts upon public conveniences, Nuffield civic amenity site and Cabot Lane depot. Less significant increases will be incurred through electricity and water costs. Garden Waste Collection fees The 2016 Garden Waste Collection scheme will offer an enhanced service, extending from mid February to mid December, a total of 22 collections per household (previously 19 collections per annum). For 2016 the annual fee will be £37.55 per 240 litre green bin with Access to Learning & Leisure card holders charged £18.75. There is no discount offered for early payment. The budget includes an extra £20,000 income due to inflationary factors, with the impact of the expected 22,000 subscribers and the higher subscription level generating a further £130,000. Additional operative costs to handle the extended scheme are budgeted at £26,000. Further disposal and vehicle operating costs are also likely although these are expected to be met through service efficiencies rather than additional separately identifiable budget pressures. Community Toilet Scheme Four of the authority's toilets have already been closed in conjunction with the Community Toilet Scheme namely the Pilot, Hamworthy Co-Op, Jubilee Road, Macauley Road. No further closures were identified during 2015/16 to meet the appropriate MTFP requirement. This will need to occur, or alternative solutions found, during 2016/17 along with closures creating a saving of £93,000, along with an expansion of the alternative Community Toilets available to the public. Public Conveniences Cleaning & Minor Repairs contract The council has a contract with an external provider to clean and carry out minor repairs at its public conveniences throughout the borough. This arrangement is subject to inflationary pressures to enable the contractor to meet increases in employee costs and other cleaning and maintenance purchases. In 2016/17 this pressure amounts to £4,000. Regulatory Services out of hours cover A vacancy has recently been created through the resignation of a full time Consumer Protection Officer. It is the intention to replace this post with a part time Pest Control Officer with emphasis on providing weekend cover. This will save £18,000 in employee costs. There is also an expectation of further commercial pest control income generation to the sum of £2,000. Regulatory Services income generation The Regulatory Services section have in recent years generated additional income through work carried out for external organisations. Currently this includes one ongoing project which will continue into 2016/17. There is also an element of ad-hoc work. A combination of the two permits a £20,000 income budget to be included. New Fields Management One member of the management at New Fields will be reducing their contracted hours during 2016/17, initially on a trial basis. This will create a saving of £20,000. New Fields Vacant Post management There is an expectation that most service units have a vacancy factor which recognises that not all posts are filled permanently and there are always likely to be some vacant posts. Operative posts offering waste collection, cleansing, grounds and highways will require cover, albeit sometimes on an agency basis. The recommended vacancy factor has risen to 1.25% and this percentage is applied to all New Fields based officers, primarily in Environmental Health functions. This results in a saving of £12,000. Highways Patching The expected increase in patching costs rises according to an index which usually produces an uplift in excess of the RPI. However, this year the budget will only rise by £8,000 which is in line with the level of inflation. This sum will be used to maintain both carriageways and footways. Vehicle Dropped Kerbs After initialising a new separate cost centre for vehicle dropped kerbs in 2015/16 the level of activity has been reviewed. It has been decided to increase both the works and income budgets by £40,000 to reflect the number of dropped kerbs. STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 1
Service : Open Spaces
Description of Service : Parks, open spaces, natural habitats, allotments, equipped play areas and borough owned trees.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name : OPEN SPACES
Service Aim : To ensure Poole's natural environment is planned, developed and well managed. To improve the quality of Poole's open spaces and their facilities for people and wildlife. To ensure that the public spaces of Poole are safe, clean, protected, attractive and easy to use.
Supporting Data Year 0 Forecast Year 1 Budget Budget 2015/16 2015/16 2016/17 Total Area (hectares) 1,067 1,067 1,067 - Local countryside 643 643 643 - Parks and Open spaces (other) 371 371 371 - Highway Corridor (operational green land) 53 53 53
Number of allotment plots 480 498 498
Play facilities 43 43 43 Skate Parks 6 6 6 BMX Tracks 7 7 7 Fitness Stations 20 20 20
Financial Aim : Improve efficiency and targeted use of resources to improve the quality of maintenance of open spaces and reverse the decline in infrastructure and deterioration of assets. Develop service opportunities at no additional cost to the Council and maximise income opportunities.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 17.23 17.23 Occupied Post redundancy (1.00) Adjustments (1.20) Total Full Time Equivalent 17.23 15.03 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 1
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 541 530 530 524 Premises Related Expenses 202 199 199 255 Transport Related Expenses 17 17 17 17 Supplies and Services 64 75 75 75 Agency and Contracted Services 1,783 1,842 1,842 0 Intra Departmental Charges - ECPS 215 215 215 466 Other Support Charges 8 7 7 1,653 Depreciation and Impairment 374 392 392 392
Total Annual Costs 3,204 3,277 3,277 3,382
Income: Government Grants (177) (208) (208) (213) Developer Funding Contributions 0 0 0 (14) Fees & Charges (32) (32) (32) (32) Rents (85) (85) (85) (89)
Recharges to other revenue heads (296) (296) (296) (296)
Total Annual Income (590) (621) (621) (644)
Net Cost 2,614 2,656 2,656 2,738
Total Allocable Costs 110 128 128 129
Budgeted Costs 2,724 2,784 2,784 2,867
Budget Changes 2015/16 to 2016/17 2,724 2,724
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 60 2 Base Budget 2,784 2,726
Employee Changes Pay Award 7 Incremental Drift 6 National Insurance changes 12 25
Contractual Commitments Grounds Maintenance Contract 62 62
Other Changes Intra Departmental charges 251 Tree work 59 Other expenditure 11 Tree budget consolidation 5 Other income (5) Grounds recharges (188) 133
Savings / Efficiencies / Income Generation / Service Adjustments Street Scene savings, improving effectiveness and reducing waste expenditure (61) Street Scene savings, improving effectiveness and reducing waste income (14) Allotment charges (4) (79)
2,867 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 2
Service : Waste Disposal
Description of Service : The costs of waste disposal including landfill, waste to energy, Waste Electrical and Electronic Equipment (WEEE), centralised composting and processing recyclable waste, as well as the cost of the civic amenity site and waste transfer station.
This definition covers the disposal of household waste, street sweepings, civic amenity site waste, commercial/skip waste and the infrastructure required.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name : WASTE DISPOSAL
Service Aim : To develop and maintain an infrastructure that enables Poole residents and businesses to manage their waste. To promote waste minimisation, and re-use, recycling and composting as well as the management of associated contracts.
Supporting Data Year 0 Forecast Year 1 Budget Budget 2015/16 2015/16 2016/17 Tonnes of Waste Landfilled (Household) 4,280 5,609 3,200 Tonnes of Waste Recycled (excluding compost) 17,884 16,750 16,850 Tonnes of Waste Composted 14,468 12,962 12,701 Tonnes of Re-use and Incineration 33,495 30,035 31,510 Total Household Waste 70,127 65,356 64,261 Tonnes of fly tipping 206 303 258 Tonnes of Commercial Waste 7,871 9,990 8,410 Tonnes of soil and rubble 2,091 768 797 Tonnes of other municipal waste 334 123 128
Tonnes of municipal waste (including trade) 80,629 76,540 73,854 Landfill Tax £ 82.60 82.60 84.40
Financial Aim : To provide a cost effective service, taking steps to ensure recycling targets are reached.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 14.64 14.64 Adjustments 2.25 Total Full Time Equivalent 14.64 16.89 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 2
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 531 531 531 499 Premises Related Expenses 157 157 157 132 Transport Related Expenses 148 148 148 148 Supplies and Services 32 32 32 58 Agency and Contracted Services 5,775 5,700 5,520 5,516 Intra Departmental Charges - ECPS 86 86 86 128 Other Support Charges 2,069 2,068 2,068 2,065 Depreciation and Impairment 89 199 199 199
Total Annual Costs 8,887 8,921 8,741 8,745
Income: Other grants, reimbursements and conts (121) (121) (121) (206) Fees & Charges (425) (350) (370) (312)
Total Annual Income (546) (471) (491) (518)
Net Cost 8,341 8,450 8,250 8,227
Total Allocable Costs 70 83 83 86
Budgeted Costs 8,411 8,533 8,333 8,313
Budget Changes 2015/16 to 2016/17 8,411 8,411
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 122 125 Base Budget 8,533 8,536 Employee Changes Pay Award 2 Incremental Drift 2 National Insurance changes 4 8 Demographic & Volume Changes Rebase waste disposal increase in tonnages (170) (170) Contractual Commitments Recycling Contract income price reduction 142 Waste Disposal Contract Inflation 113 255 Other Changes HWRC commercial waste current disposal levels 42 Intra Departmental charges 42 Trade Waste disposal costs 28 Other expenditure 1 HWRC commercial waste current income levels (42) 71 Savings / Efficiencies / Income Generation / Service Adjustments Waste Disposal Contract reduced tonnages based on local experience (150) HWRC deliver partners (100) Waste Collection Strategy (47) HWRC reduced hours (40) HWRC commercial waste extended opening hours (20) HWRC commercial waste growth via weighbridge (15) HWRC charge for more items (10) HWRC solar panel expenditure (3) HWRC solar panel income (2) (387)
8,313 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 3 Service : Waste Collection
Description of Service : The collection of waste from private dwellings and commercial properties.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name : WASTE COLLECTION
Service Aim : To provide an efficient, reliable and cost effective waste collection service for household collection, kerbside recycling and garden waste services. To maintain the borough's commercial trade waste collection business and offer an alternative to national operators.
Supporting Data Year 0 Forecast Year 1 Budget Budget 2015/16 2015/16 2016/17 Number of Households collected from 67,832 67,915 68,190 Household Waste Collection - tonnes 33,430 32,635 31,768 Kerbside Recycling Collection - tonnes 14,331 13,555 13,550 Green Waste Collection - tonnes 7,187 6,758 6,700 Trade Waste Collection - tonnes 7,001 8,587 7,650 Notes: The above do not form the total municipal waste figure but the tonnages of material dealt with under this service. The Number of Households is based on the Valuation Office listing for the March prior to the end of the financial year.
Financial Aim : To deliver a range of collection services to support the waste strategy in the most cost effective manner.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 84.34 84.34 Adjustments (4.56) Total Full Time Equivalent 84.34 79.78 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 3 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 2,224 2,242 2,161 2,115 Premises Related Expenses 0 10 10 11 Transport Related Expenses 715 759 843 669 Supplies and Services 174 48 48 68 Intra Departmental Charges - ECPS 246 246 246 292 Depreciation and Impairment 239 760 760 760 RCCO & repayment to cap reserve 73 73 73 73
Total Annual Costs 3,671 4,138 4,141 3,988
Income: Fees & Charges (1,895) (1,915) (1,996) (2,138)
Recharges to other revenue heads (2,063) (2,063) (2,063) (2,063)
Total Annual Income (3,958) (3,978) (4,059) (4,201)
Net Cost (287) 160 82 (213)
Total Allocable Costs 105 210 210 199
Budgeted Costs (182) 370 292 (14)
Budget Changes 2015/16 to 2016/17 (182) (182)
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 552 612 Base Budget 370 430
Employee Changes Pay Award 24 Incremental Drift 17 National Insurance changes 40 81
Other Changes Intra Departmental charges 46 New to You operating costs 20 Other expenditure (11) New to You fees & charges (20) Trade Waste fees & charges (28) Chargehands to Street Scene Man & Admin (102) (95)
Savings / Efficiencies / Income Generation / Service Adjustments Waste Collection Strategy (281) Garden Waste service review fees & charges (130) Trade Waste Recycling income growth (25) Garden Waste increase charges (20) Garden Waste service review operational costs 26 (430) (14) STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 4
Service : Street Cleansing
Description of Service : Sweeping and removal of litter and detritus from land including adopted highway, parks & open spaces and beaches, servicing litter bins, weed treatment, graffiti and fly tip removal etc. as required to comply with the Environmental Protection Act 1990.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name : STREET CLEANSING
Service Aim : To ensure the borough meets the cleanliness standards set out in the Environmental Protection Act and litter code of practice. To integrate an improved methodology for street sweeping. To achieve 100% grade A or B cleanliness for Poole streets. To maximise street litter recycling scheme to increase overall recycling performance and street cleanliness.
Supporting Data Year 0 Forecast Year 1 Budget Budget 2015/16 2015/16 2016/17 Relevant land km2 17 17 17 Tonnage of street sweepings 2,152 2,635 3,300 Notes: Street Sweepings which will be composted are included under the heading of 'Composted from Civic Amenity Site' in ECPS 2.
Financial Aim : To provide a range of cleansing services to maintain BV199 performance in all public spaces, including beaches and parks, in the most cost effective manner.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 53.23 53.23 Adjustments (5.23) Total Full Time Equivalent 53.23 48.00 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 4
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 1,330 1,323 1,256 1,171 Transport Related Expenses 429 416 416 411 Supplies and Services 70 70 70 75 Intra Departmental Charges - ECPS 103 103 103 177 Other Support Charges 12 12 12 132 Depreciation and Impairment 215 242 242 242 RCCO & repayment to cap reserve 4 4 4 4
Total Annual Costs 2,163 2,170 2,103 2,212
Income: Fees & Charges (2) (2) (2) (3)
Recharges to other revenue heads (155) (155) (155) (158)
Total Annual Income (157) (157) (157) (161)
Net Cost 2,006 2,013 1,946 2,051
Total Allocable Costs 47 111 111 107
Budgeted Costs 2,053 2,124 2,057 2,158
Budget Changes 2015/16 to 2016/17 2,053 2,053
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 71 70 Base Budget 2,124 2,123
Employee Changes Pay Award 14 Incremental Drift 10 National Insurance changes 24 48
Other Changes Beach Cleansing recharge from Grounds Maintenance Team 120 Intra Departmental charges 74 Other expenditure (3) Other income (4) Beach Cleansing Operatives incorporated into Grounds Maintenance Team (98) Chargehands to Street Scene Management & Admin (102) (13) 2,158 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 5 Service : Environmental Health
Description of Service : All services to protect, promote and enhance community health and safety and environmental protection.
Food Safety - programmed food hygiene inspections, investigation of food complaints, food poisoning and infectious diseases. Sampling of foods and ingredients. Advice and assistance to trade. Environmental Protection - investigation of complaints arising from commercial, industrial and domestic premises including noise, odour, smoke. Permitting of industrial premises to minimise air, water and land pollution. Air quality monitoring at various sites with results incorporated into the Local Transport Plan. Implementation of the contaminated land strategy by identification of contaminated land, assessment of remediation work by land owner, including council owned land. In partnership with the Health Authority and other councils treating the river Stour to kill Blandford fly larvae. Investigation of blocked private drains. Health and Safety at Work - undertaking programmed inspections of workplaces and participation in projects to ensure employee and public safety. Investigation of complaints and accidents. Ensuring compliance with smoke-free requirements. Port Health - supporting fishing industry in sampling shellfish in the harbour and bay for bacteriological quality in order to maintain EU classification so that shellfish maybe harvested and sold. Ensuring vessels are free from rodents. Abandoned vehicles - undertaking early removal of burnt out and abandoned vehicles. Licensing of premises and people for the supply of alcohol, regulated entertainment and gambling, ensuring conditions are met. Licensing, caravan sites, taxis, street trading, skips etc. Processing Town & Village Green Applications. Animal health and dog control - collection of stray dogs and reuniting with owners or re-homing, investigation of animal health/ cruelty and dog fouling complaints. Illegal importation via port, licensing of pet shops, microchipping identification. Pest control - provision of services to residents and business. Public Conveniences - provision of public conveniences in accordance with the framework strategy. To ensure that they are cleaned, repaired and maintained as provided for in current contracts/service level agreements. Implementation, development, and management of the Community Toilet Scheme. Gypsy and travellers - managing and dispersal of occasional unauthorised encampments. Corporate Health & Safety - to advise/assist all Service Units & Schools to ensure the health & safety of employees & services.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name : ENVIRONMENTAL HEALTH
Service Aim : Delivery of services to support the council's mission, vision and corporate commitments as identified within the service unit business plan. Ensuring foods are safe and healthy, environmental quality is maintained, residents are protected from contamination and nuisance. Supporting the leisure and recreation economy within Poole ensuring that it is safe, healthy and vibrant.
Supporting Data Year 0 Forecast Year 1 Budget Budget 2015/16 2015/16 2016/17 No. of environmental protection complaints/enquiries 3,000 2,600 2,500 No. of licence applications 1,750 650 600 No. of public health complaints/enquiries 1,600 1,200 1,200 No. of programmed inspections/audits 650 450 500 No. of pest control treatments/investigations 600 850 800 No. of food safety/infectious disease notifications 500 450 400 No. of stray dogs notified 300 160 150 No. of business consultancy/advice 150 240 300 No. of illegal encampments 15 18 15 % of complaints/enquiries responded to within 2 work days 95% 95% 95% % staffing and budgeted costs/benchmarked authorities 75% 75% 75%
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 28.61 28.61 Adjustments (1.51) Total Full Time Equivalent 28.61 27.10 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 5 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 943 943 943 920 Premises Related Expenses 184 184 214 121 Transport Related Expenses 20 20 20 20 Supplies and Services 91 92 92 91 Agency and Contracted Services 137 137 137 125 Central Support Costs (Variable) 10 1 1 0 Intra Departmental Charges - ECPS 441 441 441 444 Intra Departmental Charges - Transportation 74 74 74 69 Other Support Charges 34 20 20 14 Depreciation and Impairment 172 125 125 125
Total Annual Costs 2,106 2,037 2,067 1,929
Income: Other grants, reimbursements and conts (6) (6) (6) (5) Fees & Charges (304) (304) (283) (326)
Recharges to other revenue heads (31) (31) (31) (31)
Total Annual Income (341) (341) (320) (362)
Net Cost 1,765 1,696 1,747 1,567
Total Allocable Costs 174 206 206 206
Budgeted Costs 1,939 1,902 1,953 1,773
Budget Changes 2015/16 to 2016/17 1,939 1,939 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (37) (37) Base Budget 1,902 1,902
Employee Changes Pay Award 11 Incremental Drift 8 National Insurance changes 19 38
Contractual Commitments Public Conveniences utilities 6 Public Conveniences cleaning & minor repairs 4 10
Other Changes Intra Departmental charges 3 Other income 1 Other expenditure (15) Vacancy Factor allocated to Environmental Health (21) (32)
Savings / Efficiencies / Income Generation / Service Adjustments Community Toilet programme (93) Regulatory Services income/savings (20) Regulatory Services redesign out of hours service employee saving (18) Vacant Post management (12) Regulatory Services redesign out of hours service commercial income (2) (145) 1,773 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 6
Service : Trading Standards
Description of Service : Activities to protect consumers and businesses against illegal pricing, quality, fair trading and safety practices.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name : CONSUMER PROTECTION
Service Aim : To protect consumers and business against illegal pricing, quality, fair trading and safety practices. Service plan for statements ECPS 5 and 6 adopt principles to minimise burden of regulation on good businesses allowing focus on where unit is able to make the most impact for the benefit of business and consumers and to create a level playing field for business, bringing non compliant businesses into compliance and providing support for business. To provide specialist consumer advice and support to vulnerable residents in taking their own civil action. The following specific issues are addressed by this service; trade descriptions, weights and measures, product safety, petroleum storage, sale of alcohol and tobacco to minors, consumer credit, consumer credit law, and energy certificates in public buildings.
Supporting Data Year 0 Forecast Year 1 Budget Budget 2015/16 2015/16 2016/17 No. of Trading Standard criminal complaints 1,150 1,200 1,200 No. of Consumer Protection advice 300 250 300 No. of Business consultancy/advice 250 300 300 No. of programmed inspections/audits 150 100 100 No. of prosecutions/formal legal actions 25 35 40 No. of Consumer Protection campaigns/presentations 20 4 5 % staffing and budgeted costs/benchmarked authorities 75% 75% 75%
Financial Aim : To meet the commitments of the Medium Term Financial Plan. Due to integrated nature in the provision of services, Environmental Health and Trading Standards to be taken together in measuring performance against this aim.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 6.49 6.49 Adjustments (0.35) Total Full Time Equivalent 6.49 6.14 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 6
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 339 339 339 349 Transport Related Expenses 2 2 2 3 Supplies and Services 8 8 8 8 Intra Departmental Charges - ECPS 107 107 107 109 Other Support Charges 0 0 0 Depreciation and Impairment 0 0 0
Total Annual Costs 456 456 456 469
Income: Fees & Charges (21) (21) (21) (22)
Total Annual Income (21) (21) (21) (22)
Net Cost 435 435 435 447
Total Allocable Costs 41 44 44 48
Budgeted Costs 476 479 479 495
Budget Changes 2015/16 to 2016/17 476 476 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 3 7 Base Budget 479 483
Employee Changes Pay Award 3 Incremental Drift 2 National Insurance changes 6 11
Other Changes Other expenditure 2 Other Income (1) 1 495 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 7
Service : Service Management and Support (Environmental & Consumer Protection).
Description of Service : Management and support for Environmental and Consumer Protection Services, Street Scene, as well as the Fleet Management function.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name : ENVIRO SMS
Service Aim : To efficiently manage the authority's vehicle fleet, fleet workshop, procurement and to manage the authority's statutory operator's licence responsibilities. To provide effective management for frontline service delivery within Environmental and Consumer Protection Services.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 37.61 37.61 New Post 1.00 TUPE from Other Organisation 5.00 Adjustments 15.07 Total Full Time Equivalent 37.61 58.68 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 7
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 924 1,146 1,146 1,659 Premises Related Expenses 447 437 437 436 Transport Related Expenses 35 53 53 (8) Supplies and Services 266 259 246 254 Central Support Costs (Variable) 10 6 6 6 Intra Departmental Charges - E&CPS (1,680) (1,680) (1,680) (2,329) Other Support Charges 31 31 31 30 Depreciation and Impairment 24 24 24 24
Total Annual Costs 57 276 263 72
Income: Fees & Charges (45) (25) (25) (24)
Recharges to other revenue heads (122) (122) (138) (117)
Total Annual Income (167) (147) (163) (141)
Net Cost (110) 129 100 (69)
Budgeted Costs (110) 129 100 (69)
Budget Changes 2015/16 to 2016/17 (110) (110) Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 239 253 Base Budget 129 143
Employee Changes Pay Award 14 Incremental Drift 10 National Insurance changes 22 46
Other Changes Chargehands from Waste Operations 204 Grounds contract internalisation 188 Other expenditure 13 Other income 6 Intra Departmental charges (649) (238)
Savings / Efficiencies / Income Generation / Service Adjustments Head of Service saving (20) (20) (69) STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 8
Service : Service Management and Support (Open Spaces)
Description of Service : Management and support for the Grounds Maintenance Team.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name : OPEN SPACES HOLDING
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 21.73 21.73 New Posts 3.49 TUPE from Other Organisation 52.91 Adjustments 1.00 Total Full Time Equivalent 21.73 79.13
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 523 532 532 1,907 Premises Related Expenses 100 100 100 120 Transport Related Expenses 99 108 108 393 Supplies and Services 41 41 41 307 Agency and Contracted Services 1 1 1 1 Central Support Costs (Variable) 1 1 1 1 Intra Departmental Charges - ECPS 89 89 89 143 Depreciation and Impairment 52 58 58 60
Total Annual Costs 906 930 930 2,932
Income: Fees & Charges (1) (1) (1) (1)
Recharges to other revenue heads (941) (950) (950) (2,931)
Total Annual Income (942) (951) (951) (2,932)
Net Cost (36) (21) (21) 0
Budgeted Costs (36) (21) (21) 0
Budget Changes 2015/16 to 2016/17 (36) (36) Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 17 (2) Base Budget (19) (38)
Employee Changes Pay Award 7 Incremental Drift 6 National Insurance changes 13 Other 16 42
Other Changes Grounds contract internalisation 1,803 Beach Cleansing Operatives incorporated into Grounds Maintenance Team 98 Intra Departmental charges 54 Grounds Maintenance project purchases 20 Other expenditure 2 Grounds Maintenance Team recharges (1,981) (4) 0 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 09
Service : Highways / Roads (Structural)
Description of Service : To routinely maintain major elements of the highway network including carriageways, footways and safety fences.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name : STRUCT MTCE OTH SS
Service Aim : To cost effectively maintain major elements of the highway network in a safe condition for all highway users. To maintain major elements of the highway in a condition satisfactory to users as far as budgets allow. To maximise the availability of the highway network for users.
Supporting Data: Year 0 Forecast Year 1 Budget Budget 2015/16 2015/16 2016/17 Length of principal roads - Km 41 41 41 Length of non principal roads - Km 486 486 486 (approximately 1500 roads)
Financial Aim : To use available budgets in a cost effective and timely manner to address highway safety issues and highway condition issues as far as budgets allow. To maximise the value of the highway asset. To minimise the number of successful claims against the authority relating to highway condition.
Staffing Plan Employees partaking of Highways work are included within Highways Management and Administration (ECPS 12). STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 09
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Transport Related Expenses 7 7 7 12 Supplies and Services 94 94 619 519 Agency and Contracted Services 423 423 0 0 Intra Departmental Charges - ECPS 40 40 40 64 Other Support Charges 135 138 138 252 RCCO & repayment to cap reserve 0 0 134 0
Total Annual Costs 699 702 938 847
Income: Fees & Charges (60) (60) (60) (100) Rents (1) (1) (1) (1)
Total Annual Income (61) (61) (61) (101)
Net Cost 638 641 877 746
Total Allocable Costs 7 4 4 7
Budgeted Costs 645 645 881 753
Budget Changes 2015/16 to 2016/17 645 645
Contractual Commitments Patching 8 8
Other Changes Carriageways internal works 75 Footways Dropped Kerbs increased work 40 Intra Departmental charges 24 Other expenditure 1 Footways Dropped Kerbs additional fees & charges (40) 100 753 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 10
Service : Highways / Roads (Routine)
Description of Service : The routine maintenance of highway verges and planting, drainage, traffic, safety, bollards, fences, street seats, rights of way, nameplates, non-illuminated signs, road markings and an emergency out of hours service to cover anything associated with the highway.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name: ROUTINE REPS OTH SS
Service Aim : To systematically inspect and maintain elements of the highway network to create a safe environment for all modes of travel and at a condition acceptable to users.
To attend to all reported incidents of dangerous roads within 24 hours.
To maintain a high level of resident satisfaction with maintenance compared with similar authorities.
Supporting Data: Year 0 Forecast Year 1 Budget Budget 2015/16 2015/16 2016/17 No. of Highway Inspection sections 8,453 8,453 8,453 No. of Repairs Undertaken 2,900 2,900 2,900 No. of Gullies 22,250 24,633 25,000
NB: Within the data provided above, inventory information is best estimate and is subject to confirmation when appropriate systems are in place.
Financial Aim : To utilise available resources in a cost effective manner to maintain elements of the highway to a safe and acceptable standard. To minimise the Council's liability to claims relating to highway condition. To maximise the value of the elements of the highway asset.
Staffing Plan Employees partaking of Highways work are included within Highways Management and Administration (ECPS 12). STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 10 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 59 59 59 61 Premises Related Expenses 12 12 12 13 Transport Related Expenses 0 4 4 4 Supplies and Services 144 144 144 110 Agency and Contracted Services 400 400 447 399 Intra Departmental Charges - ECPS 62 62 62 93 Other Support Charges 107 107 200 141 Depreciation and Impairment 0 6 6 6
Total Annual Costs 784 794 934 827
Income: Fees & Charges (24) (24) (24) (24)
Total Annual Income (24) (24) (24) (24)
Net Cost 760 770 910 803
Total Allocable Costs 4 1 1 4
Budgeted Costs 764 771 911 807
Budget Changes 2015/16 to 2016/17 764 764
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 7 10 Base Budget 771 774
Employee Changes Pay Award 1 National Insurance changes 1 2
Other Changes Intra Departmental charges 31 31 807 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 11
Service : Winter Maintenance
Description of Service : To maintain the safety of the highway network from the effect of snow and ice as far as is reasonably practicable.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name : WINTER MAINTENANCE
Service Aim : To undertake routine pre-salting to important elements of the highway network in a timely manner so as to prevent the build up of ice and snow. To deal with any accumulations of snow on key parts of the highway network which salting has been unable to prevent.
Financial Aim : To provide a service to reasonably allow the safety of highway users within the financial resources available. To minimise the Council's liability to accident claims as a result of snow or ice on the highway.
Staffing Plan Employees partaking of Winter Maintenance work are included within Highways Management and Administration (ECPS 12).
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 3 15 15 15 Transport Related Expenses 29 29 29 25 Supplies and Services 36 36 36 36 Agency and Contracted Services 18 18 18 22 Intra Departmental Charges - ECPS 26 26 26 43 Other Support Charges 23 11 11 10 Depreciation and Impairment 1 1 1 1
Total Annual Costs 136 136 136 152
Net Cost 136 136 136 152
Budgeted Costs 136 136 136 152
Budget Changes 2015/16 to 2016/17 136 136
Other Changes Intra Departmental charges 17 Other expenditure (1) 16 152 STATEMENT OF SERVICE 2015-2017 Sheet No. ECPS 12
Service : Highways Management and Administration
Description of Service : Management, Administration, and Professional staff and support costs for Highways function.
Theme : Places: Environmental
Responsible Officer : Shaun Robson Element Name : HIGHWAYS MANAGEMENT
Service Aim : Deliver services as described in ECPS 9 to ECPS 11.
Financial Aim : Manage and undertake work carried out and funded by budgets within ECPS 9 to 11.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 18.68 18.68 New Post 1.00 Adjustments (6.68) Total Full Time Equivalent 18.68 13.00
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 611 455 455 483 Transport Related Expenses 269 247 247 243 Supplies and Services 134 84 84 85 Intra Departmental Charges - ECPS 266 266 266 372 Other Support Charges 1 0 0 0 Depreciation and Impairment 87 145 145 145
Total Annual Costs 1,368 1,197 1,197 1,328
Income: Recharges to other revenue heads (1,242) (1,242) (1,242) (1,309)
Total Annual Income (1,242) (1,242) (1,242) (1,309)
Net Cost 126 (45) (45) 19
Budgeted Costs 126 (45) (45) 19
Budget Changes 2015/16 to 2016/17 126 126 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (171) (171) Base Budget (45) (45)
Employee Changes Pay Award 8 Incremental Drift 6 National Insurance changes 15 29
Other Changes Intra Departmental charges 116 Other expenditure (3) Subcontractors (11) Highways Overhead Account recharges (67) 35 19 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 1
Service : Highways / Roads (Structural)
Description of Service : To routinely maintain major elements of the highway network including bridges, subways and other structures.
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name : HIGHWAYS STRUCTURAL Head of Transportation Services
Service Aim : To cost effectively maintain highway structures in a safe condition for all highway users. To maintain highway structures in a condition satisfactory to users as far as budgets allow. To maximise the availability of the highway network for users.
Supporting Data: Year 0 Revised Year 1 Budget Data Budget 2015/16 2015/16 2016/17 No. of Bridges 30 31 31 No. of Retaining Walls 20 20 20 No. of Culverts 27 27 27 No. of Subways 25 25 25 No. of Other Structures 10 10 10
Financial Aim : To use available budgets in a cost effective and timely manner to address highway safety issues and highway condition issues as far as budgets allow. To maximise the value of the highway asset. To minimise the number of successful claims against the Authority relating to highway condition.
Forecast 2015/2016 The overall forecast for Structural Highways maintenance is an overspend of £87k. This is due to the maintenance costs of the Twin Sails bridge, work on Asset Management and Bridge Operator staff absence. Budget 2016/2017 The 2016/17 budget includes additional staff costs of £5k, increase bridge maintenance costs of £35k, asset management costs of £20k and utility savings of £7k.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 6.99 6.99 Total Full Time Equivalent 6.99 6.99
The full time equivalent salaries for staff supporting this activity are accounted for in Tran 10. STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 1
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 123 123 132 128 Premises Related Expenses 71 71 71 64 Supplies and Services 88 88 132 143 Agency and Contracted Services 189 189 189 169 Support Costs 124 124 158 144 Transport Interdepartmental 7 7 7 7
Total Annual Costs 602 602 689 655
Net Cost 602 602 689 655
Total Allocable Costs 38 45 45 45
Budgeted Cost 640 647 734 700
Budget Changes 2015/16 to 2016/17 640 640 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 7 7
Base Budget 647 647
Employee Changes Pay Award 1 Incremental Drift 1 National Insurance Changes 3 5
Contractual Commitments Electricity & Utilities (7) (7)
Increased Operational running costs Twin Sails maintenance 55 Poole Bridge maintenance (20) Asset Management 20 55 700 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 2
Service : Construction
Description of Service : Capital charges and impairment costs resulting from past capital expenditure
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name: CONSTRUCTION Head of Transportation Services
Service Aim : This service reflects notional charges arising as a result of previous years capital expenditure on roads infrastructure. Depreciation is charged over the life of the infrastructure assets based upon CIPFA accounting guidelines
Financial Aim : To reflect both depreciation of the Council's infrastructure assets and a notional interest charge.
Forecast 2015/2016 The Accounting Body who determine how Local Authority accounts are to be presented (i.e., the Chartered Institute of Public Finance & Accountancy) have determined that for 2006/07 onwards there is no longer a requirement for a notional capital charge (asset rental) to be made for the use of assets. Depreciation charges continue to be made. Budget 2016/2017 Increase in depreciation charge (£111k)
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's
Depreciation and Impairment 2,995 3,106 3,106 3,106 Asset Charges 0
Total Annual Costs 2,995 3,106 3,106 3,106
Net Cost 2,995 3,106 3,106 3,106
Budgeted Cost 2,995 3,106 3,106 3,106
Budget Changes 2015/16 to 2016/17 2,995 2,995 Virements and Other Adjustments Depreciation Charge 111 111 Base Budget 3,106 3,106
3,106 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 3
Service : Highways / Roads (Routine)
Description of Service : Maintenance of illuminated signs, traffic signals and Intelligent Transport Systems (e.g., electronic variable message signs, integrated traffic control systems)
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name: HIGHWAYS ROUTINE Head of Transportation Services
Service Aim : To maintain electronic traffic equipment used for the efficient and effective control of the highway in line with the network management duty placed on the Council through the Traffic Management Act 2004 To create a safe and convenient network for all modes of travel, with particular emphasis on sustainable travel. Supporting Data: Year 0 Year 1 2015/16 2016/17 Variable Message Signs (Traffic Incidents) 16 17 Variable Message Signs (Car Park Guidance) 10 10 Variable Message Signs (Twin Sails Prism) 6 6 Highways CCTV Cameras 12 15 Automated Traffic Counters 81 81 Bluetooth Counters 33 33 Vehicle Activated Signs (VAS) 28 30 No. of Illuminated Signs & Bollards 2,359 2,359 No. of Traffic Signal Installations 131 131 No of Traffic Signals which serve ped cross. 123 123 NB: Within the data provided above, inventory information is best estimate and is subject to confirmation when appropriate systems are in place.
Financial Aim : To utilise available resources in a cost effective manner to manage the network in a safe and efficient way
Forecast 2015/2016 Expenditure is forecast to be £26k under budget as a result of reduced electricity costs. Budget 2016/2017 The 2015/16 budget reflects reduced electricity costs of £41k, increased ITS maintenance of £8k and fees and charges increase of £1k.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 2.58 2.58 Total Full Time Equivalent 2.58 2.58
The full time equivalent salaries for staff supporting this activity are accounted for in Tran 10. STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 3 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 32 32 32 32 Premises Related Expenses 275 275 249 234 Supplies and Services 79 79 79 79 Agency and Contracted Services 283 283 283 291 Support Costs 73 73 73 73 Transport Interdepartmental 91 92 92 92 Total Annual Costs 839 834 808 801
Income: Fees & Charges 0 0 0 (1)
Total Annual Income 0 0 0 (1)
Net Cost 839 834 808 800
Total Allocable Costs 48 54 54 54
Budgeted Cost 887 888 862 854
Budget Changes 2015/16 to 2016/17 887 887
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 1 1 Base Budget 888 888
Contractual Commitments Electricity & Utilities (41) (41)
Increased Operational running costs ITS maintenance 8 8
Savings / Efficiencies / Income Generation / Service Adjustments Other Fees e.g. Street naming agreed by TAG (1) (1) 854 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 5
Service : Public Transport
Description of Service : Support of public transport either directly or by subsidies to operators or individuals, including concessionary fares, school transport, community transport, social services transport, passenger information including Real Time Information and bus shelters.
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name: PUBLIC TRANSPORT Head of Transportation Services
Service Aim : To support bus use, as a sustainable mode of travel and as an essential form of transport to improve accessibility for those without access to private means. To make services more accessible and attractive for the public to use by providing subsidy for non-commercial services that contribute towards meeting social need and encouraging modal shift.
Supporting Data: Revised Year 1 Data Budget 2015/16 2016/17 No of Local Bus Services Operating Approx. 40 Approx. 40 Distance Services Covered Not Collected Not Collected No of Passengers Carried 10.2m 10.2m No of Bus Stops 855 855 No of Bus Stops With Shelters 258 260 No of Bus Stops With Raised Kerbs 580 580 No of Bus Contracts 22 22 Contracts Account for % of Total Patronage Approx. 15% Approx. 10% Approx. 10% Contracts Account for % of Distance Operated Not Collected Not Collected The Connect Concessionary Fare Scheme has resulted in: - Free Bus Pass 32,000 32,000
Financial Aim : There are three main financial aims in this area: 1. The aim of the English National Concessionary Travel scheme is to meet the statutory requirement to provide free off-peak travel for residents over the pensionable age for women and younger people with qualifying disabilities. 2. The aim of subsidised services is to provide the most needed bus services that wouldn't otherwise be operated on a commercial basis (as established by Route & Branch Group using the Performance Management Framework) to meet accessibility needs and encourage modal shift. 3. To secure sufficient resources to implement other actions and activities necessary to achieve upper quartile performance and address local indicators.
Forecast 2015/2016 Concessionary Fares is forecast to underspend by £223k due to lower journey numbers and lower fares than expected. Bus Subsidies are forecast to underspend by £48k due to a recent review. Bus Shelters & RTI maintenance is expected to underspend by £100k due to a new contract with one year of free maintenance. Budget 2016/2017 The Concessionary Fares budget has been reduced by £151k to reflect reduced journey numbers. Bus Subsidy costs are budgeted to reduce by £40k largely due to an earlier review. A new Bus Shelter & RTI maintenance contract is budgeted to reduce costs by £5k. STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 5
Revenue Cost Plan :
Full Year Operating Plan Year 0 OLAS Forecast Year 1 Budget Budget 2015/16 2016/17 2015/16 £000's £000's Employees 4 4 4 4 Premises Related Expenses 8 8 8 9 Transport Related Expenses 56 56 56 56 Supplies and Services 212 212 51 233 Agency and Contracted Services 13 13 2 0 Transfer Payments 4,580 4,569 4,298 4,306 Support Costs 0 0 3 1 Transport Interdepartmental 382 365 365 365 Depreciation and Impairment 24 24 67 67
Total Annual Costs 5,279 5,251 4,854 5,041
Income: Government Grants (166) (166) (166) (166) Other grants, reimbursements and conts (273) (251) (115) (197) Developer Funding Contribution (51) (62) (56) (63) Fees & Charges (249) (249) (321) (329)
Recharges to other revenue heads (356) (356) (356) (356)
Total Annual Income (1,095) (1,084) (1,014) (1,111)
Net Cost 4,184 4,167 3,840 3,930
Total Allocable Costs 22 28 28 28
Budgeted Cost 4,206 4,195 3,868 3,958
Budget Changes 2015/16 to 2016/17 4,206 4,206 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 21 32 Base Budget 4,227 4,238
Government Requirements Concessionary Fares (151) (151)
Contractual Commitments Bus Subsidies (including Grammar Schools) - Expenditure 10 Bus Subsidies (including Grammar Schools) - Income (11) RTI - Expenditure 10 RTI - Income (15) (6)
Savings / Efficiencies / Income Generation / Service Adjustments Bus Subsidy Savings approved March 2015 (39) Bus Subsidy cost of service savings (83) Minor Changes (1) (123) 3,958 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 6
Service : Lighting
Description of Service : To maintain highway lighting, including the lighting of footways and pedestrian subways and ensure the supply of the electricity required.
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name :LIGHTING Head of Transportation Services
Service Aim : To provide adequately lit highways to aid road safety and to help reduce the fear of crime and anti-social behaviour. To maintain the street lighting stock in an operational and safe condition. To minimise the use of electricity and the carbon footprint of the service.
Supporting Data: Year 0 Approved Year 1 Budget Resource Budget 2015/16 2015/16 2016/17 No. of Street Lights 18,040 18,040 18,040 Percentage of Lamp Columns > 25 Years Old 66% 66% *66% Percentage of lanterns > 10 years old 69% 69% **40% *This is the figure at the start of 2016/17, it is anticipated that due to the column replacement programme this will reduce to approximately 50% by March 2017 **This is the figure at the start of 2016/17, it is anticipated that due to the column replacement programme this will reduce to a maximum of 28% by March 2017
Financial Aim : To maintain the street lighting stock in a safe and cost effective way. To ensure electricity is provided effectively and to minimise its use. To deliver the energy savings identified in the Street Lighting Business case
Forecast 2015/2016 Electricity is forecast to underspend by £68k.
Budget 2016/2017 The electricity budget is reduced by £108k due to lower costs. The LED replacement programme is budgeted to generate a further net saving of £204k in revenue.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 1.93 1.93 Street Lighting Assistant hours increase 0.07 Total Full Time Equivalents 1.93 2.00
The full time equivalent salaries for staff supporting this activity are accounted for in Economy 10. STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 6
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 0 0 0 Premises Related Expenses 740 756 688 412 Agency and Contracted Services 362 362 289 362 Support Costs 2 2 2 2 Transport Interdepartmental 69 65 65 65 Capital Financing Costs 0 0 73 0
Total Annual Costs 1,173 1,185 1,117 841
Income: Fees & Charges (30) (30) (30) (30) Insurance Claims Reimbursed (10) (10) (10) (10)
Total Annual Income (40) (40) (40) (40)
Net Cost 1,133 1,145 1,077 801
Total Allocable Costs 5 6 6 6
Budgeted Cost 1,138 1,151 1,083 807
Budget Changes 2015/16 to 2016/17 1,138 1,138 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (19) (19) Base Budget 1,119 1,119
Contractual Commitments Electricity (108) (108)
Increased Operational running costs St Lighting Project updated 28 28
Savings / Efficiencies / Income Generation / Service Adjustments Street Lighting Business case (200) Street Lighting MTFP energy price increase avoided (32) (232) 807 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 7
Service : Transport Planning, Policy & Strategy
Description of Service : 1. Preparing and monitoring the transport policies and Local Transport Plan for the authority. 2. Providing transport input to planning policies 3. Advising planning services on the transportation requirements and impacts of proposed developments. 4. Managing of Street works activity (utilities, contractors, etc.) in line with the duty placed on the Council by the Traffic Management Act. 5. Oversee construction of new Highway and changes to the Highway by third parties 6. Management of the Rights of Way network 7. Commission and oversee delivery of innovative transport projects
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name : TRAN PLAN POL STRAT Head of Transportation Services
Service Aim : 1. To prepare and deliver a Local Transport Plan which meets the needs of the community. 2. To ensure that the transport policies in development plans facilitate safe, sustainable transport. 3. To ensure that development conforms to transportation standards and policies and that Highway changes resulting from development are delivered as agreed in a safe & timely manner. 4. Ensure the rights of way network is fit for purpose in meeting the needs of the community. 5. To ensure the highway network management duty required by the Traffic Management Act is delivered. 6. To be aware of innovation and best practice, prepare proposals, secure funding and deliver innovative and sustainable improvements to Poole's transport infrastructure .
Financial Aim : To secure maximum resources through bidding regimes and developers' contributions. Utilise available resources to implement transportation strategy and achieve the stated goals. To evaluate different measures and target cost-effective solutions which meet Poole's requirements.
Forecast 2015/2016 There is a forecast saving of £7k due to Dorset Local Enterprise Partnership (DLEP) recharges and street naming & numbering income. Budget 2016/2017 One off costs of £15k to replace the Street Works Noticing system and a £1k adjustment to fees & charges.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 2.09 2.09 Total Full Time Equivalents 2.09 Total Full Time Equivalent 2.09 2.09
The full time equivalent salaries for staff supporting this activity are accounted for in Economy 10. STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 7
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 30 30 30 0 Transport Related Expenses 3 3 3 3 Supplies and Services 51 51 51 42 Support Costs 6 6 11 6 Transport Interdepartmental 587 601 601 601 Depreciation and Impairment 48 48 48 48
Total Annual Costs 725 739 744 700
Income: Other grants, reimbursements and conts 0 0 (8) 0 Developer Funding Contribution (7) (7) (7) (7) Fees & Charges (194) (194) (194) (192)
Recharges to other revenue heads (63) (63) (63) (58)
Total Annual Income (264) (264) (272) (257)
Net Cost 461 475 472 443
Total Allocable Costs 56 62 62 62
Budgeted Cost 517 537 534 505
Budget Changes 2015/16 to 2016/17 517 517 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 20 20 Base Budget 537 537
Increased Operational running costs Street works Noticing System 15 15 Other Changes Transfer of Traffic Surveys to Tran 8 - Expenditure (54) Transfer of Traffic Surveys to Tran 8 - Income 6 (48)
Savings / Efficiencies / Income Generation / Service Adjustments Other Fees e.g. Street naming agreed by TAG 5 Minor Changes (4) 1 505 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 8
Service : Traffic Management and Road Safety
Description of Service : The provision of traffic management, road safety education and safe routes including school crossing patrols. Data Collection for the highway network
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name: TRAFFIC MAN SAFETY Head of Transportation Services
Service Aim : To create safe travel environments for all modes of transport on the public highway. To encourage sensible use of the car and alleviate negative effects such as congestion, pollution and disruption to residential areas adjacent to commercial areas. To use locally determined allocation of resources to meet the needs of local communities. To balance the needs of commuters, shoppers and residents. To support the economic and environmental well being of the town and commercial centres.
Supporting Data:
Year Baseline 2014 2015 2016 2005-09 All Ages 81.0 73.1 71.1 68.2 KSI per 100k Target Children 0-15 1.3 1.2 1.1 1.1 All Ages 81.0 117.8 n/a n/a Actual Children 0-15 1.3 1.6 n/a n/a
N.B. Figures are updated to reflect updated population estimates. 2014 actuals are provisional.
Financial Aim : To utilise available resources to implement a range of measures which will achieve target levels for the Performance Indicators.
Forecast 2015/2016 The £20k forecast underspend is due to vacant School Crossing Patrol posts and increased fees & charges. Budget 2016/2017 There is a £2k salary increase for school crossing patrols, savings of £8k from the deletion of vacant SCP posts due to Zebra crossing installations, plus increased fees & charges of £18k.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Total Full Time Equivalents 4.56 4.56 Vacant School Crossing Patrol posts deleted (0.50) Total Full Time Equivalents 4.56 4.06 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 8
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 84 98 87 108 Premises Related Expenses 41 38 33 38 Transport Related Expenses 1 1 1 1 Supplies and Services 25 25 28 49 Agency and Contracted Services 26 26 24 26 Support Costs 5 5 5 5 Central Support Costs (Variable) 0 0 7 0 Transport Interdepartmental 195 193 193 193
Total Annual Costs 377 386 378 420
Income: Government Grants 0 (14) (14) 0 Fees & Charges (20) (17) (29) (36)
Recharges to other revenue heads 0 0 0 (5)
Total Annual Income (20) (31) (43) (41)
Net Cost 357 355 335 379
Total Allocable Costs 14 17 17 17
Budgeted Cost 371 372 352 396
Budget Changes 2015/16 to 2016/17 371 371 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 1 1 Base Budget 372 372
Employee Changes Pay Award 1 1
Other Transfer of Traffic Surveys from Tran 7 - Expenditure 54 Transfer of Traffic Surveys from Tran 7 - Income (6) 48
Savings / Efficiencies / Income Generation / Service Adjustments Other Fees e.g., Street naming agreed by TAG (13) Minor Changes (5) Delete School Crossing Patrol Vacant Posts (8) Small Other savings 1 (25) 396 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 9
Service : Parking Services
Description of Service : The provision of parking facilities, including on and off-street parking, alternative parking schemes and operation of Civil Parking Enforcement.
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name: PARKING SERVICES Head of Transportation Services
Service Aim : To provide and manage on-street and off-street parking serving the town, commercial centres and tourist sites, Controlled Parking Zones (CPZ), Park and Share facility at Creekmoor. To manage the Parking administration section including the processing of Penalty Charge Notices and the issue of Permits. (For Policy Objectives, see Traffic Statement of Service)
Supporting Data: Year 0 Revised Year 1 Budget Data Budget 2015/16 2015/16 2016/17 No. of Car Parks Operated (off street) 36 36 41 Total No. of Car Parking Spaces (off street) 7,218 7,218 7,548 Total No. of on street parking spaces 756 756 1,956 No. of Multi-Storey Parking Spaces 2,937 2,937 2,937 No. of other Town Centre Parking Spaces 2,124 2,124 2,124 No. of Beach Parking Spaces 1,703 1,703 1,703 No. of District Centre Parking Spaces 729* 729* 729* No. of Penalty Charge Notices (PCN) 18,428 17,988 18,000 Value per PCN issued (£) 28.60 29.26 28.61 Percentage of PCN income recovered 75% 75% 75% No. of spaces Park and Ride (full year) 450 450 450 The 450 space car park at Creekmoor is operating as seasonal Park and Ride / Park and Share. * Excludes 450 spaces at Creekmoor Park & Ride No. of Car Parks Operated and No. of off street spaces increased to include anticipated Parks P&D car parks. No. of on street parking spaces increased to include anticipated additional P&D spaces around beaches.
Financial Aim : To balance the level of car park income to be achieved against the effect that parking charges have on the viability and vitality of the town, commercial centres and tourist industry To operate parking services in the most cost effective manner.
Forecast 2015/2016 The forecast overspend is £81k. This is made up of; £25k staff vacancies, £10k parking permit module (funded by reserve), £38k Beach charging consultation costs, £57k Parks set up costs, £10k additional electricity costs, £10k additional vehicle costs, £12k saving on rates & £6k over-recovery on total income. Budget 2016/2017 Budget increased for staff pay, annual business rates increases and electricity. Mobile enforcement income to reduce due to Government legislation. Additional income expected from permit increases, extending the beach high season tariff, new on street parking areas around beaches and introducing parking charges in some parks.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 32.69 32.69 Adjustment to CEO hours (0.41) Enforcement in Parks (part year) 0.37 Total Full Time Equivalent 32.69 32.65 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 9
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 822 829 804 866 Premises Related Expenses 976 975 971 974 Transport Related Expenses 41 41 51 41 Supplies and Services 325 326 433 344 Agency and Contracted Services 53 53 53 53 Support Costs 276 265 265 265 Transport Interdepartmental 259 175 175 175 Depreciation and Impairment 225 313 312 313
Total Annual Costs 2,977 2,977 3,064 3,031
Income: Fees & Charges (5,407) (5,313) (5,319) (5,687)
Recharges to other revenue heads (49) (49) (49) (49)
Total Annual Income (5,456) (5,362) (5,368) (5,736)
Net Cost (2,479) (2,385) (2,304) (2,705)
Total Allocable Costs 182 194 194 194
Budgeted Cost (2,297) (2,191) (2,110) (2,511)
Budget Changes 2015/16 to 2016/17 (2,297) (2,297) Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 106 106 Base Budget (2,191) (2,191)
Employee Changes Pay Award 8 Incremental Drift 5 National Insurances Changes 16 29
Government Requirements Mobile Enforcement 12 12
Increased Operational Costs NNDR (2) Electricity & Utilities 1 (1)
Savings / Efficiencies / Income Generation / Service Adjustments Changes agreed TAG January 2015 (21) Extend High Season for Beaches Car Parks (40) Changes agreed by TAG/PH September 2015 (95) Car Wash arrangement in Dolphin MSCP (1) New income from use of Park and Ride site (22) Charges to control traffic management around the Council’s beaches - Income (181) Charges to control traffic management around the Council’s beaches - Expenditure 14 Charges in Council park car parks to support transportation service delivery - Income (26) Charges in Council park car parks to support transportation service delivery - Expenditure 12 (360) (2,511) STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 10
Service : Highways Management and Administration
Description of Service : Management, Administration, Engineering and all Professional staff and support costs for the Transportation Service Unit Management & running costs for the In-House Bus Fleet.
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name: HIGHWAYS Head of Transportation Services MANAGEMENT
Service Aim : Deliver services as described in Tran 1 - 13 Provision of the in-house bus fleet (managed by Transportation Services)
Forecast 2015/2016 The service is forecast to save £52k due to increased recharges to Capital. Budget 2016/2017 The 15/16 budget reflects the increments & pay award for the Service Unit, partially offset by some reduction in hours, increasing the vacancy factor and recharges to the Dorset Local Enterprise Partnership (DLEP).
Financial Aim : Manage and undertake work carried out and funded by budgets with Tran 1 - 13 Manage and operate the In-House Bus Fleet.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 67.22 67.22 Reduced Business Support (0.08) FT Traffic Engineer post replaced with PT Project Engineer (0.35) New Graduate Engineer Post 1.00 Cycling & Walking Officer hours increase 0.05 Reduction in Fleet Driver hours (0.07) Total Full Time Equivalent 67.22 67.77 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 10
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 2,889 2,854 2,866 2,991 Premises Related Expenses 50 50 50 50 Transport Related Expenses 176 178 174 178 Supplies and Services 111 99 167 101 Agency and Contracted Services 2 0 0 0 Support Costs (88) (85) (29) (85) Central Support Costs (Variable) 6 0 0 0 Depreciation and Impairment 140 135 135 135
Total Annual Costs 3,286 3,231 3,363 3,370
Income: Government Grants (11) (11) (11) (11) Other grants, reimbursements and conts (36) (36) (32) (46) Fees & Charges (16) (5) (5) (5)
Recharges to other revenue heads (1,870) (1,837) (2,024) (1,922) Transport Interdepartmental (1,648) (1,552) (1,553) (1,552)
Total Annual Income (3,583) (3,441) (3,625) (3,536)
Net Cost (297) (210) (262) (166)
Total Allocable Costs 319 319 319 319
Budgeted Cost 22 109 57 153
Budget Changes 2015/16 to 2016/17 22 22 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 87 87 Base Budget 109 109
Employee Changes Pay Award 19 Incremental Drift 12 National Insurance Changes 40 71 Other Changes Expenditure / Income Adjustments (85) Expenditure / Income Adjustments 85 0 Savings / Efficiencies / Income Generation / Service Adjustments Small Other savings (4) Management of Vacant Posts (13) DLEP Recharge for client staff time (10) (27) 153 STATEMENT OF SERVICE 2015-2017
Sheet No. Tran 11
Service : Coastal Protection
Description of Service : Protection of coastal areas against erosion and sea encroachment.
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name: COAST PROTECTION Head of Transportation Services
Service Aim : To maintain effective coastal protection structures. To give advice to the public, public bodies and represent the Council on coastal protection issues. To seek to balance functional schemes with amenity use and visual appearance of beaches.
Supporting Data Year 0 Year 1 Budget Budget 2015/16 2016/17 Coastal length - Poole Harbour km 102.9 102.9 Dorset (Excluding Poole Harbour) 146.0 146.0 Beach length Poole km 4.6 4.6
Financial Aim : To maximise the use of external and government funding to achieve functional and amenity improvements. Staffing Plan Employees partaking of Coastal Protection work are included within Highways Management & Administration (Tran 10).
Forecast 2015/2016 There is a forecast saving of £53k due to increased Capital work, resulting in reduced staff costs in revenue. Budget 2016/2017 No changes
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Supplies and Services 5 5 5 5 Agency and Contracted Services 30 30 6 30 Support Costs 73 66 37 66 Depreciation and Impairment 132 177 177 177
Total Annual Costs 240 278 225 278
Net Cost 240 278 225 278
Total Allocable Costs 8 10 10 10
Budgeted Costs 248 288 235 288
Budget Changes 2015/16 to 2016/17 248 248
Base Budget 288 288 288 STATEMENT OF SERVICE 2015-2017 Sheet No. Tran 12
Service : Flood Defence and Land Drainage
Description of Service : Activities designed to prevent flooding.
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name : LAND DRAINAGE
Service Aim : To provide advice to the public, liaison with the Environment Agency and Planning Services on land drainage issues. To guide the work of Transportation Services in land drainage maintenance. To implement the requirements of the Flood and Surface Water Management Act.
Financial Aim : To maximise the use of external and government funding to achieve functional and amenity improvements.
Staffing Plan Employees partaking of Flood Defence and Land Drainage work are included within Highways Management & Admin (Tran 10).
Forecast 2015/2016 There is a forecast overspend of £196k due to a revenue contribution to Capital work, funded by £201k use of reserves. Budget 2016/2017 No Changes
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 1 1 10 1 Premises Related Expenses 14 14 14 14 Supplies and Services 0 0 2 0 Agency and Contracted Services 147 147 31 147 Support Costs 73 67 38 67 Capital Financing Costs 0 0 330 0
Total Annual Costs 235 229 425 229
Income: Other grants, reimbursements and conts (11) (11) (11) (11)
Total Annual Income (11) (11) (11) (11)
Net Cost 224 218 414 218
Total Allocable Costs 7 7 7 7
Budgeted Costs 231 225 421 225
Budget Changes 2015/16 to 2016/17 231 231
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (6) (6) Base Budget 225 225
225 STATEMENT OF SERVICE 2015-2017
Sheet No. TRAN 13
Service : Transportation-Property Management
Description of Service : The Borough's Capital Programme, Property Maintenance & Servicing of the Borough's Assets. Facilities Management, Property Helpdesk, Maintaining data on the Borough's Building stock.
Theme : Places: Transportation
Responsible Officer : Julian McLaughlin Element Name: PROPERTY MANAGEMENT
Service Aim : To provide a useful, reliable, responsive and value for money maintenance service to service units. To provide useful, reliable and professional property advice to service units. To manage construction projects professionally and efficiently. To protect the Borough and its employees in respect of property related hazards.
Financial Aim : To maintain the corporate properties efficiently and within allocated budgets. To obtain best value for money and look for savings. To understand, record & report the future cost of maintaining the property portfolio. To always work within the Borough's Financial Regulations.
Forecast 2015/2016 There is a forecast savings of £50k after other adjustments for 2015/16 and £158k draw down from Corporate Maintenance reserves. Budget 2016/2017 Savings of £138k relates to the vacation of the 3rd and 4th Floors of Crown Buildings, Service unit restructure, Civic Centre energy savings and proposed Solar Panels for other Admin Buildings.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent (FTE's) 22.62 22.62 Reductions in Hours - Facilities Management Manager & Other (0.69) Total Full Time Equivalent 22.62 21.93 STATEMENT OF SERVICE 2015-2017
Sheet No. TRAN 13
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 765 755 702 780 Premises Related Expenses 2,187 2,163 2,292 2,039 Transport Related Expenses 3 3 3 3 Supplies and Services 77 72 66 73 Agency and Contracted Services 35 35 35 29 Central Support Costs (Variable) 2 2 0 0 Other Support Charges 237 159 174 159 Depreciation and Impairment 169 213 213 213
Total Annual Costs 3,475 3,402 3,485 3,296
Income: Fees & Charges (46) (46) (42) (47) Rents (12) (12) (12) (15)
Recharges to other revenue heads (4,026) (4,122) (4,102) (3,889)
Total Annual Income (4,084) (4,180) (4,156) (3,951)
Net Cost (609) (778) (671) (655)
Total Allocable Costs 1,077 1,192 1,193 1,043
Budgeted Cost 468 414 522 388
Budget Changes 2015/16 to 2016/17 468 468
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (54) 22 Base Budget 414 490
Employee Changes Pay Award 7 Incremental drift 14 National Insurance Changes 15 36
Non ERP Savings / Efficiencies / Income Generation / Service Adjustments Crown Buildings - 3rd & 4th floors (100) Reduction of Hours FM Manager plus other (0.68 fte) (16) Civic Centre Energy (10) Solar Panel - Electricity (8) Solar Panel - Fit income (4) (138)
Other Changes Accommodation Recharges 12 Tea Trolley Accommodation & Law Court (12) 0 388 STATEMENT OF SERVICE 2015-2017 Sheet No: PLAN 01
Service : Economic Development
Description of Service : The Borough of Poole have agreed a new Economic Development Strategy for the next five years. The action plan in the strategy will help facilitate improvements to the local economy.
Theme : Places: Planning & Regeneration
Responsible Officer : Stephen Thorne Element Name : ECONOMIC DEVELOPMENT
Service Aim : To deliver an innovative, enterprising and sustainable economy.
Financial Aim : We will look at all external funding options available to maximise the current budget allocated for Economic Development.
Forecast 2015/2016 Current indications are that there will be a net overspend of approximately £67,000 at year end, due to Local Economic Partnership (£50k), Employment and Skills Board (£15k), Supporting Retail (£2k), all funded from earmarked reserves. Also included is £16k for Dorset Skills Hub (funded by grant). Budget 2016/2017 The Economic Development team will continue to deliver against the adopted Borough of Poole Economic Development Strategy. Issues affecting future years The Economic Development team will be heavily involved in the outcomes of the combined authority, super unitary and devolution.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Total Full Time Equivalent 4.00 4.00 STATEMENT OF SERVICE 2015-2017 Sheet No: PLAN 01 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 175 175 193 181 Premises Related Expenses 9 9 11 9 Transport Related Expenses 4 4 4 4 Supplies and Services 62 62 125 91
Total Annual Costs 250 250 333 285
Income: Government Grants 0 0 (16) 0
Total Annual Income 0 0 (16) 0
Net Cost 250 250 317 285
Total Allocable Costs 32 25 25 36
Budgeted Cost 282 275 342 321
Budget Changes 2015/16 to 2016/17 282 282
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (7) 4 Base Budget 275 286
Employee Changes Pay Award 2 National Insurance changes 4 6
Government Requirements Local Economic Assessment 29 29 321 STATEMENT OF SERVICE 2015-2017 Sheet No: PLAN 02 Service : Planning Policy Description of Service : Sub national planning (SE Dorset Joint Working); Local Development Plan (DPD's and SPD's *); Implementation (supporting delivery of policy); multi agency engagement and joint working (e.g. Flood Risk Strategy and Poole Harbour Steering Group).
Theme : Places: Planning & Regeneration
Responsible Officer : Stephen Thorne Element Name : PLANNING POLICY
Service Aim : The establishment of a coherent planning and implementation framework, reflecting the needs of the community within wider national and regional frameworks and contributing to the Council's vision for Poole. Financial Aim : To provide the service within budget and at a level close to the mean for all unitary authorities, bearing in mind that the Council lies within the lowest quartile by population.
* DPD = Delivery Planning Documents; SPD - Supplementary Planning Documents Forecast 2015/2016 Current indications are that there will be a net overspend of £36k, to be drawn down from the Local Development Framework Reserve. The Council also received £42k of Coastal Revival Fund grant to be spent by March 2016. Budget 2016/2017 The Local Development Plan (LDP) has been re-profiled to provide resources for the Core Strategy Review and Community Infrastructure Levy review. In addition funding is available to support Minerals and Waste Plans produced by Dorset County Council on behalf of Bournemouth and Poole. There is also on-going involvement in the Dorset wide Gypsy and Traveller DPD which may require additional funding. Very little scope exists within the Local Development Framework Reserve to fund any further evidence that may be required. The Planning Policy Team was reduced in size in the 2011/12 restructure but has managed delivery of its core functions within given constraints. The consequences are that whilst every effort will be made to undertake this work within existing resource, some outsourcing may be required. The implications of localism and other changes being brought in by the government continue to place new burdens and continual assessment and judgement needs to be made over the contribution that the team will be able to make. The Localism Act will require that the Policy Team continues to address the changed agenda on economic growth, engagement with neighbourhood groups and establishment of arrangements with other authorities regarding the 'duty to co-operate' on larger than local planning issues. The Planning Policy Team has also been given the responsibility of delivering the Suitable Alternative Natural Greenspace (SANG) at Upton Farm, with no accompanying budget. Issues affecting future years The Localism Act will require significant input if demand for neighbourhood plans emerge from the local community. The Council has to date approved the establishment of two Neighbourhood Forums with both commencing the production of neighbourhood plans. One neighbourhood plan will require significant resourcing during 2016/17 through the examination and referendum stages. The Core Strategy review is underway but the highly sensitive nature of options will require careful management politically. Appropriate funding to deliver the necessary evidence to support an up to date framework is essential. This will also require considerable negotiation with other authorities in SE Dorset as to how the apportionment of development will be allocated and where. High level strategic planning across SE Dorset will be critical to the success of the conurbation and liaison with neighbouring Councils and the Local Enterprise Partnership will be resource intensive.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Total Full Time Equivalent 8.81 8.81
Local Development Framework Earmarked Reserve Forecast Year 1 2015/16 2016/17 £000's £000's Surplus (Deficit) brought forward 288 252 Revenue Budget for Action Plans 20 20 Contribution from Navitus Bay Development 7 0 Contribution from Housing and Community Services for SHMA 6 0 Contribution from Poole Harbour Commissioners - Study of Nitrates Content o 4 0 Cost of Supplementary Planning Documents (1) 0 Cost of Workspace Study (5) 0 Cost of Strategic Housing Market Assessment (SHMA) review (15) 0 Cost of Core Strategy Review (18) (2) Cost of Waste Local Plan (DCC lead) (5) (5) Cost of Conservation Area Appraisals (2) (8) Cost of Strategic Planning - Informal Strategy (10) (10) Cost of Minerals and Site Specific Action Plans (DCC lead) (5) (25) Cost of Gypsy and Traveller Site Allocation and Development Plan (Dorset Wide) (5) (27) Cost of Community Infrastructure Levy (7) (38) Surplus (Deficit) carried forward 252 157 STATEMENT OF SERVICE 2015-2017 Sheet No: PLAN 02 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 394 393 393 415 Premises Related Expenses 16 16 16 16 Transport Related Expenses 3 3 3 3 Supplies and Services 75 75 170 75
Total Annual Costs 488 487 582 509
Income: Government Grants 0 0 (42) 0 Fees & Charges (4) (4) (15) (4)
Recharges to other revenue heads (4) (4) (10) (4)
Total Annual Income (8) (8) (67) (8)
Net Cost 480 479 515 501
Total Allocable Costs 11 18 18 18
Budgeted Cost 491 497 533 519
Budget Changes 2015/16 to 2016/17 491 491
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 6 7
Base Budget 497 498
Employee Changes Pay Award 4 Incremental Drift 4 National Insurance changes 13 21
519 STATEMENT OF SERVICE 2015-2017 Sheet No: PLAN 03
Service : Development Management
Description of Service : Includes all activities and costs related to the local authority's role in development control under town and country planning legislation.
Theme : Places: Planning & Regeneration
Responsible Officer : Stephen Thorne Element Name : DEVELOPMENT CONTROL
Service Aim : To promote and manage the development of the Borough in terms of economic prosperity, environmental quality and the preservation of the built and natural heritage through the development of policies, guidance and actions and the implementation of these in conjunction with broader Council priorities and policies, all of which are derived from local, national and regional considerations. To provide an efficient, professional and accessible service to the community and all those involved with proposals to develop land and property in the borough. To achieve national and local targets of performance within the resources allocated to the unit by the Council.
Supporting Data Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2015/16 2015/16 2016/17 Number of Planning Applications 1,400 1,400 1,500 1,500
Financial Aim : To accommodate service demands whilst remaining within budget and to maximise opportunities for additional fee income through the provision of pre-application advice and any other non-statutory services.
Forecast 2015/2016 Current indications are that there will be a net saving of £75k at the end of 2015/16, due to additional fee income. Budget 2016/2017 Domestic application numbers have seen a small increase during 2015/16 and are predicted to be up by about 7% on the previous year. We have seen a handful of significant Major applications in the period accounting for just under 50% of the total fee income collected. However, the numbers are still low, comprising just under 2% of the total applications received. Concerns are that only a minimal decrease in the numbers of Major applications received would have a very significant effect on income recovery. The recent Housing and Planning Bill 2015-16 contains a number of different planning measures which include: A general duty on all planning authorities to promote the supply of Starter Homes, and providing a specific duty, which will be set out in later regulations, to require a certain number or proportion of Starter Homes on site: Significantly tightening the planning guarantee (the time taken to reach a decision) for applications in the Minor category; Permitted Development (PD) Rights to change office accommodation to residential (previously a 3 year temporary arrangement) to be made permanent. In addition, new permitted development rights will enable the change of use of light industrial buildings and launderettes to new homes. We await the Regulations on these changes but it is likely that fee earning potential will be affected as only a minimal fee has been attributed to the other PD changes that have come into force in the last 3 years. The government has placed Planning at the centre of their reforms and it is likely that there will be other significant changes in the pipeline which will affect the way that we work and income earning potential. Officers are focussed on service delivery, customer satisfaction and income generation to meet the challenges ahead.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 39.20 39.20 Business Support Officer - additional hours 0.10 Total Full Time Equivalent 39.20 39.30 STATEMENT OF SERVICE 2015-2017 Sheet No: PLAN 03
Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 1,302 1,282 1,282 1,333 Premises Related Expenses 96 96 96 96 Transport Related Expenses 9 9 9 9 Supplies and Services 88 85 85 85 Agency and Contracted Services 38 38 38 38 Other Support Charges 9 9 9 9 Depreciation and Impairment 27 9 9 9
Total Annual Costs 1,569 1,528 1,528 1,579
Income: Fees & Charges (739) (739) (814) (789)
Recharges to other revenue heads (95) (95) (95) (95)
Total Annual Income (834) (834) (909) (884)
Net Cost 735 694 619 695
Total Allocable Costs 245 300 300 283
Budgeted Cost 980 994 919 978
Budget Changes 2015/16 to 2016/17 980 980 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 14 6 Base Budget 994 986
Employee Changes Pay Award 13 Incremental Drift 11 National Insurance changes 22 46 Savings / Efficiencies / Income Generation / Service Adjustments Rebase Planning Fee Income budget (50) Regrade vacant Enforcement Officer post (4) (54) 978 STATEMENT OF SERVICE 2015-2017
Sheet No. PLAN 04 Service : Building Control
Description of Service : Include all expenditure related to a local authority's role in the monitoring and enforcement of building regulations.
Theme : Places: Planning & Regeneration
Responsible Officer : Stephen Thorne Element Name : BUILDING CONTROL
Service Aim : To deliver a service that ensures that buildings and other structures provide a safe & healthy environment in which people can live, work and pursue their chosen recreational activities. The statutory functions administered by the Service include: a) The administration and enforcement of the Building Regulations. b) The assessment and where appropriate instigation of measures to protect the public from the effects of structure that becomes dangerous; c) The administration of measures relating to demolitions aimed at protecting the public and preserving public amenities; d) The licensing of scaffolds & hoardings intended to be erected on a public highway; e) The assessment and administration of provisions relating to fire safety in certain types of properties; f) The administration of measures relating to safety at sports grounds. Note. The Building Regulation function is required, in part, to be operated on a cost recovery basis, (i.e. those elements of the service, (e.g. plan assessment and site inspections), where there is direct competition). Financial Aim : To deliver the service activities to an agreed standard, within the agreed budget & to recover the cost of undertaking fee-earning Building Regulation activities, as prescribed by statute and CIPFA accounting.
Forecast 2015/2016 Current indications are that there will be an overall pressure of £77,000. An income shortfall of £182k is anticipated, which is partially offset by employee savings (£99k) and other cost savings (£27k). The £56k shortfall is to be funded from the Building Regulation Account earmarked reserve. A forecast spend of £21k is anticipated for Sustainable Drainage, also funded from earmarked reserve. Budget 2016/2017 The Service faces the continual pressures of needing to be responsive to market demands whilst competing with external providers, for the core business of controlling building regulation compliance. This is on a full cost recovery basis. Other Council Statutory duties, including; dangerous structure response, determination and inspection of applications for the disabled, enforcement, unauthorised work and various duties encompassing health and safety functions to the community. These are funded by the General Fund as other Council services. Since 2013 going forward it has been resolved that the self-funded and centrally funded accounts should be separated and accounted for without linkage and resourced according to the demand on these specific statutory functions. In addition to Building Regulation application income - other sources of income include sundry fees, scaffolding and hoarding licence charges, and additional related consultancy work charged out on an hourly rate basis. Any potential increase in both self-funded and Council funded statutory duties and activity can result in a consequential increase / decrease in the level of resource and is monitored closely through monthly / quarterly scrutiny. Member agreement on a separate 'defined' budget for the Council liable services going forward, has enabled closer scrutiny, monitoring and risk review of these functions throughout the year to ensure the requirements of the Council are met and resourced. 2015/16 has seen a consistent workload in Corporate Statutory duties and case load this delivered within a reduced staff base. During 2015 the government have reviewed aspects of Building Control incorporating former Planning legislation into the Building Regulation including sustainability legislation. Review of input into projects under the Building Regulations policy has enabled delivery with reduced resource throughout 2015/16. Legislative strengthening of enforcement, and potential new powers of enforcement administered by local authorities (LA's) has stretched reduced resource. Service improvements being established has encompassed:- - Further E-delivery mechanism (including ability to enable Building Information Modelling (BIM) by 2016). - Delivery and enforcement of amendments of new Building Regulations from October 2015. Enhanced customer delivery at point of call. - Policy review in relation to sustainability, conservation of Energy and Security - enforcement from October 2015 of these new standards. Issues affecting future years - Disproportionate reduction in funding against the statutory workload would have an effect and potential increase in risk for the Council to fulfil its minimum statutory enforcement and community obligations as affected by further staff reductions. This workload has shown a slight growth in 2015/16 whilst available in year front line staffing to deliver has reduced by approx. 15% due to running a higher level of vacancies. Enforcement is the primary preserve of LA's and not competitors in the market. In enforcement terms, where reduced the effect being occupants/users being subjected to substandard and potentially unfit/unsafe buildings. In considering factors such as the gradual upturn in the building economy; competition in the market; future resilience of the statutory services and financial pressures Building Consultancy continually strives to tailor service to fit all internal and external pressures. Cross boundary service provision encompassing neighbouring local authorities has been agreed in principle to enable future resilience together with continued efforts to explore different and additional income streams and savings. STATEMENT OF SERVICE 2015-2017
Sheet No. PLAN 04 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 453 452 353 467 Premises Related Expenses 31 31 31 31 Transport Related Expenses 12 12 10 12 Supplies and Services 75 73 48 73 Intra Departmental Charges 87 87 87 87 Other Support Charges 12 12 33 12
Total Annual Costs 670 667 562 682
Income: Fees & Charges (611) (611) (429) (622)
Recharges to other revenue heads (20) (20) (20) (20)
Total Annual Income (631) (631) (449) (642)
Net Cost 39 36 113 40
Total Allocable Costs 59 75 75 74
Budgeted Cost 98 111 188 114
Budget Changes 2015/16 to 2016/17 98 98
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 13 12 Base Budget 111 110
Employee Changes Pay Award 4 Incremental Drift 1 National Insurance changes 10 15
Savings / Efficiencies / Income Generation / Service Adjustments Fee increase (11) (11) 114 STATEMENT OF SERVICE 2015-2017
Sheet No. PLAN 04
Memorandum Account
Building Regulations Charging Account Final Forecast Year 1 Actuals Outturn 2016/17 2014/15 2015/16 £000's
Fee Earning Activity
Expenditure 470 449 602
Income (487) (393) (602)
(Surplus)/Deficit earmarked reserve (17) 56 0
Non - Fee Earning Activity
Expenditure 196 188 154
Income to General Fund (26) (36) (20) Recharges to General Fund (20) (20) (20)
(Surplus)/Deficit General Fund 150 132 114
Total Building Control budget Cost 133 188 114
Building Regulations Fee Earning Account Reserve Final Forecast Year 1 Actuals 2015/16 2016/17 2014/15 £000's £000's
Balance 1st April (91) (108) (52)
(Surplus)/Deficit Year (17) 56 0
Balance 31st March (108) (52) (52)
Supporting Data
Year 0 Approved Forecast Year 1 Budget Resource Budget 2015/16 2015/16 2015/16 2016/17 Building Regulation Applications 1,100 1,100 950 950 Building Projects Commencing 1,100 1,100 950 950 Building Regulation Income £611,000 £611,000 £429,000 £622,000
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Total Full Time Equivalent 10.00 10.00 STATEMENT OF SERVICE 2015-2017 Sheet No: TOUR 01
Service : Tourism
Description of Service : Promotion and Marketing of Poole as a primary UK Visitor Destination
Theme : Places: Tourism
Responsible Officer : Graham Richardson Element Name : TOURISM
Service Aim : To maximize, through close private/public partnership working, the positive contribution tourism makes to the image, quality, environment and economic vitality and development of Poole. This is to benefit the business community as well as residents and visitors alike.
Financial Aim : To secure up to 40% contribution of private sector income to deliver an action plan that achieves the service aim (co funded by the council). Private sector income to be ring-fenced. To achieve commercial sponsorship contributions to deliver new and existing special events. Continued funding to operate efficient Visitor Information Service.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 8.11 8.11 Reduced hours - Tourism Marketing Manager (0.07) Total Full Time Equivalent 8.11 8.04
Forecast 2015/2016 The forecast outturn for 2015/16 is a net overspend of £22,000, which is due to reduced Visitor Guide income (£16,000), miscellaneous income reductions (£9k), partially offset by miscellaneous cost savings (£3k). Budget 2016/2017 The Service is planning to maintain and increase its wide range of events / activities across the borough during this year. The Service has managed to recharge some officer costs to other units providing ongoing revenue savings. In spite of difficult trading conditions private sector businesses have continued to provide their support for the visitor guide and special events. It has been noted that any reduction in provision can have adverse effects on the Council's earned income.
Issues affecting future years Continuation of the current economic climate may adversely affect private and public sector income levels, which will impact on the options available to deliver a viable program of events sustaining the local economy. Uncertainty over public sector levels of support. STATEMENT OF SERVICE 2015-2017 Sheet No: TOUR 01 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 259 259 260 269 Premises Related Expenses 38 38 38 1 Transport Related Expenses 6 0 0 0 Supplies and Services 233 233 229 180 Other Support Charges 9 9 9 9
Total Annual Costs 545 539 536 459
Income: Fees & Charges (236) (236) (216) (236)
Recharges to other revenue heads (11) (11) (6) (11)
Total Annual Income (247) (247) (222) (247)
Net Cost 298 292 314 212
Total Allocable Costs 53 49 49 54
Budgeted Cost 351 341 363 266
Budget Changes 2015/16 to 2016/17 351 351 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (10) (5) Base Budget 341 346
Employee Budgets Pay Award 3 Incremental Drift 3 National Insurance changes 4 10
Savings / Efficiencies / Income Generation / Service Adjustments Relocate Tourism Office and staff out of Enefco House into museum (40) Partnership budget reduction (30) Visitor Guide changes (20) (90) 266 STATEMENT OF SERVICE 2015-2017
Sheet No: TCM 01
Service : Town Centre Management
Description of Service : To promote and support the economic well being of Poole Town Centre.
Theme : Places: Town Centre Manager
Responsible Officer : Graham Richardson Element Name : TOWN CENTRE
Service Aim : To improve the vitality, viability and safety of Poole Town Centre and to provide a forum for Town Centre Management by bringing together business and retail stakeholders in the town centre to work in partnership, whether they be private sector or public sector and to co-ordinate the activities towards a common goal.
Financial Aim : To provide a forum for Town Centre Management to increase contributions from the private sector and street market / concessions whilst keeping the Council's contribution at a constant level.
This will need to be redetermined pending the ballot for Business Improvement District (BID) in April 2016.
Forecast 2015/2016 Current indications are a net overspend of £9,000 at year end. This includes reduced market income of £20,000.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Total Full Time Equivalent 2.41 2.41 STATEMENT OF SERVICE 2015-2017
Sheet No: TCM 01
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 93 93 90 96 Premises Related Expenses 28 28 29 28 Transport Related Expenses 4 2 1 2 Supplies and Services 60 60 87 60 Agency and Contracted Services 11 11 10 11 Other Support Charges 12 12 7 12
Total Annual Costs 208 206 224 209
Income: Government Grants 0 0 (38) 0 Fees & Charges (57) (57) (49) (57) Rents (144) (144) (123) (144)
Total Annual Income (201) (201) (210) (201)
Net cost 7 5 14 8
Total Allocable Costs 14 9 9 14
Budgeted Cost 21 14 23 22
Budget Changes 2015/16 to 2016/17 21 21 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (7) (2) Base Budget 14 19
Employee Changes Pay Award 1 National Insurance changes 2 3 Net cost 22
BUDGET 2016/2017
BUSINESS IMPROVEMENT
THEME
BUDGET 2016/2017
Index to Business Improvement Areas Theme
Financial Summary
Statements of Service Reference No.
- Democratic Representation & Management BI 1 - Elections BI 2 - Democratic Support Services BI 3 - Registrar of Births, Deaths & Marriages BI 4 - Local Land Charges BI 5 - Legal Services BI 6 - Cemeteries and Crematorium BI 7
- Local Tax Collection BI 8 - Financial Services (Support activities) BI 9A - Financial Services (SVPP Support activities) BI 9B - Financial Services Corporate Functions BI 10 - Business Resilience BI 11 - Financial Services Corporate Estates BI 12 - Benefits Administration BI 13 - Benefit Payments BI 14
- Strategic Directorate, Corporate Management BI 15
- Corporate Strategy and Communications BI 16
- Human Resources BI 17
- Information, Communication and Technology Services BI 18
- Customer Services BI 19
BUDGET 2016/2017
INDEX OF SERVICES
Business Improvement Theme
BI 1 Democratic Representation & Management: Democracy, Civic Ceremonial, Support to the Leader of the Council, Hospitality, Subscriptions
BI 2 Elections: Electoral Registration, Local, General and European Elections
BI 3 Democratic Support Services: Support and Administration of the democratic process, including word processing, postal, courier services and document management
BI 4 Registrar of Births, Deaths & Marriages: Registration of Births, Deaths, Marriages and Civil Partnerships. Provision of civil services and ceremonies.
BI 5 Local Land Charges: Maintenance of the local land charges register and searches
BI 6 Legal Services: Advice and guidance to members and officers on current and new legislation and the proper exercise of the Council’s statutory powers and duties
BI 7 Cemeteries and Crematorium: Cemeteries, Crematorium.
BI 8 Local Tax Collection: Cost of collection for Council Tax and Non- Domestic Rates.
BI 9A Financial Services(BoP managed support activities) : Providing a range of financial services supporting the Council including; financial advice and planning; accountancy services; internal audit and review; treasury management; creditor payments; financial system management; risk management and insurance advice; procurement; business support and reception.
BI 9B Financial Services (Borough of Poole share of Stour Valley Partnership costs for support activities : Providing a range of financial services to the Council including; raising and monitoring invoices; the administration of means tested benefits for social services residential and home care; cashier services.
BI 10 Financial Services Corporate Functions: External Audit, Corporate Support, Statutory Duties and Publications, Debt Management.
INDEX OF SERVICES
Business Improvement Theme (Continued)
BI 11 Business Resilience: The provision of business continuity and resilience arrangements for the Council itself and also for the wider community.
BI 12 Corporate Estates: Valuations, Estate Management, Strategic Asset Management and Data Management.
BI 13 Benefit Administration: Administration costs of the Housing Benefit and Council Tax Benefit services.
BI 14 Benefit Payments: Actual cost of Council Tax and Housing Benefit payments net of subsidy received from the Department of Work and Pensions (DWP)
BI 15 Strategic Directorate and Corporate Management: Liaison with Members and the corporate management of the authority
BI 16 Corporate Strategy and Communications: A comprehensive corporate strategy and communication function providing accurate research and analysis, effective partnerships and timely information and communication.
BI 17 Human Resources: Employee relations; recruitment; payroll, pensions; training and development services; workforce equality and diversity issues, DBS checks, occupational health and the administration of Flippers Nursery
BI 18 Information, Communication and Technology Services: Management of all ICT service issues, strategy and policy; installation support; maintenance of ICT systems; business support; and project management
BI 19 Customer Services: To improve the overall quality, consistency and effectiveness of the customer experience of the Council, directly managing the Customer Services Centre and the Civic Centre Switchboard and Reception.
Business Improvement Summary 2016/2017
Net Gross Gross Net Sheet No: Statement of Service Description Budget Expenditure Income Budget 2015/16 2016/17 2016/17 2016/17 £000's £000's £000's £000's
BI 01 Democratic Representation and Management 1,526 1,617 (89) 1,528 BI 02 Elections 388 555 (326) 229 BI 03 Democratic Services (169) 736 (956) (220) BI 04 Registrars (26) 407 (441) (34) BI 05 Land Charges 49 414 (437) (23) BI 06 Legal Services (14) 1,193 (1,137) 56 BI 07 Cemeteries and Crematorium (861) 944 (2,213) (1,269)
Legal and Democratic Services 893 5,866 (5,599) 267
BI 08 Local Tax Collection 587 1,248 (547) 701 BI 9A Financial Services (BoP managed support based activities) (164) 2,920 (2,840) 80 BI 9B Financial Services (BoP share of SVPP partnership (support activities) 0 1,002 (1,165) (163) BI 10 Corporate Functions 274 350 (98) 252 BI 11 Business Resilience 153 200 (47) 153 BI 12 Corporate Estates (35) 730 (806) (76) BI 13 Benefit Administration 1,057 1,803 (674) 1,129 BI 14 Benefit Payments 85 47,548 (47,466) 82
Financial Services 1,957 55,801 (53,643) 2,158
BI 15 Corporate Management Cost 577 1,323 (795) 528
BI 16 Corporate Strategy and communications 1,650 1,965 (337) 1,628
BI 17 Human Resources (9) 2,169 (2,065) 104
BI 18 Information, Communication & Technology Services 239 3,141 (2,944) 197
BI 19 Customer Services 877 1,033 (1,036) (3)
Total for Business Improvement 6,184 71,298 (66,419) 4,879 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 1
Service : Democratic Representation and Management
Description of Service : Public representation and involvement in democratic governance of the town, the council and the civic roles.
Theme : Business Improvement
Responsible Officer : Tim Martin Element Name : DEM REPRESENT & MAN
Service Aim : To administer the democratic process and provide flexible and efficient support to Members, officers and the public involved in these matters
Financial Aim : To balance the budget but secure improvements and savings by efficiencies and innovation in accordance with best practice.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 3.68 3.68 Total Full Time Equivalent 3.68 3.68
Staffing plan covers Civic Ceremonial and support to Leader of the Council only. Committee Management posts are included in Statement of Service BI 4 (Democratic Support Services) and are recharged to this service as a support cost.
Forecast 2015/2016 The forecast includes savings on hospitality, subscriptions and other miscellaneous small savings. Budget 2016/2017 The budget includes savings in the Democracy and Civic Expenses budgets. Due to a change in the regulations of the Local Government Pension Scheme members were excluded from the scheme following the Borough Elections in May 2015. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 1
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 693 693 676 690 Premises Related Expenses 139 139 139 139 Transport Related Expenses 17 17 17 18 Supplies and Services 162 162 156 156 Democratic Services Support 432 432 432 432 Central Support Costs (variable) 3 3 3 3 Other Support Costs 43 43 43 43
Total Annual Costs 1,489 1,489 1,466 1,481
Income: Recharges to other revenue heads (89) (89) (89) (89)
Total Annual Income (89) (89) (89) (89)
Net cost 1,400 1,400 1,377 1,392
Total Allocable Costs 126 133 133 136
Budgeted Cost 1,526 1,533 1,510 1,528
Budget Changes 2015/16 to 2016/17 1,526 1,526
Virements and Adjustments Net Budget Transfers (virements) & Other Adjustments 7 9 Base Budget 1,533 1,535
Employee Changes Pay Award 1 Incremental drift 2 3
Savings / Efficiencies / Income Generation / Service Adjustments Legal & Democratic Services - Miscellaneous savings (10) (10) 1,528 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 2
Service : Elections
Description of Service : The cost of elections and maintaining the register of electors.
Theme : Business Improvement
Responsible Officer : Tim Martin Element Name : ELECTIONS
Financial Aim : To balance the budget and secure savings if possible by use of new technology, efficiencies and innovation in accordance with best practice.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 3.00 3.00 Total Full Time Equivalent 3.00 3.00
Budget 2016/2017 The budget includes £277k expenditure and funding for the Police and Crime Commissioner elections. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 2
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 190 190 210 208 Premises Related Expenses 35 35 35 72 Transport Related Expenses 4 4 4 19 Supplies and Services 162 162 224 208 Other Support Costs 28 28 28 1 Central Support Costs (Variable) 0 2 2 27
Total Annual Costs 419 421 503 535
Income: Government Grants (46) (46) (64) (323) Fees & Charges (3) (3) (3) (3)
Total Annual Income (49) (49) (67) (326)
Net cost 370 372 436 209
Total Allocable Costs 18 16 16 20
Budgeted Cost 388 388 452 229
Budget Changes 2015/16 to 2016/17 388 388
Virements and Adjustments Net Budget Transfers (virements) & Other Adjustments 0 2 Base Budget 388 390
Employee Changes Pay Award 1 National Insurance 1 2
Government Requirements Borough Elections May 2015 (163) Police & Crime Commissioner Elections expenditure 277 Police & Crime Commissioner Elections funding (277) (163) 229 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 3
Service : Democratic Support Services
Description of Service : Support and administration of the democratic process, including member support, postal, courier services and document management.
Theme : Business Improvement
Responsible Officer : Tim Martin Element Name : DEMOCRATIC SVS
Service Aim : To administer efficiently, effectively and economically the support of the democratic processes to the council.
Financial Aim : To balance the budget but secure improvements and savings if possible by efficiencies or innovation in accordance with best practice.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 17.08 17.08 Total Full Time Equivalent 17.08 17.08
Forecast 2015/2016 The forecast underspend relates to employee savings in Committee Administration and Courier teams. Budget 2016/2017 Budget savings have been delivered by staffing changes Committee Administration following changes in committee structures and by changes in hours worked within the Courier Team. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 3
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 556 549 507 493 Premises Related Expenses 74 74 74 74 Transport Related Expenses 12 12 12 13 Supplies and Services 33 33 33 31 Other Support Costs 2 2 2 2 Depreciation and Impairment 8 8 8 8 Total Annual Costs 685 678 636 621
Income: Fees & Charges (1) (1) (1) 0
Recharges to other revenue heads (955) (955) (955) (956)
Total Annual Income (956) (956) (956) (956)
Net cost (271) (278) (320) (335)
Total Allocable Costs 102 119 119 115
Budgeted cost (169) (159) (201) (220)
Budget Changes 2015/16 to 2016/17 (169) (169)
Virements and Adjustments Net Budget Transfers (virements) & Other Adjustments 10 8 Base Budget (159) (161)
Employee Changes Pay Award 3 Incremental drift 2 National Insurance 10 Superannuation (4) 11
Savings / Efficiencies / Income Generation / Service Adjustments Legal & Dem Services - Re-organisation in Democratic to reflect new structures (40) Legal & Democratic Services - democratic employee adjustment (8) Legal & Democratic Svcs- Paperless Committee process - reduced mailroom/Courier Svc (20) Legal & Democratic Services - Miscellaneous savings (2) (70) (220) STATEMENT OF SERVICE 2015-2017 Sheet No. BI 4
Service : Registrar of Births , Deaths and Marriages
Description of Service : The registration of births, deaths, marriages and civil partnerships and the issue of certificates and copies, together with additional civil services and ceremonies as permitted or required under ongoing Registration Reform proposals.
Theme : Business Improvement
Responsible Officer : Tim Martin Element Name : REGISTRARS
Financial Aim : For at least 50% of the cost of the service to be derived from income received.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 8.10 8.10 New Grant Funded Post 1.00 Total Full Time Equivalent 8.10 9.10
Forecast 2015/2016 The forecast overspend relates to a combination of employee costs, supplies & services and a small shortfall in fee income. Income from nationality checking and citizenship ceremonies has reduced due to new Government policies. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 4
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 265 265 278 289 Premises Related Expenses 42 42 42 42 Transport Related Expenses 11 -1 -1 0 Supplies and Services 12 12 24 12 Depreciation and Impairment 40 14 14 14
Total Annual Costs 370 332 357 357
Income: Fees & Charges (441) (441) (424) (441)
Total Annual Income (441) (441) (424) (441)
Net cost (71) (109) (67) (84)
Total Allocable Costs 45 55 55 50
Budgeted cost (26) (54) (12) (34)
Budget Changes 2015/16 to 2016/17 (26) (26) Virements and Adjustments Net Budget Transfers (virements) & Other Adjustments (28) (33) Base Budget (54) (59)
Employee Changes Pay Award and other miscellaneous 19 Incremental drift 1 National Insurance 5 25 (34) STATEMENT OF SERVICE 2015-2017 Sheet No. BI 5
Service : Local Land Charges
Description of Service : To register Local Land Charges and process applications for searches of the Local Land Charge and Commons Register and for responses to the enquiries of Local Authorities (Com 29) submitted with such searches.
Theme : Business Improvement
Responsible Officer : Tim Martin Element Name : LAND CHARGES
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 0 Full Time Equivalent 2.00 2.00 Full Time Equivalent 2.00 2.00
Forecast 2015/2016 Demand for this service remains very high due to activity in the property market. The forecast overspend on employee costs is due to additional resources needed to deal with the higher number of searches.
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 57 57 86 59 Premises Related Expenses 7 7 7 7 Supplies and Services 11 11 7 11 Other Support Costs 160 160 160 160
Total Annual Costs 235 235 260 237
Income: Fees & Charges (362) (362) (442) (437)
Total Annual Income (362) (362) (442) (437)
Net cost (127) (127) (182) (200)
Total Allocable Costs 176 177 177 177
Budgeted cost 49 50 (5) (23)
Budget Changes 2015/16 to 2016/17 49 49
Virements and Adjustments Net Budget Transfers (virements) & Other Adjustments 1 1 Base Budget 50 50
Employee Changes Pay Award 1 Incremental drift 1 2
Savings / Efficiencies / Income Generation / Service Adjustments Legal & Democratic Services - Land Charges volume increase (75) (75) (23) STATEMENT OF SERVICE 2015-2017 Sheet No. BI 6
Service : Legal Services
Description of Service : Advice and guidance to members and officers on current and new legislation and the proper exercise of the council's statutory powers and duties, and the provision of a full range of legal support services for all Council functions and statutory duties.
Theme : Business Improvement
Responsible Officer : Tim Martin Element Name : LEGAL
Financial Aim : To balance the budget and provide a service to client units at significantly lower costs than could be obtained for a similar quality service from the private sector.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 19.42 19.42 Full Time Equivalent 19.42 19.42
Budget 2016/2017 The budget allows for an increase in costs to meet the increase in demand for legal support. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 6
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 836 833 851 914 Premises Related Expenses 27 27 27 27 Transport Related Expenses 4 4 4 4 Supplies and Services 183 183 255 171 Other Support Costs 1 1 1 1
Total Annual Costs 1,051 1,048 1,138 1,117
Income: Recharges to other revenue heads (1,127) (1,127) (1,127) (1,137)
Total Annual Income (1,127) (1,127) (1,127) (1,137)
Net cost (76) (79) 11 (20)
Total Allocable Costs 62 76 76 76
Budgeted cost (14) (3) 87 56
Budget Changes 2015/16 to 2016/17 (14) (14) Virements and Adjustments Net Budget Transfers (virements) & Other Adjustments 11 12 Base Budget (3) (2)
Employee Changes Pay Award 8 Incremental drift 4 National Insurance 11 23
Savings / Efficiencies / Income Generation / Service Adjustments Legal & Democratic Services (L&D) - child protection 74 Legal & Democratic Services - reduce child protection growth business support (17) L&D Svcs - Reduced IT Licence fees as HM Courts move to electronic case management (12) Legal & Democratic Services - Increased Income from Schools (10) 35 56 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 7
Service : Cemeteries & Crematorium
Description of Service : Costs and income related to cemeteries and crematoria
Theme : Business Improvement
Responsible Officer : Tim Martin Element Name : CEMS & CREMS
Service Aim : To dispose of the dead by cremation or burial according to all legal and codes of practice requirements. To provide high quality and sympathetic remembrance and memorial services for bereaved people.
Financial Aim : To be self financing having met all maintenance needs and an appropriate return on asset value, whilst offering a range of cost choices for local people.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 3.99 3.99 Total Full Time Equivalent 3.99 3.99
Forecast 2015/2016 Cremation Fees income exceeds budget, reflecting an increased number of cremations. Budget 2016/2017 The Cremation Fees income budget has been increased to reflect increasing numbers of cremations. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 7 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 145 145 149 149 Premises Related Expenses 230 230 225 235 Supplies and Services 110 110 114 110 Agency and Contracted Services 306 306 370 302 Other Support Charges 12 9 9 9 Depreciation and Impairment 245 52 52 52
Total Annual Costs 1,048 852 919 857
Income: Fees & Charges (1,991) (1,991) (2,334) (2,211) Rents (2) (2) (2) (2)
Total Annual Income (1,993) (1,993) (2,336) (2,213)
Net Cost (945) (1,141) (1,417) (1,356)
Total Allocable Costs 84 85 85 87
Budgeted Costs (861) (1,056) (1,332) (1,269)
Budget Changes 2015/16 to 2016/17 (861) (861) Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (195) (193) Base Budget (1,056) (1,054)
Employee Changes Pay Award 1 National Insurance 2 3
Savings / Efficiencies / Income Generation / Service Adjustments Cremation Fees (220) Centralisation of Tree Works (3) (223) (1,269) STATEMENT OF SERVICE 2015-2017 Sheet No. BI 8
Service : Local Tax Collection - Borough of Poole share of Stour Valley Poole Partnership costs (SVPP)
Description of Service : The cost of collection of council tax and non-domestic rates.
Theme : Business Improvement
Responsible Officer : Adam Richens Element Name : LOCAL TAX COLLECTION
Supporting Data Year 0 Year 1 Budget Budget 2015/16 2016/17 Domestic properties:
Total number of dwellings on the valuation list at 30 Nov 67,584 67,877
Tax base 54,808 55,415
Businesses (number of hereditaments) 5,541 5,536
NB The number of hereditaments includes beach huts.
Previously the tax base included 100% liability for people in receipt of council tax benefit. Since Government changes in April 2013 the council tax base now only reflects the value that is not covered by government benefit grants.
Financial Aim: To maintain collection rates for Council Tax and Non Domestic Rates at a minimum of 98% whilst maintaining below average collection costs
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 14.66 14.66 Adjustment for implementation of SVPP (1.53) Full Time Equivalent 14.66 13.13
FTE's for 2016/17 reflect a 49% share of total FTE's for the Stour Valley Poole Partnership (SVPP)
Budget 2016/2017 The budget includes £42k of business case savings. Budgeted costs shown are the Borough of Poole's percentage share of overall partnership costs for the Stour Valley Partnership. The Borough of Poole's share of overall partnership costs is 49%. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 8
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 427 427 412 453 Premises Related Expenses 24 24 24 24 Supplies and Services 198 198 213 156 Other Support Costs 360 360 360 360
Total Annual Costs 1,009 1,009 1,009 993
Income: Other grants, reimbursements and conts (242) (242) (242) (242) Fees & Charges (294) (294) (294) (294)
Recharges to other revenue heads (11) (11) (11) (11)
Total Annual Income (547) (547) (547) (547)
Net cost 462 462 462 446
Total Allocable Costs 125 252 252 255
Budgeted cost 587 714 714 701
Budget Changes 2015/16 to 2016/17 587 587 Virements and Adjustments Net Budget Transfers (virements) & Other Adjustments 127 130 Base Budget 714 717
Employee Changes Pay Award & Incremental drift 26 26
Savings / Efficiencies / Income Generation / Service Adjustments SVPP Revenue & Benefits Partnership - Business Case Savings (42) (42) 701 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 9A
Service : Financial Services (BoP Managed Support based activities)
Description of Service : Providing a range of financial services supporting the Council, including financial advice and planning; accountancy services; internal audit and review; treasury management; creditor payments; financial system management; risk management and insurance advice; procurement; business support & reception
Theme : Business Improvement
Responsible Officer : Adam Richens Element Name : FINSERV
Service Aim : To support the Council in its objectives by providing services which are valued by residents, elected members and officers.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 85.56 85.56 Transfer to SVPP (33.18) Roundings adjustments (0.02) Total Full Time Equivalent 85.56 52.36
The fte totals in the staffing plan do not include those staff transferred to the Stour Valley & Poole Partnership for the delivery of revenue & benefit services. SVPP staffing numbers for support activities have been moved to BI 09B.
Forecast 2015/2016 The forecast outturn includes the following expenditure which will be funded from Reserves:- £'000 Contribution from Procurement 33 Contribution ICT Investment Reserve 15 48
Budget 2016/2017 The budget will deliver savings on employees and support of net total of £100k to support the Medium Term Financial Plan. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 9A
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 3,043 3,039 3,061 2,292 Premises Related Expenses 136 136 136 70 Transport Related Expenses 13 13 14 6 Supplies and Services 325 346 363 193 Central Support Costs (Variable) 1 1 0 0 Other Support Costs 11 11 12 3 Depreciation and Impairment 0 14 14 14
Total Annual Costs 3,529 3,560 3,600 2,578
Income: Fees & Charges (15) (4) (24) (24) Insurance Claims Reimbursed (5) (5) (5) (5) 0 Recharges to other revenue heads (3,695) (3,695) (3,680) (2,811) Children Services Direct A/C's (288) (288) (288) 0
Total Annual Income (4,003) (3,992) (3,997) (2,840)
Net cost (474) (432) (397) (262)
Total Allocable Costs 310 358 358 342
Budgeted cost (164) (74) (39) 80
Budget Changes 2015/16 to 2016/17 (164) (164)
Virements and adjustments Net Budget Transfers (virements) & Other Adjustments 90 233 Base Budget (74) 69
Employee Changes Pay Award 55 Incremental drift 10 National Insurance Changes 46 111
Demographic & Volume Changes Purchasing Systems Administration Post 30 30 Contractual Commitments Insurance Premium Increases 25 25 Other Changes 0.81 fte Transfer from Children 15 to BI 09 Financial Services 21 21 Savings / Efficiencies / Income Generation / Service Adjustments Recharges to Poole Housing Partnership (PHP) (8) Annual accounts retained (22) FS Rebase of Budget (17) East Dorset and Christchurch Council's (fixed term work) (20) Audit Staff reduction (0.41fte) (10) Invest to save Proposal 1 Purchasing system (69) Invest to save Proposal 2 General ledger system (4) 0.81fte savings as a result of loss of academy work (26) (176) 80 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 9B
Service : Financial Services - Borough of Poole share of SVPP Partnership (SVPP) costs for Support Activities
Description of Service : Providing a range of financial services supporting the Council, including (i) raising and monitoring invoices; (ii) the administration of means tested benefits for Social Services residential & home care. (iii) cashier services
Theme : Business Improvement
Responsible Officer : Adam Richens Element Name : FINSERV
Service Aim : To support the Council in its objectives by providing services which are valued by residents, elected members and officers.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 0.00 Transfer from BI 09A 33.18 Adjustment for implementation of SVPP (13.18) Total Full Time Equivalent 20.00
FTE's for 2016/17 reflect a 49% share of total FTE's for the Stour Valley & Poole Partnership (SVPP)
For 2015/16 SVPP budgets and forecast for Financial Services support have been kept within BI 09A. For 2016/17 SVPP budgets for Financial Services support have been separated out and shown on BI 09B. Budget 2016/2017 The budget includes £38k of business case savings. Budgeted costs shown are a percentage share of overall partnership costs. The Borough of Poole's share of overall partnership costs is 49%. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 9B
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 912 Premises Related Expenses 59 Transport Related Expenses 7 Supplies and Services 16 Central Support Costs (Variable) 8
Total Annual Costs 0 0 0 1,002
Income: Recharges to other revenue heads (1,165)
Total Annual Income 0 0 0 (1,165)
Budgeted cost 0 0 0 (163)
Budget Changes 2015/16 to 2016/17 0 0
Virements and adjustments Net Budget Transfers (virements) & Other Adjustments 0 (162) Base Budget 0 (162)
Employee Changes - All Pay changes - SVPP Support 37 37
Savings / Efficiencies / Income Generation / Service Adjustments SVPP revenue & Benefits Partnership - Business Case Savings (38) (38) (163) STATEMENT OF SERVICE 2015-2017 Sheet No. BI 10
Service : Financial Services Corporate Functions
Description of Service : Statutory duties, external audit and inspections, treasury management and statutory publications.
Theme : Business Improvement
Responsible Officer : Adam Richens
Budget 2016/2017 The budget includes a reduction in the recharge to the Housing Revenue Account for external audit fees.
Revenue Cost Plan :
Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Premises Related Expenses 4 4 5 4 Supplies and Services 281 259 259 259 Central Support Costs 87 87 87 87
Total Annual Costs 372 350 351 350
Income: Recharges to other revenue heads (98) (98) (98) (98)
Total Annual Income (98) (98) (98) (98)
Net Cost 274 252 253 252
Budgeted Cost 274 252 253 252
Budget Changes 2015/16 to 2016/17 274 274 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (22) (22) Base Budget 252 252
252 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 11
Service : Business Resilience
Description of Service : The provision of business continuity and resilience arrangements for the Council itself and also the wider community.
Theme : Business Improvement
Responsible Officer : Adam Richens Element Name : EMERGENCY PLANNING
Service Aim : To ensure compliance with the Civil Contingencies Act 2004. To embed Business Resilience into every part of the Council in order that the organisation can and will respond to disruptive challenges internally and externally that are either foreseen or for which there is no advanced notice.
Forecast 2015/2016 The forecast for outturn is a break-even position.
Budget 2016/2017 The budget in 2016/17 has stayed the same as the previous financial year.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent (FTE's) 2.60 2.60 Total Full Time Equivalent 2.60 2.60 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 11 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Employees 126 126 130 128 Premises Related Expenses 0 0 11 0 Transport Related Expenses 1 1 1 1 Supplies and Services 55 9 9 9 Agency and Contracted Services 43 39 43
Total Annual Costs 182 179 190 181
Income: Government Grants 0 0 (11) 0
Recharges to other revenue heads (47) (47) (47) (47)
Total Annual Income (47) (47) (58) (47)
Net Cost 135 132 132 134
Total Allocable Costs 18 6 6 19
Budgeted Cost 153 138 138 153
Budget Changes 2015/16 to 2016/17 153 153
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (15) (2) Base Budget 138 151
Employee Changes Pay Award 1 Incremental drift 1 2 153 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 12
Service : Financial Services - Corporate Estates
Description of Service : Financial Services - Corporate Estates are responsible for the following range of activities; Valuations, Estate Management of the vacant, surplus estate and the leased and investment portfolio, Strategic Asset Management of the operational Estate and Data Management.
Theme : Business Improvement
Responsible Officer : Adam Richens Element Name: CORPORATE ESTATES
Service Aim : To deliver and embed a high quality Strategic Asset Management framework to enable and support the corporate body in organisational asset management change whilst ensuring that good practice in corporate estate management is maintained.
On the 17 December 2013 Council approved the Corporate Property and Asset Management Plan which should enable the Council to obtain the most efficient future use of its property asset resources. The first annual review of this strategy took place at the Council Efficiency Effectiveness Committee in November 2014 which also approved an investment strategy which was later endorsed by Council. The next review of the Corporate Property and Asset Management Strategy is due but remains on hold pending the outcome of the council's decisions regarding utilisation of its assets in line with its aspirations of strategic commercialisation.
Financial Aim : To provide a service that maximises the commercial benefits from land and asset development opportunities, property reviews, partnership working and other funding initiatives for the overall benefit of the Council and the community of Poole.
Forecast 2015/2016 After contributions from earmarked reserves to fund Technology Forge and the School Valuations, the forecast savings is £45k. Budget 2016/2017 The Budget for 2016/17 delivers a total savings within Financial services unit of £50k.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent (FTE's) 13.61 13.61 Deletion of Technology Forge Post (1.00) Total Full Time Equivalent 13.61 12.61 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 12 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 564 557 576 523 Premises Related Expenses 28 28 28 27 Transport Related Expenses 3 3 2 2 Supplies and Services 16 15 42 14 Central Support Costs (Variable) 2 2 0 0 Other Support Charges 6 6 7 6
Total Annual Costs 619 611 655 572
Income: Fees & Charges (5) (5) (64) (5)
Recharges to other revenue heads (801) (767) (767) (801)
Total Annual Income (806) (772) (831) (806)
Net Cost (187) (161) (176) (234)
Total Allocable Costs 152 149 151 158
Budgeted Cost (35) (12) (25) (76)
Budget Changes 2015/16 to 2016/17 (35) (35)
Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments 23 3 Base Budget (12) (32)
Employee Changes Pay Award 1 Incremental Drift 4 National Insurance Changes 1 6
Non ERP Savings / Efficiencies / Income Generation / Service Adjustments Delete Technology Forge post (1 fte) (45) Training (2) Transport (1) Law Court Storage (2) (50) (76) STATEMENT OF SERVICE 2015-2017 Sheet No. BI 13
Service : Benefit Administration - Borough of Poole Share of SVPP Partnership costs
Description of Service : Administration costs of the Benefit Service.
Theme : Business Improvement
Responsible Officer : Adam Richens Element Name : HSG BEN ADMIN
Service Aim : To process applications for housing benefit in accordance with regulations To process applications for Local Council Tax Support in accordance with the Council's approved scheme To ensure the accuracy of claims and to take measures to detect and prevent Benefit and Council tax fraud. To improve service delivery to achieve the performance standards approved by the Stour Valley and Poole Partnership (SVPP).
Financial Aim: To deliver the savings targets as set out in the business case for the Stour Valley and Poole Partnership.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 38.12 38.12 Adjustment for implementation of SVPP (9.68) Total Full Time Equivalents 38.12 28.44
FTE's for 2016/17 reflect a 49% share of total FTE's for the Stour Valley Poole Partnership (SVPP)
Budget 2016/2017 Budgeted costs shown are a percentage share of overall partnership costs. The budget includes £67k of business case savings. Central Government has reduced the Housing Benefit Administration Subsidy for 2016/17 by £96k. The Borough of Poole's share of overall partnership costs is 49%. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 13 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 1,091 1,091 1,068 1,134 Premises Related Expenses 78 78 78 78 Transport Related Expenses 2 2 2 2 Supplies and Services 152 152 171 85 Central Support Costs (variable) 1 1 2 1 Other Support Costs 305 305 308 305
Total Annual Costs 1,629 1,629 1,629 1,605
Income: Government Grants (734) (734) (734) (638) Fees & Charges (34) (34) (32) (34)
Recharges to other revenue heads (2) (2) (4) (2)
Total Annual Income (770) (770) (770) (674)
Net cost 859 859 859 931
Total Allocable Costs 198 198 198 198
Budgeted Cost 1,057 1,057 1,057 1,129
Budget Changes 2015/16 to 2016/17 1,057 1,057 Base Budget 1,057 1,057
Employee Changes Pay Award & Incremental drift 43 43
Specific Grant Changes Housing Benefit Administration Grant reduction 96 96
Savings / Efficiencies / Income Generation / SVPP Revenue & Benefits Partnership - Business Case Savings (67) (67) 1,129 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 14
Service : Benefit Payments
Description of Service : Payments net of subsidy received for Council Tax and Housing Benefit.
Theme : Business Improvement
Responsible Officer : Adam Richens Element Name : HSG BEN PAYMENTS
Supporting Data Year 0 Approved Forecast Year 1 Budget Resource 2014/15 2015/16 2015/16 2016/17 Caseload Rent Allowance Cases 6,464 6,369 6,110 6,016 Rent Rebate Cases 3,107 3,065 3,064 3,059
Forecast 2015/2016 Analysis and forecasts of benefit expenditure is undertaken on a four weekly cycle. The current year forecast and 2016/17 budgets have been prepared based on the 2015/16 week 40 analysis. The forecast allows for the following changes in caseload between March 2015 and December 2015; - minus 5.2% Rent Allowances - increase 0.5% HRA Rent Rebates
Budget 2016/2017 The budget makes the following inflationary assumptions for 2016/17: Housing Revenue Account (HRA) 1% reduction in line with the July 2015 Budget Statement Rent Allowances - no change Non HRA Rent Rebates - no change - Both in line with the 4 year Local Housing Allowance (LHA) freeze Caseload forecasts reflect those experienced between March and the end of December 2015. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 14
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Supplies and Services 630 630 630 930 Transfer Payments 48,987 48,987 48,966 46,618
Total Annual Costs 49,617 49,617 49,596 47,548
Income: Government Grants (49,496) (49,496) (49,453) (47,387)
Recharges to other revenue heads (36) (36) (79) (79)
Total Annual Income (49,532) (49,532) (49,532) (47,466)
Budgeted Costs 85 85 64 82
Budget Changes 2015/16 to 2016/17 85 85
Changes
Discretionary housing benefits charged recovered from the HRA (expenditure) (21)
Allowance for Local Council Tax Support - Exceptional hardship scheme (expenditure) 18
1% HRA Rent decrease - impact on rent rebate benefit payments (expenditure) (121) 1% HRA Rent decrease - impact on rent rebate benefit payments (income) 121
Freeze Rent allowances and Non HRA Rent Rebates - impact (expenditure) 0 Freeze Rent allowances and Non HRA Rent Rebates - impact (income) 0
Impact of other changes - caseload, inflation bad debt etc. (expenditure) (1,945) Impact of other changes - caseload, inflation bad debt etc. (income) 1,945
82 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 15
Service : Strategic Directorate and Corporate Management
Description of Service : Liaison with Members and the corporate management of the authority.
Theme : Business Improvement
Responsible Officer : Andrew Flockhart Element Name : CORP MANAGEMENT COST
Supporting Data Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2015/16 2015/16 2016/17 Number of Members 42 42 42 42
Financial Aims : 1. To achieve the minimum cost necessary to fulfil the authority's expectations of the team 2. To match resources to the Council's priorities 3. To maximise value for the organisation without increasing staff numbers / costs.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 10.00 10.00 Total Full Time Equivalent 10.00 10.00
Forecast 2015/2016 The forecast includes £153k of savings relating to part year vacancies for the Chief Executive and a Strategy Director post. Some of the savings are being used to offset the costs of a graduate intern post and Education Development Partner. There are also £65k of costs relating to the Change Management Programme and £11k for the SE Dorset Unitary Merger, which will be met from reserves. Budget 2016/2017 Budgeted employee cost increases of £17k are offset by employee savings of £26k due to changes in posts. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 15
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 730 730 654 722 76 Premises Related Expenses 44 44 44 44 0 Transport Related Expenses 3 3 3 3 0 Supplies and Services 14 14 37 13 (23) Central Support Costs (Variable) 5 5 5 1 0 Other Support Costs 2 2 2 6 0
Total Annual Costs 798 798 745 789 53
Income: Recharges to other revenue heads (745) (612) (612) (795) 0
Total Annual Income (745) (612) (612) (795) 0
Net cost 53 186 133 (6) 53
Total Allocable Costs 524 533 533 534 0
Budgeted cost 577 719 666 528 53
Budget Changes 2015/16 to 2016/17 577 577 Virements and Adjustments Net Budget Transfers (virements) & Other Adjustments 142 9 Base Budget 719 586
Employee Changes Pay Award 7 Incremental drift 3 National Insurance 8 18
Savings / Efficiencies / Income Generation / Service Adjustments Increased recharge to Dorset Adult Learning Employees - in year changes (26) Increased recharge to Housing Revenue Account (50) (76) 528 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 16
Service : Corporate Strategy and Communications
Description of Service : A comprehensive corporate strategy & communications function providing accurate research & analysis, effective partnerships & timely information and communication.
Theme : Business Improvement
Responsible Officer : Tim Martin Element Name : PROMOTION
Service Aim : To provide an efficient and effective corporate resource underpinning all activities identified in the Council's Corporate Strategy through the provision of sound intelligence, effective communications and strong partnerships. Specific service aims are:
To provide a research and intelligence service to help the Council focus on the right priorities, use resources efficiently and be accountable through consultation. To promote and protect the Council's brand and reputation and to communicate its purpose, priorities, values and services to the public and staff. To deliver a reduction in Poole's carbon footprint through working with businesses and communities to realise environmental and economic benefits. To support effective partnership working to deliver a better quality of life for people in Poole. To work in partnership to reduce crime and disorder in Poole.
Financial Aim : To maintain existing budget that allows for the continued delivery of agreed action / business plan.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 27.38 27.38 New post - External Funding Manager 1.00 Research & Information Officer moved from Children's Svcs 0.60 Deleted post-Head of Corporate Strategy & Communications (1.00) Deleted post - Community Strategy Manager (0.80) Reduced hours - Communications Officer (0.02) Total Full Time Equivalent 27.38 27.16
Forecast 2015/2016 Expenditure is set to increase by £744k which includes £504k of Local Strategic Partnership (LSP) project costs, £96k funded from earmarked reserves and £52k grant funded. Income is set to increase by £639k which includes £418k of LSP funding, £110k in grants. After the application of reserves, a net surplus of £22k is forecast. Issues affecting future years There are growing demands for more sophisticated communications approaches & increasing pressure to provide robust consultation, research & evaluation. A significant proportion of the team's budget is used to provide frontline services, particularly related to domestic abuse & around a third of this funding is not in the base budget & on a diminishing trajectory. In the light of this, new sources of funding have been sought in the past twelve months in order to sustain and enhance services wherever possible. The appointment of an External Funding Manager within the team has raised awareness of new funding opportunities and generated additional funding for specific projects. Income generating activities include tripling of advertising income during 2015/2016 and identifying new opportunities for business development in research and community safety. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 16 Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 1,069 1,060 1,230 1,067 Premises Related Expenses 39 39 40 39 Transport Related Expenses 5 5 6 5 Supplies and Services 241 238 773 219 Agency and Contracted Services 389 389 414 389 Central Support Costs (Variable) 0 0 10 0 Other Support Charges 2 2 4 2
Total Annual Costs 1,745 1,733 2,477 1,721
Income: Government Grants (67) (67) (449) (67) Other grants, reimbursements and conts 0 0 (154) 0 Fees & Charges (26) (26) (52) (20)
Recharges to other revenue heads (233) (233) (310) (250)
Total Annual Income (326) (326) (965) (337)
Net Cost 1,419 1,407 1,512 1,384
Total Allocable Costs 231 213 213 244
Budgeted Cost 1,650 1,620 1,725 1,628
Budget Changes 2015/16 to 2016/17 1,650 1,650 Virements and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (30) 5 Base Budget 1,620 1,655
Employee Budgets Pay Award 11 Incremental Drift 17 National Insurance Changes 19 47
Other Changes Research and Intelligence Officer (0.6 FTE) - post transferred from Children's Services 17 Additional Research income (17) 0
Savings / Efficiencies / Service Adjustments Deleted post - Head of Corporate Strategy and Communications (50) Cease Poole News (16) Restructure of Community Strategy Team (8) (74) 1,628 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 17
Service : Human Resources
Description of Service : Human Resources is responsible for Corporate Human Resources Management for service units and maintained schools. This includes Recruitment and Retention, Payroll & Pensions, Organisational Development and Training, Workforce equality and diversity issues, DBS checks, Occupational Health and Flippers Nursery.
Theme : Business Improvement
Responsible Officer : Carl Wilcox Element Name : HUMAN RESOURCES
Service Aim : To provide high quality HR advice and other services to the rest of the Council, helping to enable organisational change whilst also ensuring our employees are treated equitably and fairly and that good employment practice is maintained.
Supporting Data Year 0 Year 1 Budget Budget 2015/16 2016/17 Budgeted Full time equivalent employees 2,932.53 2,666.21 (Includes school employees).
Financial Aim : To balance the budget and achieve an economic, high quality service delivery that offers value for money and compares favourably with other local authorities' HR functions.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 45.56 45.56 Post Funded from Reserves 1.49 Reduction in Hours HR Services (0.20) Flippers 0.68 Total Full Time Equivalent 45.56 47.53
Forecast 2015/2016 After contributions from earmarked reserve, there is a forecast net saving of £78k on the HR 2015/16 budget. Budget 2016/2017 Savings relate to electronic DBS checks and Advertising to third parties, various ad hoc savings within the unit these 5 items have produced a net saving of £120k. Levels of recruitment across the Council have gone up in 2015/16 so, accordingly, the recruitment income target has been increased by £80k to reflect expected continuing recruitment levels. STATEMENT OF SERVICE 2015-2017 Sheet No. BI 17
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 1,385 1,376 1,621 1,444 Premises Related Expenses 119 119 120 119 Transport Related Expenses 3 3 4 3 Supplies and Services 332 327 388 330 Central Support Costs (Variable) 0 0 2 0 Other Support Costs 15 15 24 14
Total Annual Costs 1,854 1,840 2,159 1,910
Income: Other grants, reimbursements and conts (73) (73) (63) (73) Fees & Charges (285) (360) (444) (417)
Recharges to other revenue heads (1,718) (1,470) (1,510) (1,537) Recharges Children's Services Direct Ac (25) (25) (36) (38)
Total Annual Income (2,101) (1,928) (2,053) (2,065)
Net cost (247) (88) 106 (155)
Total Allocable Costs 238 223 223 259
Budgeted cost (9) 135 329 104
Budget Changes 2015/16 to 2016/17 (9) (9)
Virements and adjustments Net Budget Transfers (virements) & Other Adjustments 144 189 Base Budget 135 180
Employee Changes Pay Award 16 Incremental Drift 5 National Insurance Changes 23 44
Other Changes Flippers Pay Award/incremental Drift 8 Flippers - Increase income (8) DBS payments 10 DBS to third parties (10) 0
Savings / Efficiencies / Income Generation / Service Adjustments Recruitment Income (80) Advertising Income (50) Advertising Cost 20 Employee Benefit Voucher Scheme (6) Small Miscellaneous (5) DBS to third parties (12) Supply Teachers Recharges 13 (120) 104 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 18
Service : Information, Communication and Technology Services
Description of Service : The management of all ICT service issues strategy and policy, installation support and maintenance of ICT systems, business support and project management.
Theme : Business Improvement
Responsible Officer : Katie Lacey Element Name : ITSERV
Supporting Data Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2015/16 2015/16 2016/17 IT Support No. of desktop devices supported 2,280 n/a 2,283 2,280 No. of tablet devices supported 100 n/a 427 450 No. of email accounts managed 4,300 n/a 4,069 4,200 No. of Application systems supported 185 n/a 185 185 Size of electronic data store 40tb n/a 75Tb 98Tb ICT Major Change Projects No of Infrastructure Projects 5 n/a 4 3 No of Corporate Projects 5 n/a 5 3 No of Service Unit Projects 5 n/a 3 4
Financial Aim : To help all areas of the Council reduce their operating costs and improve the services they provide by providing effective ICT solutions at minimum cost. To procure and build ICT solutions that enable transformation of service delivery & realise efficiencies by managing risks, removing risks, removing duplication and waste.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 47.81 47.81 Deleted Post (1.00) Increase in Hours 0.19 Total Full Time Equivalent 47.81 47.00
Budget 2016/2017 The 2016/2017 budget has once again been constructed in line with zero-based budgeting principles. Deletion of an administrative post will deliver a saving of £25k STATEMENT OF SERVICE 2015-2017 Sheet No. BI 18
Revenue Cost Plan :
Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 1,920 1,912 1,916 1,934 Premises Related Expenses 77 77 77 77 Transport Related Expenses 11 11 11 11 Supplies and Services 613 613 656 611 Other Support Costs 11 11 11 11 Depreciation and Impairment 431 340 340 340
Total Annual Costs 3,063 2,964 3,011 2,984
Income: Recharges to other revenue heads (2,944) (2,944) (2,869) (2,944)
Total Annual Income (2,944) (2,944) (2,869) (2,944)
Net cost 119 20 142 40
Total Allocable Costs 120 112 112 157
Budgeted cost 239 132 254 197
Budget Changes 2015/16 to 2016/17 239 239
Virements and Adjustments Net Budget Transfers (virements) & Other Adjustments (107) (75) Base Budget 132 164
Employee Changes Pay Award 15 Incremental drift 8 National Insurance 43 Superannuation 3 69
Savings / Efficiencies / Income Generation / Service Adjustments ICT & Customer Services - Delete Vacant Post (25) ICT & Customer Services - Reduce training and employees (9) ICT & Customer Services - Reduce Supplies & Services (2) (36) 197 STATEMENT OF SERVICE 2015-2017 Sheet No. BI 19
Service : Customer Services
Description of Service : To improve the overall quality, consistency and effectiveness of the customer experience of the Council, directly managing the Customer Services Centre and the Civic Centre Switchboard and Reception.
Theme : Business Improvement
Responsible Officer : Katie Lacey Element Name : Customer Services
Forecast 2015/2016 The forecast includes savings on employee costs, support & maintenance of systems and miscellaneous other supplies and services.
Issues Affecting Future Years Continued encouragement in the use of on-line self service and assisted self service is needed. This could help reduce the time taken to meet customer requirements and deliver efficiencies across all units. Demand for digital service design is expected to remain high as we look to expand the self service offering. It is expected that the Contact Centre will continue to work with units to take on high volume and transactional services allowing their professionals to be professionals.
Staffing Plan Year 0 Year 1 Budget Budget 2015/16 2016/17 Full Time Equivalent 27.03 27.03 Deleted Posts (4.43) New Posts 3.20 Changes in Hours (0.96) Full Time Equivalent 27.03 24.84
STATEMENT OF SERVICE 2015-2017 Sheet No. BI 19 Revenue Cost Plan : Full Year Operating Plan Year 0 Approved Forecast Year 1 Budget Resource 2015/16 2016/17 2015/16 2015/16 £000's £000's Employees 768 766 687 734 Premises Related Expenses 42 42 42 42 Transport Related Expenses 1 1 1 1 Supplies and Services 62 62 62 58 Central Support Costs (Variable) 2 0 0 0 Other Support Charges 1 1 1 1
Total Annual Costs 876 872 793 836
Income: Recharges to other revenue heads (137) (1,036) (1,036) (1,036)
Total Annual Income (137) (1,036) (1,036) (1,036)
Net cost 739 (164) (243) (200)
Total Allocable Costs 138 126 126 197
Budgeted cost 877 (38) (117) (3)
Budget Changes 2015/16 to 2016/17 877 877
Virement and Other Adjustments Net Budget Transfers (virements) & Other Adjustments (915) (901) Base Budget (38) (24)
Employee Changes Pay Award and Other Miscellaneous 6 Incremental drift 6 National Insurance 12 Superannuation 2 26
Savings / Efficiencies / Income Generation / Service Adjustments ICT & Customer Services - Reduce Training and Employees (1) ICT & Customer Services - Reduce Supplies & Services (4) (5) (3) BUDGET 2016/17
HOUSING REVENUE ACCOUNT
(HRA) BUDGET 2016/17
Housing Revenue Account - Explanatory Notes
Financial Summary (Statutory format, including analysis of balances)
Financial Summary (Non Statutory / Details format)
Example of rent increase on individual tenancies
Capital Expenditure Analysis (Including detailed scheme by scheme analysis)
Major Repairs Reserve
Scale of HRA Charges Budget 2016/17
Housing Revenue Account - Explanatory Notes
Income
Dwelling Rents The amount of income derived from the rents of the authorities properties. Rent is charged of a 48 week basis (4 rent free weeks) however every 7 years there is an extra rent week resulting in a 49 week year. Rents are sent annually based on
Non Dwelling Rents Income generated from the rental of garages and other property within the Housing Revenue Account.
Charges for Services and Facilities Income from services and facilities provided by the authority in connection with the provision of houses. For example Sheltered Housing Officer charges, the recharge of energy costs (Electricity, Gas) and charges in connection with the Supporting People service, and guest bedrooms.
Sums directed by the Secretary of State In line with recommended best practise this represents the amount paid by the General Fund as a contribution towards the Grounds Maintenance costs of HRA
Expenditure
Repairs and Maintenance Revenue expenditure on the repair and maintenance of HRA property, whether planned or responsive, which is not enhancement work and therefore fails to meet the definition of capital expenditure. Enhancement (Capital Expenditure) may include re-roofing or the installation of central heating or double glazing but not the painting or the replacement of tiles or broken windows. Maintenance includes the cost of Grounds Maintenance on HRA land and to Sheltered Accommodation
Supervision and Management This covers expenditure on such activities as policy and management, managing tenancies, rent collection and accounting, caretaking, cleaning, sheltered housing,
Rent, rates, taxes, and other charges Rents and other charges payable by the authority rather than their tenants. For example 2nd refuse collections, building insurance and empty property costs.
Provision for Bad or Doubtful Debts Sums that provide for the write-off of rent and other service charge arrears Housing Revenue Account - Explanatory Notes continued…
Depreciation This represents the consumption of HRA fixed assets over their useful life and should provide a clear picture of the need for expenditure to maintain the value of
Debt Management Costs The HRA's share of the authorities debt management expenses calculated in accordance with proper practice.
Interest payable & Similar Charges The cost incurred by the HRA in servicing the outstanding debt owed in respect of the Councils Housing stock through borrowing. This increased significantly from 2012/13 as the HRA bears the full cost of any external debt taken out previously to fund investment in housing as well as the extra £43.9m of debt to fund the HRA Self Financing system. The HRA is committed in the first instance to meeting any interest costs associated with approximately £100m of debt.
Interest Receiveable The HRA's share of interest and other income received by the authority in respect of investments, loans and mortgages.
Transfers to and from the Major Repairs Reserve This technical transfer ensures that the depreciation charge in respect of Other Land and Property (OLP) does not impact of the HRA "bottom line". APPENDIX A HOUSING REVENUE ACCOUNT THE RENT INCREASE EFFECT ON RESIDENTS
2015/16 2016/17 52 week 48 week 52 week 48 week 52 week 48 week decrease Increase / Increase / Basis Basis Basis Basis as a % Decrease Decrease £ £ £ £ £ £
Overall Average per Budget 86.38 93.56 85.52 92.62 -0.86 -0.94 -1.0%
Examples of Rent Increases General Properties Herbert Court 1 Bedroom flat 77.19 83.62 76.42 82.78 -0.77 -0.84 -1.0% Junction Road 1 Bedroom flat 66.32 71.85 65.66 71.13 -0.66 -0.72 -1.0% Rockley Road 1 Bedroom flat 74.38 80.58 73.64 79.77 -0.74 -0.81 -1.0% Sterte Court 1 Bedroom flat 71.75 77.73 71.03 76.95 -0.72 -0.78 -1.0% Rodney Court 2 Bedroom flat 90.10 97.61 89.20 96.63 -0.90 -0.98 -1.0% Plumer Road 2 Bedroom house 91.20 98.80 90.29 97.81 -0.91 -0.99 -1.0% Christopher Crescent 3 Bedroom house 100.86 109.27 99.85 108.18 -1.01 -1.09 -1.0% Egmont Road 3 Bedroom house 91.62 99.26 90.70 98.27 -0.92 -0.99 -1.0% Haskells Road 3 Bedroom house 90.73 98.29 89.82 97.31 -0.91 -0.98 -1.0% Perry Gardens 4 Bedroom house 113.23 122.67 112.10 121.44 -1.13 -1.23 -1.0%
Sheltered Housing Officer serviced properties Cynthia Close 1 Bedroom flat 77.19 83.62 77.88 84.38 0.69 0.75 0.9% Millfield 1 Bedroom flat 74.47 80.68 75.14 81.40 0.67 0.73 0.9% South Road 1 Bedroom flat 77.19 83.62 77.88 84.38 0.69 0.75 0.9% Trinidad House 1 Bed Bungalow 75.33 81.61 76.01 82.34 0.68 0.73 0.9% Waterloo House 1 Bed Bungalow 83.76 90.74 84.51 91.56 0.75 0.82 0.9%
APPENDIX A APPENDIX B HOUSING REVENUE ACCOUNT SERVICE CHARGES FOR 2016/17
2015/16 2016/17 £ Uplift £ 1. Garage Rents Proposed Charges - Tenants Poole Old Town 10.63 0.0% 10.63 Remainder of Poole 6.05 0.0% 6.05 Charges - Non-Tenants Poole Old Town (excl VAT) 14.72 0.0% 14.72 Poole Old Town (incl VAT) 17.66 0.0% 17.66 Remainder of Poole (excl VAT) 9.24 0.0% 9.24 Remainder of Poole (incl VAT) 11.09 0.0% 11.09
2. Sheltered Housing Service Charges inc Lifeline General 6.82 1.25% 6.91 Vale Close 6.82 1.25% 6.91 Davis Court 6.82 1.25% 6.91 Willow Park 6.82 1.25% 6.91 Belmont Court 16.70 1.25% 16.91
3. Supporting People Service Charge Personal Charge:- Preventative (circa 85% of the 20% of Sheltered Residents) 6.90 1.25% 6.99 Support Package (circa 15% of the 20% of Sheltered Reside 9.33 1.25% 9.45 Belmont Court 15.57 1.25% 15.76
4. Guest Bedrooms in Sheltered Accommodation 1 night 2 nights 3 nights 4-7 nights Cost per room with no ensuite - includes cleaning 20.00 28.00 36.00 45.00 Cost per room with ensuite - includes cleaning 24.00 34.00 44.00 54.00 5. Heating Charges 1 bed 9.93 2.0% 10.13 2 bed 11.92 2.0% 12.16 3 bed 13.91 2.0% 14.19 6. Communal Heating Standard Charge 1.25 2.0% 1.28 7. Communal Power Standard Charge £0.80 to £4.13 2.0% £0.82 to £4.21 APPENDIX C HOUSING REVENUE ACCOUNT HOUSING REVENUE ACCOUNT SUMMARY
2015/16 2016/17 Change £,000 £,000 £,000 Income Dwelling Rents (20,124) (19,963) 161 Garage Rents (333) (333) - Other Rents (42) (39) 3 Service Charges (1,225) (1,237) (12) Supporting People (88) (89) (1) Hostels (54) (55) (1) PV Feed In Tariff (1,180) (1,200) (20) Sub Total Income (23,046) (22,916) 130
Expenditure PHP Management Fee 7,945 7,945 0 Utilities and Sheltered Costs 808 816 8 Overheads and Other Costs 1,234 1,284 50 Capital Repayments 400 400 - Provision for Bad or Doubtful Debts 197 197 - Debt Management 93 94 1 Cost of Capital 3,215 3,215 0 Interest on Debt (66) (66) (0) Depreciation Charge 4,673 4,673 - Revenue Contribution to Capital 4,547 4,358 (189) Sub Total Expenditure 23,046 22,916 (130)
Balance - 0 0 APPENDIX D HOUSING REVENUE ACCOUNT
2015/16 Forecast Proposed Proposed Original Budget Outturn Budget Budget Budget 2016/17 2017/18 2018/19 £000's £000's £000's £000's £000's
Income Dwelling Rents (gross) (20,178) (20,278) (20,018) (19,779) (19,582) Non-Dwelling Rents (gross) (375) (371) (372) (372) (372) Charges for Services and Facilities (1,312) (1,311) (1,326) (1,339) (1,353) Contributions to Expenditure 0 0 0 0 0 Other Income (PV - Feed In Tariffs) (1,180) (1,220) (1,200) (1,224) (1,248)
Total Income (23,045) (23,180) (22,916) (22,714) (22,555)
Expenditure Repairs and Maintenance 5,481 5,504 5,495 5,550 5,634 Supervision and Management 4,388 4,442 4,435 4,502 4,569 Rent, rates, taxes and other charges 118 115 115 117 118 Payback of PV Borrowing 400 400 400 400 400 Bad or Doubtful debts 197 197 197 197 197 Capital financing costs (debt management costs) 93 93 94 95 97 Depreciation - Council Dwellings 4,672 4,672 4,673 4,673 4,673 Depreciation - Other Land and Property 0 0 0 0 0
Total Expenditure 15,349 15,423 15,409 15,533 15,688
Net Cost of HRA Services - (Surplus) / Deficit (7,696) (7,757) (7,507) (7,181) (6,867)
Capital Charges - Cost of Capital Charge 3,215 3,196 3,215 3,215 3,215 - Interest Receivable (66) (64) (66) (66) (66)
3,149 3,132 3,149 3,149 3,149
Net Operating Expenditure - (Surplus) / Deficit (4,547) (4,625) (4,358) (4,032) (3,718)
Appropriations Revenue contribution to capital outlay (RCCO) 4,546 4,624 4,358 4,032 3,718 Transfers to / (from) the Major Repairs Reserve (in respect of 0 0 0 0 0 depreciation on Other Land & Property) 4,546 4,624 4,358 4,032 3,718
(Surplus) / Deficit on the HRA for the Year (1) (1) 0 0 0
Movement on Housing Revenue Account Balances (This excludes the Major Repairs Reserve)
2015/16 Forecast Proposed Original Original Budget Outturn Budget Budget Budget 2016/17 2017/18 2018/19 £000's £000's £000's £000's £000's Balance (surplus) as at 1st April (Brought Forward) (570) (570) (570) (570) (570) (Surplus) / Deficit for the Year (1) (1) 0 0 0
Balance (surplus) as at 31 March (571) (571) (570) (570) (570) APPENDIX E HOUSING REVENUE ACCOUNT
Budget Forecast Estimate Estimate Estimate 3 Year HRA 2015/16 2015/16 2016/17 2017/18 2018/19 Capital Exp Basic Planned Maintenance Programme Minor Works 75,000 75,000 75,000 75,000 75,000 225,000 External Doors 150,000 150,000 79,683 105,650 126,500 311,833 Kitchen Replacement Programme 526,000 526,000 382,200 592,200 581,200 1,555,600 Warm Deal (Boiler Replacement / Central Heating Programme) 1,250,000 1,250,000 852,000 646,500 646,500 2,145,000 Safe as Houses 462,690 462,690 621,770 701,900 740,220 2,063,890 Bathrooms 177,000 177,000 185,750 151,500 185,500 522,750 Building Envelope (Seddons) 415,490 415,490 385,350 385,500 385,350 1,156,200 Communal Lighting Upgrades 187,000 187,000 15,000 15,000 15,000 45,000 Door Entry System 35,000 35,000 35,000 35,000 35,000 105,000 Structural Works 10,000 10,000 10,000 10,000 10,000 30,000 Lift Improvements Programme 0 0 10,000 21,000 18,000 49,000 Building External - all schemes 367,237 367,237 191,005 322,135 297,500 810,640 Out buildings (inc. garages) 115,550 115,550 84,400 102,225 155,600 342,225 Fire alarms 6,750 6,750 3,000 45,000 31,500 79,500 Asbestos 130,000 130,000 130,000 130,000 130,000 390,000 Energy Conservation 150,000 150,000 150,000 150,000 150,000 450,000 TV 0 0 5,000 10,000 5,000 20,000 Roofing 254,425 254,425 244,515 275,370 276,125 796,010 Windows 250,000 250,000 250,000 250,000 250,000 750,000 Internal Noise Installation 10,000 10,000 10,000 10,000 10,000 30,000 Housing & Health Safety Rating Systems - Category 1 57,560 57,560 57,560 57,560 57,560 172,680 Housing & Health Safety Rating Systems - Category 2 80,000 80,000 80,000 80,000 80,000 240,000 Plastering 50,000 50,000 60,000 60,000 60,000 180,000 External Water / Drainage Modification Upgrade 90,000 90,000 150,000 150,000 150,000 450,000 New / Modification works to boundaries 69,105 69,105 70,390 76,685 88,060 235,135 New / Modification hardscape 94,660 94,660 117,110 54,705 139,450 311,265 Renewal / Modifications to communal areas 50,000 50,000 30,975 24,225 43,475 98,675 Fire Risk Remedials 0 0 100,000 100,000 100,000 300,000 Capitalized Poole Housing Partnership Salaries 506,250 506,250 506,250 516,375 526,703 1,549,328 Sub-Total 5,569,717 5,569,717 4,891,958 5,153,530 5,369,243 15,414,731
Other Planned Maintenance
Disabled Adaptations 350,000 350,000 350,000 350,000 350,000 1,050,000 Stairlifts 30,000 30,000 30,000 30,000 30,000 90,000 Voids Maintenance 50,000 50,000 50,000 50,000 50,000 150,000 Alderney West Play Area 40,000 40,000 0 0 0 0 Sustainability 180,000 180,000 150,000 150,000 150,000 450,000 Right to Buy Administration 6,000 6,000 6,000 6,000 6,000 18,000 Photovoltaic 250,000 250,000 15,000 15,000 15,000 45,000 Information Technology Capital Costs 570,000 570,000 300,000 0 0 300,000 Contingency 170,000 170,000 250,000 250,000 250,000 750,000 Sub Total 1,646,000 1,646,000 1,151,000 851,000 851,000 2,853,000 Major Projects Tower Blocks (Sterte Court) 510,000 510,000 0 0 0 0 New Build 1,900,000 396,000 1,043,000 0 0 1,043,000 APPENDIX E HOUSING REVENUE ACCOUNT
Budget Forecast Estimate Estimate Estimate 3 Year HRA 2015/16 2015/16 2016/17 2017/18 2018/19 Capital Exp Small Sites programme 0 0 500,000 0 0 500,000 Trinidad - Extra Care 2,826,000 4,418,000 4,052,565 0 0 4,052,565 Montacute 1,000,000 170,000 2,000,000 5,830,000 0 7,830,000 Other Investment 0 0 0 0 0 0 Sub Total 6,236,000 5,494,000 7,595,565 5,830,000 0 13,425,565
TOTAL EXPENDITURE 13,451,717 12,709,717 13,638,523 11,834,530 6,220,243 31,693,296
Funding of Capital Programme Opening Major Repairs Reserve 11,761,000 11,761,000 8,477,963 7,286,630 6,081,000 21,845,593 Contributions In Year 9,296,000 9,296,000 9,031,000 8,705,000 8,391,000 26,127,000 Spendable Capital Receipts 120,000 130,680 1,004,190 1,923,900 0 2,928,090 Other Funding Sources 0 0 2,412,000 0 0 2,412,000 Less: Capital Commitment 13,451,717 12,709,717 13,638,523 11,834,530 6,220,243 31,693,296 Major Repairs Reserve Carried Forward 7,725,283 8,477,963 7,286,630 6,081,000 8,251,758 50,900,683 APPENDIX F HOUSING REVENUE ACCOUNT MAJOR REPAIRS RESERVE
Budget Forecast Budget Budget Budget 2015/16 Outturn 2016/17 2017/18 2018/19
£000's £000's £000's £000's £000's
BALANCE BROUGHT FORWARD 1st APRIL (11,614) (11,761) (8,478) (7,287) (6,081)
INCOME TO RESERVE Transfer of equivalent amount to Major Repairs (4,672) (4,672) (4,673) (4,673) (4,673) Allowance
Revenue contribution to capital (RCCO) (4,546) (4,624) (4,358) (4,032) (3,718)
Transfer of equivalent amount to deprecitaion on other - - - - - land and property
Grant, Capital Receipt and GF Contribution - - (2,412)
Useable Receipts - (131) (1,004) (1,924) -
TOTAL INCOME (20,832) (21,188) (20,925) (17,916) (14,472)
EXPENDITURE TO RESERVE Capital Expenditure funded from the Major Repairs Rese 13,452 12,710 13,639 11,835 6,220 Transfer to appropriations of the Depreciation on Other - - - - - Land & Property
TOTAL EXPENDITURE 13,452 12,710 13,639 11,835 6,220
BALANCE TO CARRY FORWARD 31st MARCH (7,380) (8,478) (7,287) (6,081) (8,252)
Planned Capital Expenditure Decent Homes 5,570 5,570 4,892 5,154 5,369 Other Planned Maintenance 1,646 1,646 1,151 851 851 Sub Total 7,216 7,216 6,043 6,005 6,220 Tower Blocks (Sterte) 510 510 - - - New Build 1,900 396 1,043 - - Small Sites Programme - - 500 - - Extra Care (Trinidad) 2,826 4,418 4,053 - - Montacute 1,000 170 2,000 5,830 - Other Investment - - - - - Total 13,452 12,710 13,639 11,835 6,220
Total Capital Expenditure to be funded via MRR 13,452 12,710 13,639 11,835 6,220
BUDGET 2016/2017
SUBJECTIVE ANALYSIS
&
BUDGET SUMMARY
PRESENTED IN THE
SERVICE REPORTING CODE OF
PRATICE FORMAT
BUDGET 2016/2017
Service Reporting Code of Practice Format
The Authority is required to produce the statutory year end accounts in accordance with a specified format. The format deals with the grouping of services and is specified within the ‘Service Reporting Code of Practice’.
The Authority also produces the tax leaflet in the same format. The attached schedules demonstrate the link between the budget as presented in the internal management accounts, where service areas are locally grouped into service themes, and the SeRCOP presentation.
BUDGET 2016/17 - SUBJECTIVE ANALYSIS
People People People Business Sub total Non Total Housing Total Children's Adult Social Other Places Improvement Portfolio Portfolio General Revenue Tax leaflet Care Areas Areas Fund Account Equivalent £000's £000's £000's £000's £000's £000's £000's £000's £000's £000's
Subjective Area Employees (excluding school employees) 14,491 11,589 5,465 17,374 14,145 63,064 2,341 65,405 65,405 Premises 1,168 429 1,436 5,103 1,179 9,315 101 9,416 5,610 15,026 Transport 1,523 259 84 2,249 95 4,210 4,210 4,210 Supplies and Services 6,313 1,337 2,619 3,319 3,592 17,180 0 17,180 17,180 Agency and Contracted / Third Party 8,525 37,153 8,134 7,219 734 61,765 246 62,011 4,726 66,737 Transfer Payments 47,238 2,960 112 4,306 46,618 101,234 14,649 115,883 115,883 Central Support and intra departmental recharging 5,563 2,697 3,154 9,755 4,507 25,676 416 26,092 26,092 Depreciation and Impairment 3,787 426 2,777 6,022 428 13,440 32 13,472 4,673 18,145 RCCO & repayments capital reserve 0 0 0 77 0 77 77 4,661 4,738 Interest costs (on borrowing) 0 0 3,149 3,149
Gross expenditure prior to net down 88,608 56,850 23,781 55,424 71,298 295,961 17,785 313,746 22,819 362,407
Internal Recharges Net Down (3,561) (1,658) (1,411) (14,866) (13,796) (35,292) 0 (35,292) (35,292)
Gross Expenditure after Net down 85,047 55,192 22,370 40,558 57,502 260,669 17,785 278,454 22,819 301,273
Government Grants (5,773) (18) (8,918) (390) (48,415) (63,514) (14,996) (78,510) (78,510) Dedicated Schools Grant (47,502) 0 0 0 0 (47,502) 0 (47,502) (47,502) Education Services Grant (658) 0 0 0 0 (658) 0 (658) (658) Income from Business Rates collection fund (29,530) (29,530) (29,530) Other Grants , reimbursements including recoupment (601) (5,354) (278) (549) (315) (7,097) 0 (7,097) (1,200) (8,297) Fees and Charges (105) (8,831) (2,244) (11,017) (3,886) (26,083) (280) (26,363) (1,326) (27,689) Rents (55) (216) (1,990) (249) (2) (2,512) (1,442) (3,954) (20,293) (24,247) Insurance claim reimbursement 0 0 0 (10) (5) (15) 0 (15) (15) Recharges (3,546) (1,658) (1,411) (14,866) (13,796) (35,277) 0 (35,277) (35,277) Recharges childrens services direct account (15) 0 0 0 0 (15) 0 (15) (15) Interest (249) (249) (249) Collection Fund Surplus Distribution (Council Tax) (590) (590) (590)
Gross income prior to net down (58,255) (16,077) (14,841) (27,081) (66,419) (182,673) (47,087) (229,760) (22,819) (252,579)
Internal Recharges Net Down 3,561 1,658 1,411 14,866 13,796 35,292 0 35,292 35,292
Gross Income after Net down (54,694) (14,419) (13,430) (12,215) (52,623) (147,381) (47,087) (194,468) (22,819) (217,287)
Depreciation back out (13,472) (13,472) (13,472) Central RCCO, MRP and prudential borrowing 3,705 3,705 3,705
Capital Charges and financing entries (9,767) (9,767) (9,767)
(Use of) / contribution to Earmarked Reserve (4,516) (4,516) (4,516)
Contributions to/(from) reserves and contingencies (4,516) (4,516) (4,516)
Council Tax Requirement 30,353 40,773 8,940 28,343 4,879 113,288 (43,585) 69,703 0 69,703
BOROUGH OF POOLE
COPY OF REPORT
MEDIUM TERM FINANCIAL PLAN
BOROUGH OF POOLE
CABINET
9 February 2016
MEDIUM TERM FINANCIAL PLAN 2016 to 2020
UPDATE REPORT
PART OF THE PUBLISHED FORWARD PLAN – YES
STATUS – STRATEGIC POLICY
1 Purpose
1.1 The main purpose of the report is to;
1) advise Cabinet of the implications of the provisional Local Government Finance Settlement for 2016/17.
2) advise Cabinet of the guidance of the Cabinet / Management Team Budget Liaison Group relating to the key assumptions and savings proposals to be put forward in balancing the Budget for 2016/17 and Medium Term Financial Plan 2016 to 2020 (MTFP);
3) advise Cabinet of the progress made since December in developing the MTFP and steps to develop outline options for bridging the gap across the entire duration of the plan;
4) set out for Cabinet consideration and recommendation to Council, proposals for setting a balanced Council budget for 2016/17. To support members consideration the following documentation is enclosed;
Appendix 1 Timetable and Budget summaries including savings
Appendix 2 Reserves Strategy 2016 to 2020
Appendix 3 Capital Programme 2016 to 2022
Appendix 4 Treasury Management Strategy
Appendix 5 Equalities Impact Assessment (EQIA)
Appendix 6 Comments on the December MTFP Update report from the Business Improvement Theme Overview and Scrutiny Committee (to follow).
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2 Decisions required
2.1 It is recommended that Cabinet:
• note the implications of the provisional Local Government Finance Settlement for 2016/17;
• note the work undertaken in rolling forward the Medium Term Financial Plan 2016 to 2020 (MTFP) and steps to develop outline options for bridging the gap across the entire duration of the plan;
• note the work undertaken in presenting a balanced budget for 2016/17 having due regard to on-going uncertainties and risks;
2.2 It is recommended that Cabinet recommend to Council:
• that they undertake a recorded vote in relation to the following items as required by the Local Authorities (Standing Orders) (England) (Amendments) Regulations 2014 which came into force on the 25 February 2014;
a) that a Total Council Tax Requirement of £69.703m is set for 2016/17 based on the provisional settlement figures published by Government on the 17 December 2015. This assumes:
i. a further decrease of £5.6m per annum in the Council’s core funding from Government (including academy funding) for 2016/17. This will equate to a cumulative decrease of £36m per annum between the start of the previous spending review period (April 2011) and the end of March 2020 and includes;
• a now known 100% reduction in the Council’s Revenue Support Grant (RSG) by April 2019;
• a known additional £1.4m contribution from the Council’s retained share of business rates in 2019/20 (referred to as Negative RSG);
ii. a known net decrease in specific revenue grants of at least £0.1m compared to 2015/16 allocations subject to final confirmation of some individual grants yet to be announced by Government. This equates to a cumulative decrease of £8.3m since April 2011;
iii. the additional capital allocation from Council resources as set out in section 25.5.1;
iv. a 3.99% rise in Council Tax of which 2% is the specific “Social Care precept”;
v. the key assumptions and provisions made in the Budget as proposed, set out in Section 10.10;
vi. the budgetary allocations to Theme areas as set out in Appendix 1;
vii. having considered the key matters arising from scrutiny of the Budget by the Business Improvement Theme Overview and Scrutiny Committee attached as Appendix 6 (to follow);
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b) agree the new delegation to schools, including academies, of £81,000 for services previously provided centrally through the Special Education Needs in Schools Services (SENISS) as agreed by the Schools Forum on the 13 January 2016;
c) agree the early years funding formula as agreed by the Schools Forum on the 16 December 2015 and as recommended by the Children and Young People Overview and Scrutiny on 19 January 2016 to Cabinet;
d) continuation of the Senior Officer and Fair Pay Policy agreed in setting the 2014/15 Budget;
e) the use and level of all reserves to be held by the Council further to the advice of the Chief Finance Officer as set out in Section 24 & Appendix 2 to this report;
f) Capital Strategy as set out in Section 25 & Appendix 3 of this report including the specific recommendations of the Children’s Services Capital strategy as detailed in Appendix 3 (ii) which includes funding priorities for 2015 to 2019, steps to reduce the potential clawback of Government grants and specific basic needs projects at Lilliput Infant and Carter Community schools;
g) Officers prioritise proposals for generating additional capital receipts to enable delivery of the Council’s capital requirements and ambitions;
h) Treasury Management Strategy and Prudential Indicators as set out in Section 27 and Appendix 4. In addition Audit Committee requested that the Council’s Treasury Management policy, practices and schedules are reviewed during the next budget cycle;
i) that the recommendations to approve the Housing Revenue Account (HRA) budget and average HRA dwelling rental increase for 2016/17, as included as item 8 in the Cabinet’s Agenda papers, be considered and approved in setting the Budget for 2016/17 as summarised in Section 28 of this report;
j) that the Chief Finance Officer provides Council with a schedule setting out the rate of Council Tax for each category of dwelling subject to the % increase in Council Tax considered by Cabinet for approval by full Council further to Members’ consideration of the decision required in respect of (a) above and after taking account of the precepts to be levied by the local Police and Fire Authorities once these have been determined prior to Council on the 23 February 2016.
k) the ongoing timetable for the Budget process as set out as Appendix 1 to ensure that the required options and actions necessary to deliver a balanced budget for 2017/18 are sufficiently developed and capable of implementation for this time next year when the 2017/18 budget will need to be confirmed.
3 Financial Framework and Organisational Context
3.1 The medium term financial planning process is designed to provide sound financial management and control arrangements which are integral to the good governance of the Council. Such arrangements help in supporting service delivery, accountable 3
decision making and safeguarding stewardship whilst also optimising the use of available resources.
3.2 This final report in the 2016/17 Budget process should be seen in the context of a rolling, evolving process and should be read in conjunction with the July, October and December 2015 Medium Term Financial Plan update reports to Cabinet.
3.3 The budget as presented in this report is also put forward within the context of the Council's 2015/19 Corporate Strategy which provides a clear long term vision for Poole and our ambition not only to be a great place to live, learn, work, play and do business, but also a place where the most vulnerable people in our community are looked after.
3.4 This strategy also recognises that the UK Government has set a new direction for the nation, aiming to put the public finances on a sustainable footing, to support a growing economy and to secure the devolution of power to local government. The Government as part of this approach have presented Poole with an incredible financial challenge by not only reducing their funding for our local services to nil by April 2019 but by explicitly asking Poole to effectively subsidise other Local Authorities from 2019/20 onwards.
3.5 This means that on top of a £20m per annum cut over the last 5 years to the Council's core funding the Government will now be implementing further reductions which will grow to an additional £16m per annum by 2020. These reductions will mean that the Council will not only have lost all its annual cash grant from the Government but in addition will be required to pay a further £1.4m contribution from the 25p in the £ of business rates that it is currently allowed to retain.
3.6 One way of trying to understand the magnitude of the financial challenge is to put these further cuts of £16m per annum in the context of the amount the Council is spending on providing local services. For the purposes of providing an example only Council spending on some key vital services is as follows;
• £1.9m Maintaining Parks
• £1.8m Children’s Centres
• £1.8m Libraries
• £0.7m Street lights
• £0.6m Filling potholes
• £0.4m Museums
• £0.3m Leisure Centres
• £7.5m Total from these 7 vital services
This puts into perspective the difficultly the council faces as spending on the above services is not even half of the amount the Council would need to save just to plug the reduction in Government funding.
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3.7 Figure 1 below details the total £36m annual reduction to Poole's core government funding between 2011and 2020 which is the equivalent of £530 a year for every household within the borough.
Figure 1: Cumulative annual reductions in Poole’s core Government funding since 2010
3.8 This delivers to Poole an unprecedented challenge because not only are our Government resources clearly being shrunk massively but demand and the cost for our services, particularly for vulnerable children, adults and older people, continues to grow. Figure 2 below highlights the combined impact of the cost pressures and huge reductions in Government funding between April 2011 and April 2020 on the Council.
Figure 2: Impact of cost pressures and reductions in Government funding
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Please note: that for the purposes of this graph £8m of reductions to specific grants have been added to the £20m of reductions to our core Government funding up to 2015/16.
3.9 This loss of funding coupled with increasing demand for services means the Council must make further savings of approximately £34m over the next 4 years. This will make it much harder to balance the Council's budget, deliver universal services (such as refuse and recycling collections, libraries, park and open spaces) and meet our core duties such as protecting children and supporting the elderly and vulnerable.
3.10 By way of an example and for 2016/17 only if Poole were to put up Council Tax by the maximum 3.99% that the Government would allow (which includes a new 2% “Social Care” precept) it will generate £2.7m in extra resources. This leaves the Council not only having to find the remaining £2.9m required just to cover the cut in Government funding (£5.6m total) but also a further £4m to cover cost and demographic pressures in Adult and Children’s Social care, and a further £2.8m to cover other cost pressures such as those associated with Government changes to national insurance. (Overall total £12.4m). A similar picture can be articulated for each of the following 3 years.
3.11 Our response as a Council, and as summarised by the Poole 2020 strategy, is an approach which focuses on acting responsibly and preparing for the future by changing the way we work. Our emphasis is that we must live within our means and to achieve this we will become more entrepreneurial using best business practice and become more efficient in the way decisions are made and services delivered. To achieve this we will continue to look at proposals such as;
• Further cost cutting and redesigning of services.
• Working more closely with partners to deliver services together.
• Generating new income streams to support local services.
• Reviewing fees and charges.
• Raising Council Tax including the implementation of the Governments new 2% social care levy.
3.12 It is though absolutely clear that to continue to do the best for Poole we have to make difficult decisions. Every effort will be made to deliver our priorities and protect local services but the scale of savings required will inevitably mean;
• Changes in the way services are delivered.
• Some service reductions.
3.13 To support this strategy the Council has developed a twofold approach to addressing the financial challenge;
1) Medium to long term: Exploring options for the future of local government in Dorset. By working with other councils in Dorset to explore such options for the area, the Council is committed to working in the best long-term interests of residents and businesses.
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2) Short term – Balancing the next few years: In order to ensure Members meet their statutory responsibilities to set a balanced budget each year, the Council is further developing the following workstreams;
• Delivering a range of proposals which will generate positive returns to the Council.
• Investing in key Council priorities.
• Encouraging and incentivising people into work.
• Continuing to develop partnerships with other Public Sector Bodies.
• Redesigning services and driving out efficiencies.
• Exploring a Digital Council approach.
• Considering commercialisation of its services where appropriate.
• Considering levels of fees and charges.
• Reviewing Council pay and cost of employment policies.
3.14 As part of the framework for the delivery of the MTFP and Budget overall scrutiny is undertaken by the Business Improvement Overview & Scrutiny Committee and prior to January 2016 by the Council Efficiency & Effectiveness Overview and Scrutiny Committee. This includes the July, October and December MTFP Update reports to Scrutiny being supported by all Member presentation sessions.
4 National background and context
4.1 On a national level the last five years have seen the largest reduction in public spending since the 1920’s. During this period protections applied to the National Health Service (NHS), schools, international development, defence equipment and more recently to defence, and the police have meant these public spending reductions have and will continue to be felt disproportionately by Local Government as part of the small section of public expenditure that has borne the brunt of Austerity. Consequentially there has been no national protection in respect of the expenditure incurred by council’s in supporting some of the most vulnerable members of our society, be that Looked After Children (LAC) or homecare support to the elderly.
4.2 Prior to the May 2015 General Election the Treasury indicated that to meet the national “fiscal charter” of balancing day-to-day Government spending (the structural deficit) by 2017/18 would require any new government to make additional tax rises or spending cuts of around £30bn. As part of their manifesto the Conservatives put forward a package of £12bn savings from welfare cuts, £5bn from a further crackdown on tax avoidance and £13bn from further reductions to Government spending in unprotected departments.
4.3 The aim of this package of measures being to stop the level of Government borrowing going up and contain it at its current level (to eliminate the structural deficit) not, at least in the first instance, to reduce the national overall indebtedness. As at the end of November 2015 the national net public sector debt stood at £1.5 trillion (£1,536,400,000,000) which is more than twice the entire level of Government 7
spending planned for 2015/16 and is equivalent to 80.5% of the countries annual Gross Domestic Product (GDP). Such debt levels can only be sustained through historically low interest rates with Britain budgeting to spend around £36bn a year on debt interest in 2015/16 (3 times more than it will spend on local government). The graph at Figure 3 supports the Government in its assessment of the need for further reductions in overall Government spending and reinforces what we now know in that austerity will be with us for at least the time horizon of the current parliament.
Figure 3: Public sector net debt excluding public sector banks; the financial year ending 1994 to date
4 June 2015 Statement by the Chancellor
4.4 The Chancellor for the new Conservative Government announced details of the first £2.5bn of the necessary departmental spending cuts referred to in their manifesto. Although a £230m cut was announced for the Department of Communities and Local Government (DCLG), at least for 2015/16, local councils were protected from this cut. Grant reductions to other departments though did have a direct or indirect impact on the Council and these included;
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• A national £200m in-year cut to Public Health which amounted to 6.2% of the total grant to the pan-Dorset Service for 2015/16 or £2m of the services £32.6m budget (including the 0-5 commissioning services transferred from October 2015).
• A national £12m in-year cut to the Youth Offending Service which amounted to a £77,000 or 10.6% cut to the Dorset Youth Offending Service.
8 July 2015 Summer Budget
4.5 The Chancellors announced his 2015 Summer Budget with the established aim of moving Britain from a high tax, high welfare economy, to a higher wage, lower tax, lower welfare society. In his words “Britain still spends too much, borrows too much, and our weak productivity shows we don’t train enough or build enough or invest enough.” The budget set out his plans to reduce the national deficit by around 1.1% of Gross Domestic Product (GDP) a year on average which he believed would ensure a smooth fiscal path to recovery and a Budget surplus in 2019/20.
To achieve this it was the government’s stated intention to take a step back, to think about the shape of the state, to explore innovation and reform in public services and deliver value for money for the taxpayer. Consequentially HM Treasury requested that all unprotected departments model the two scenarios of a 25% or a 40% cut in real terms by 2019/20.
Other key announcements made in the Summer Budget included;
• Introduction of a new National Living Wage for workers aged 25 and above calculated at £7.20 per hour from April 2016 and set to reach over £9 per hour by 2020. This policy will have a significant impact on the Council in pushing up care sector costs especially those in respect of residential and domiciliary care providers who employ large numbers of staff on the minimum wage.
• A fresh clampdown on public sector pay, which will be limited to 1% a year for the next 4 years.
• Rents in the Social Housing Sector are to be reduced by 1% a year for the next 4 years. As the Council’s 30 year landlord account, Housing Revenue Account (HRA), business plan had assumed increases of 2% per annum in line with previous government policy this approach will therefore have a significant impact on the affordability of the HRA investment programme moving forward.
25 November 2015 Spending Review and Autumn Statement
4.6 In publishing this document the Chancellors stated intent was to set out a long term economic plan that fixes the public finances, returns the country to surplus and runs a healthy economy that starts to pay down its debt. Compared to the Summer 2015 Budget, the Office for Budget Responsibility (OBR) are now forecasting higher tax receipts and lower debt interest which when combined delivers an improvement to the nations public finances. The result is that the Government intend to borrow less, invest more and smooth the path of fiscal consolidation particularly in respect of the previous welfare reforms.
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4.7 The improvements to the OBR forecast since the Summer Budget 2015 means that the remaining national budgetary consolidation required is now estimated to be £18bn. The spending review 2015 intent is to deliver £12bn of these savings through departmental spending cuts along with £3bn being raised through an apprenticeship levy and the remaining £3bn being delivered through reforms such as making tax digital and further measures to tackle tax avoidance. The Government remain committed to the welfare cap (as a portion of Government spending) they introduced with it now due to be met by 2019/20.
4.8 The impact on Local Government was that the Department of Communities and Local Government’s: Departmental Expenditure Limit for Local Government was reduced from £11.5bn in 2015/16 to £5.4bn in 2019/20. This is a reduction of £6.1bn or - 53% and compares to reductions of;
• - 31% Transport
• - 11% Business, Innovation & Skills
• - 10% Justice
and increases of;
• +3% Home Office
• +7% Education
• + 10% Defence
• + 11% Health
4.9 However the Government will highlight that they are assuming that overall Local Government spending will be higher in cash terms in 2019/20 than in 2015/16 as explained further in figure 4 below;
Figure 4: Local Government Funding amounts as per SR15.
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This increase in cash spending between 2015/16 and 2019/20 is only possible from the Government’s assumption that Council’s will generate the following sources of Locally Financed revenue;
a) annual year on year increases in council tax to reflect the normal annual threshold uplift.
b) £3.5bn of extra support for adult social care by 2019/20 via an additional annual increase in Council Tax in relation to the new 2% “social care precept”.
c) plans to consult on rebalancing the system to support those authorities with social care responsibility (the redistribution of resources via the cut to the New Homes Bonus and the creation of a New Better Care Fund).
d) Use of capital receipts as a means of financing revenue expenditure on reform projects.
4.10 As at November no further detail or local authority specific information was released however an educated guess would have been to translate this headline grant reduction into a 27.5% reduction in Local Authorities Settlement Funding Assessments (SFAs) (which is made up of the amount of cash Revenue Support Grant (RSG) Council’s receive from Government and the amount of business rates they are allowed to retain). This 27.5% reduction would be a national average but was directly comparable to the specific 36% reduction Poole had been assuming in its MTFP. Within this reduction the critical element was how it translated into actual cash cuts in Poole’s RSG with reductions of £10.2m being assumed at that stage over the 4 year period to 2020.
5 17 December 2015 – Draft Local Government Finance Settlement
5.1 On the day of the Parliamentary 2015 Christmas recess the Government announced the impact of the spending review on individual local authorities by publishing the Local Government Finance Settlement.
The headline position for England of a 31.8% reduction in SFAs was worse than the 27.5% previously assumed at the national level but less than the 36% Poole had previously assumed.
Figure 5: Local Government Finance Settlement – All England position
2015/16 Adjusted 2016/17 2017/18 2018/19 2019/20 £m £m £m £m £m England 21,250.0 18,601.0 16,622.0 15,536.0 14,500.0 Annual % Change -12.5% -10.6% -6.5% -6.7% Cumulative % Change -12.5% -21.8% -26.9% -31.8%
5.2 However the detailed impact on Poole of a 51% cut was more severe than the national average and more severe than the 36% cut previously assumed locally.
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Figure 6: Local Government Finance Settlement – Poole
2015/16 Adjusted 2016/17 2017/18 2018/19 2019/20 £m £m £m £m £m Poole 32.263 25.822 21.069 18.394 15.780 Annual % Change -20.0% -18.4% -12.7% -14.20% Cumulative % Change -20.0% -34.7% -43.0% -51.1%
5.3 This 51% reduction for Poole can be compared to the impact on other local authorities as follows;
Dorset Authorities Lowest Authorities 59.6% Dorset County Council 22% Newham 39.0% Bournemouth 23% Westminister 82.6% East Dorset (highest in England) 23% Manchester 61.8% Christchurch 24% Liverpool 50.9% Dorset Average 24% Birmingham
Poole’s and the other Dorset Authorities share of the proposed cut is clearly significantly higher than the all England average.
5.4 Rather than all local authorities receiving the same percentage reduction in Revenue Support Grant (RSG) funding the government are now taking into account the amount that can be raised locally from Council Tax, thereby increasing the reduction in RSG funding for higher taxbase authorities (in terms of the ratio of taxbase income to SFA) and lowering the reduction for lower than average taxbase authorities.
5.5 Figure 7 below highlights how these headline changes translate into the adjustments in what Poole has consistently referred to as its Core Government funding.
Figure 7: Impact of Government funding reductions on Poole’s Core Funding
Revenue Support Business Fin SFA Neg ESG Grant Rates SFA Tariff ESG % Year Actual RSG Actual Total RSG BR Total Cut Adj Cut Total Cut Cut £000s £000s £000s £000s £000s £000s £000s £000s £000s
15/16 15,592 15,530 31,122 985
16/17 9,942 15,880 25,822 (5,300) 651 (334) (5,634) 18%
17/18 4,878 16,192 21,070 (4,752) 293 (358) (5,110) 19%
18/19 1,725 16,670 18,395 (2,675) 293 0 (2,675) 13%
19/20 0 17,202 17,202 (1,193) (1,422) (1,422) 293 0 (2,615) 15%
Total (13,919) (1,422) (692) (16,034) 50%
The Governments Settlement Funding Assessments (SFAs) comprising;
a) A cash grant referred to as the Revenue Support Grant (RSG)
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b) The amount of Business Rates (BR) that the Government allow the Council to retain.
To arrive at the figure that the Council considers its actual “Core Government Funding” reduction, we also include;
c) A cash grant known as the Education Services Grant (ESG) which provides resources for statutory services, such as school improvement, which transfer to academies on conversion. The grant reduction reflects the latest profile of school conversions to academies.
5.6 On the basis that Government are generally never consistent year on year in their method of presentation, it should be noted;
1) That Poole should not have received more than a £14.840m cash reduction in its RSG as this is the total amount that we will receive in 2015/16. The Government however have chosen to rebase the 2015/16 starting position by including the £0.752m 2015/16 Council Tax Freeze Grant which was paid out as a specific grant and which we assumed would continue.
2) This rebasing could have been a further £0.923m higher (£16.515m total) in respect of similar 2015/16 specific grants paid out most significantly to support the implementation of the Care Act. However the Council assumed such grants were one off in nature and the Governments inclusion does not have an impact of the ongoing MTFP position of the Council.
5.7 A number of local authorities’ RSG is reduced to £0 before 2019/20. In order that the overall change in funding is consistent across all authorities the government plan to increase business rate tariff amounts for these authorities. Poole is in this category as in 2019/20 it will have zero RSG and will have to pay what commentators are referring to as a “Negative RSG” payment of £1.422m out of its share of Business Rates across to the Government. To be clear by implication Poole will from 2019/20 be able to retain less than 25p in £ of our business rates (estimated to be 23p in the £)
5.8 Figure 8 below summarises the impact that the Local Government Finance settlement will have on Poole’s Settlement Funding Assessment of resources we will receive from the Government between 2010 and 2020 split between the cash Revenue Support Grant and the proportion of business rates that we are allowed to retain.
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Figure 8: Implied Settlement Funding Assessment (SFA) split between Revenue Support Grant and Business Rates
5.9 The settlement also made a number of announcements about other existing or potential future funding streams. This notably included announcements in respect of;
a) New Homes Bonus (NHB)
The Government have announced that there will be no changes to the current scheme before 2018/19 and that they will be consulting on reforms to the NHB including ways to sharpen the incentive to reward communities for additional homes. Their preferred option of a £800m national saving is based on reducing the period the bonus is received, from six years down to four. These resources are being used to provide a significant contribution to the newly created Improved Better Care Fund grant.
Government have assumed that Poole will lose around £1.2m in 2018/19 from their changes to new homes bonus.
b) Improved Better Care Fund (IBCF) grant allocation
The settlement confirms that the current Better Care Fund will continue. Also announced was an additional £1.5bn nationally by 2019/20 through a specific Improved Better Care Fund Grant with national in-year allocations as follows;
National Financial Grant Award Year £105m 2017/18 £825m 2018/19 £1,500m 2019/20 14
Their intention is to allocate this funding through a new separate specific grant to local authorities using a methodology which provides greater funding to those authorities which benefit less from the additional council tax flexibity for social care.
Poole indicative allocations are;
Poole Grant Annual Financial Award Variance Year £0 £0 2017/18 £1.215m £1.215m 2018/19 £2.655m £1.440m 2019/20
There are 3 key risks being articulated in respect of this funding;
a) It is being viewed as jam tomorrow. This references that a lot can happen between now and when these resources will be received.
b) That the Government intend to consult “in due course” on the basis of its distribution. What has been included in the settlement is their default option.
c) It is unclear the extent to which these resources will interplay with any promises of resources being made available to the National Health Services (NHS). Previous BCF allocations were included in both the finance settlements for local government and the NHS with it eventually being determined not to be new money but already resources within the system.
5.10 Fixed Funding Offer
The Local Government Finance settlement also included a four year funding settlement to 2019/20 for any Council wishing to take up the offer. The Governments view is that such a move will provide greater funding certainty. A requirement of the accepting the offer is that Councils will need to produce an efficiency plan.
The value associated with this offer will need careful consideration. This is especially salient as the government have qualified the offer by stating that final grant determinations (of the funding figures produced) in future years will still be subject to change as the business rates multiplier changes; and for future changes such as transfer of functions, mergers etc. The government also state that future years could change owing to unforeseen events but does not indicate if this includes unforeseen economic events such as failing to meet its fiscal targets for a budget surplus.
The government has not indicated what the formal process for this request is; who from an authority should request the future years’ settlement; what the timetable for the request is; what approval process is required in a council or whether a request can be rescinded if there is political change at a local authority.
5.11 Delivering an updated Medium Term Financial Plan and budget for the forthcoming financial year is challenging enough in the best of times however in the current climate the enormous difficulty it presents cannot be underestimated. It is clear that the relentless austerity squeeze establishes a clear and present concern for the future sustainability of Councils going forward. To meet these unprecedented
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challenges local authorities will need to deliver even greater levels of efficiency and productivity, reduce their costs and have sustainable Medium Term Financial Plans (MTFPs) to ensure their financial health remains robust. It is also clear that Councils will need to rethink their core business including a fundamental review of the services provided along with decisions on what not to continue providing.
6 Local Government Finance - Reform proposals
6.1 On the 5th October 2015 the Chancellor announced a series of major reforms to local government finance including;
• that by the end of the Parliament, local government will be able to retain 100% of local taxes including all £26 billion of revenue from business rates.
• that government will abolish the Uniform Business Rate and give local authorities the power to cut business rates to boost economic activity in their areas.
• directly elected mayors, once they have the support of local business leaders through a majority vote of the business members of the Local Enterprise Partnership, will be able to add a premium to business rates to pay for new specific infrastructure projects.
• local areas which successfully promote growth and attract business will keep all of the benefit from increased business rates revenue.
• the core grant from Whitehall will be phased out and local government will take on new responsibilities.
6.2 Members need to be very wary of any assumption that this new system would improve the financial position of the Borough of Poole.
6.3 It must be emphasised that references to 100% retention of business rates are at a NATIONAL not LOCAL level. This was emphasised by Matthew Style who is the Director of Local Government Finance at CLG who stated that the national redistribution of resources will firmly remain a core principle of a new system. This accords with the current 50% local business rates system which sees the following process applied to any business rates generated;
• 50% paid to Government as their central share
• 1% paid to the Dorset Fire Authority
• From the 49% left the government then impose a "tariff" on Poole which is paid back to the Government and redistributed to other Local Authorities based on their relative assessment of need.
• This leaves Poole with 25% or around £15m of the £60m business rates collected (25p in the £).
6.4 Attention should be drawn to the fact that the Government have not only stated they intend any new system to be fiscally neutral at a national level but that this assessment will be in line with the allocations announced as part of the 4 year Local Government Finance allocations released on the 17 December 2015. They have also announced that local authorities can expect as part of the requirement to take on new responsibilities with examples quoted including funding Public Health, 16
Housing Benefit Administration and support for older people with care needs including people who, under the current system, are supported through Attendance Allowance.
6.5 This clearly indicates that Poole will from the start of the new system be able to retain a higher share of its business rates. However the current indication is that this extra share will have to pay for Public Health (£6m), Housing Benefit Administration (£1m) and Attendance Allowance that is used to support older people with care needs (£14.2m). The risk is that when the funding of these services is moved directly to the local authority, that the amount Council's will be able to retain from their business rates will be less than the amount the Government is spending at the point of transfer (similar to the approach that has been taken to the transfer of council tax benefit, the Local Welfare Fund, and before that with concessionary fares to name just a few).
6.6 Members are reminded that, as set out in section 5 of this report, Poole under the current system will be retaining around 23p in the £ of its local business rates from 2019/20 as it moves into the position of no longer receiving a cash Revenue Support Grant (RSG) from the Government and having to pay them a cash negative RSG payment.
6.7 Consultation on the new system is due in the Summer of 2016.
7 Local Context
Where the Council’s Resources (Money) Comes From
7.1 All local authorities are funded through a combination of Government grants and local income. Government grants are generally of two types, specific grants which are normally made available in the form of cash payments (Public Health / Housing Benefit Administration) and the Settlement Funding Assessment (Poole’s share of the national Local Government Finance Settlement) which is paid partly in the form of a cash Revenue Support Grant and partly in the form of the amount of local Business Rates the Council is permitted to retain. Local income is generally either Council Tax revenues or income from services be that earned interest on investments or income earned through fees and charges. Roughly the proportion is 70% local funding to 30% national funding (2015/16 base).
7.2 As part of the changing financial landscape the Council continues to explore imaginative and enterprising ways of generating additional income to counter the known loss in Government funding and to move to a position of greater self sustainability. Figure 9 below shows the relative proportions of funding in Poole for 2015/16.
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Figure 9 – Where the money comes from (2015/16 information excluding the Dedicated Schools Grant and Housing Benefit Subsidy receivable)
Government Grant Contributions
7.3 Earlier sections in this report have covered the explicit impact of the continuing austerity programme on the unringfenced core Government funding made available to fund local services. These reductions though are not the complete story as the provisional financial settlement also announced a further cut to the residual specific grant funding which conservatively has already been reduced by around £8.2m.
7.4 Specifically the government have further reduced the Housing Benefit Administration grant by £96,000 to reflect the 6.05% reduction in funding made available to the Department of Works and Pensions (DWP) along with a national top slice to reflect the creation of a national Single Fraud Investigation Service (SFIS). This bears no resemblance to the actual work load increases which flow from having to handle higher volumes of changes in people’s information and circumstances which has been a consequence of more automation of government information.
7.5 At this stage announcements on various other specific grants, such as the Public Health Grant, remain outstanding.
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Figure 10: Cumulative annual reduction in Government specific grant funding
7.6 The Local Government Finance Settlement also confirmed that there continues to be no transparency around the resources Government are making available to support the Local Council Tax Support Scheme (LCTSS). Members may recall that from 2013/14 the Government localised the previous national council tax benefit scheme when they required Local Authorities to replace it with their own local schemes. In doing so they gave local authorities only 90% of the previous funding that was being spent nationally. For Poole this means that £7.9m was transferred to our core funding which was £1.1m less than the Government were spending and left the Council having to manage the difference. The 8% and then 14.8% reductions in 2014/15 and 2015/16 in our core funding and the further 50% up to 2019/20 mean that the Government will probably be allowing us, in 2020, to retain from business rates around 34% of the amount they were spending the year before it was localised.
Local Contributions - Council Tax
7.7 Whilst the Council is generally unable to directly influence its level of Government funding it can exercise greater local control and discretion over the amount of Council Tax to be levied (subject to a requirement to hold a referendum in circumstances where any proposed increase exceeds the acceptable Government limit).
7.8 For the last 5 years the Council has decided to freeze Council Tax and in doing so accept a grant from the Government which from 2013/14 onwards was equivalent to a 1% increase in Council Tax. Previously this grant funding was time limited which meant after a certain number of years it would be lost and no longer received. Changes in the settlement for 2014/15 onwards meant this would no longer be the case. However the one year funding the Council received for 2012/13 had already been permanently lost. The baselining of Council Tax Freeze Grant (other than the 2012/13 grant) meant these resources now form part of the overall core Government
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grant resources available to the Council, for example the Council received £752,000 in respect of the 2015/16 Council Tax Freeze Grant which as per section 5.6 of this report has been added to the Council baseline cash Revenue Support Grant (RSG) position. As the Government are reducing Poole’s RSG resources to zero by April 2019 then this implies Poole will be receiving no previous Council Tax Freeze Grant resources by this date.
7.9 During the period between April 2010 and December 2015 the cost of living as measured by the Consumer Price Index could have increased Council Tax up by 18%.
7.10 Government have confirmed that they have no intention of making a Council Tax Freeze grant available over the course of the current parliament.
7.11 In accepting these freeze grants it was made clear to Council that they were accepting short term resources rather than the permanent ongoing resources it could have generated from a Council Tax increase. Permanent resources clearly would have put the Council on a more sustainable footing moving forward and would have enabled some vital services to have been better protected. The advantage of accepting the freeze grants was it meant our residents did not have to pay more tax during a time of financial hardship in the wider economy and it contributed to a lower the cost of living.
7.12 Another disadvantage of accepting the Council Tax freeze grant is that (other than Bournemouth Borough Council) the policy was inconsistent with other Dorset Authorities who have taken the alternative strategy of annual increases in line with the Governments threshold. This has meant that the funding equilibrium between Dorset Authorities has not been maintained and as Poole and Bournemouth are at the bottom of the tax range in Dorset then the disparity or gap between them and the other 6 billing authorities has widened.
7.13 Poole’s Council Tax position in relation to the other seven billing authorities in Dorset is set out in Figure 11 below. This shows that Poole continues to have the lowest Council Tax in Dorset a position that it has held for the last 15 years. If it were able to charge the rate levied in East Dorset it would be generating an extra £11.5m per annum which would also mean the Council’s MTFP funding gap to 2020 would be as good as closed and that there would be additional resources available for investment in local communities and key infrastructure.
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Figure 11: Dorset Council’s Council Tax levels (excluding not just the Police and Fire Services levy but also any Parish precepts)
7.14 Living in Poole therefore means that residents pay on average £144 less in Council Tax per annum than our neighbours in Dorset for a Band D property and £308 less than the Unitary average. The table below at Figure 12 shows the comparative Council Tax within Dorset for 2015/16 and highlights that Poole currently has the lowest Council Tax.
Figure 12: Local Band D – Council Tax – 2015/16
Council Band D Variance from Variance from Council Tax £ Poole £ Poole % Weymouth & Portland 1,498.98 289.38 + 24% East Dorset 1,417.59 207.99 + 17% Christchurch 1,400.26 190.66 + 16% Purbeck 1,387.68 178.08 + 15% West Dorset 1,345.02 135.42 + 11% North Dorset 1,327.23 117.63 +10% Bournemouth 1,243.71 34.11 +3% Poole 1,209.60 Average 1,353.76 144.16 +12%
Please note;
• Excludes Police, Fire and any parish precepts.
• Weymouth and Portland had the highest Council Tax in England in 2015/16.
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7.15 In respect of 2016/17 the proposed budget and the underlying planning assumption for the MTFP includes that Poole will increase its Council Tax by the Government’s threshold for a Unitary Authority which is 3.99%.
7.16 It maybe worth highlighting that for every 1% increase in Council Tax Poole generates £670,000 in additional resources.
7.17 As highlighted in section 4.9 of this report the Government are definitely changing their approach to Council Tax and are clearly assuming Council’s will increase this form of local taxation annually over the next four yeas as part of their strategy of increasing local rather than national taxation to fund local services. This marks a clear shift in their thinking as over the last 5 years they made it consistently difficult, especially through their messaging, for Councils to increase Council Tax. The approach is also interesting in the context that most local residents would consider that the tax pays for the universal services made available to all (such as refuse collect, highways, libraries) rather than what it is actually used to pay for (such as Social Care and Children’s Services) which residents assume to be paid for nationally.
7.18 The planning assumption of 3.99% is actually made up of two elements. The first is the normal annual threshold increase of 1.99%.
7.19 The second is a new element known as the “Social Care precept” and is an additional Government flexibility to raise a further 2% in Council Tax for Authorities with Social Care responsibilities, as long as it is used entirely for adult social care. This additional support as the Government consider it reflects their recognition that demand for adult social care and children’s services is growing, both in terms of the numbers of people requiring care and in the complexity of peoples needs which leaves Council’s responsible for such services facing acute pressures at a time when the Government are passporting the brunt of their austerity measurers onto local councils.
Figure 13: The proposed increase of 3.99% would have the following impact on residents
2015/16 2016/17 Annual Monthly Weekly Daily Charge Charge Variance Variance Variance Variance £ £ £ £ £p £p Band A 806.40 838.56 32.16 2.68 62p 9p Band C 1,075.20 1,118.08 42.88 3.57 82p 12p Band D 1,209,60 1,257.84 48.24 4.02 93p 13p
Band C is the band with the highest number of dwellings
Local Contributions - Fees and Charges
7.20 Another area of income to the Council is fees and charges. The Council’s approach is generally to maximise contributions from fees and charges to ensure that council taxpayer subsidies into specific services enjoyed by a minority of residents is kept to an absolute minimum.
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8 Where the Council's Resources (Money) goes
8.1 The Borough of Poole is currently spending more each year than the permanent sources of income it has coming in. Therefore just like the national Government the Council has a structural deficit. However, unlike the Government, the Council is not allowed to borrow to meet this revenue deficit. Instead the difference is being met by the use of reserves (specially the Financial Planning earmarked reserve) to be used over a number of years to give the Council time to correct the inherent differential between expenditure and income.
8.2 In 2015/16 the Council balanced its budget by using £3.6m from this reserve. In 2016/17 the proposal is to use a further £4.5m from this reserve. This method of balancing the budget will no longer be an option once the total of the Financial Planning reserve has been drawn down. It is on this basis that the Council will face particularly acute problems in 2018/19 as currently most of the reserve will be used by the end of 2017/18.
8.3 As shown in Figure 14 below over 60% of the Council's money is spent on providing social care services and children's services. This percentage will grow even further in 2016/17 in reflection that people are living longer, that they have increasingly complex health needs and to reflect the increasing number and cost associated with Children in Care. Whilst protecting the vulnerable is a primary aim of the Council we recognise that the majority of our resources are being spent on the minority of our residents. The increasingly smaller proportion of our resources is being spent on those universal services available to the majority of our residents (refuse collection, highways, libraries, and keeping the streets tidy).
8.4 Over the last 5 years the Council has managed £62m of combined growth pressures and Government cuts. Primarily this related to £28m of grant cuts and £17m of growth pressure in respect Adults and Children's services. The management of this huge reduction in resources has included a significant reduction in the workforce (on a like for like basis), changing the eligibility for social care services, reducing levels of service (such as library opening hours), increased or new charges (contributions to care, green waste), the externalisation of certain services, partnership working with other public sector bodies (Stour Valley and Poole Revenue and Benefits Partnership etc.), better utilisation of the Council's assets, and the application of the Council's reserves to name but a few.
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Figure 14: How the money is being spent – 2015/16 net budget
9 Value For Money (Vfm)
9.1 Value for money is the term used to assess whether the Council has obtained the maximum benefit from the financial resources at its disposal. In considering this assessment the Council's Cabinet Members working with Management Team have reviewed the individual profiles of each of the Council's services. Generally where the Council could be considered an outlier Cabinet Members confirmed this was in line with the our priorities. There were however a couple of areas were Cabinet Members requested further work from the relevant Strategic Director and Service Unit Head to support considerations for the 2017/18 budget.
9.2 In making the wider value for money assessment and in comparing the Council's performance against others it should be borne in mind that;
• Poole has had the lowest Council Tax in Dorset of the last 15 years.
• Poole has the 3rd lowest Government grant funded per dwelling of the 55 unitary authorities within the country.
• Of the lowest funded 10 Unitary Authorities Poole has;
The 2nd highest population of over 65 years of age (22%). o The highest proportion of our population over 85 years of age (3.4%). o • Poole receives 46% less Government funding when compared to the average Unitary Authority.
• Poole receives £172 per dwelling less than our neighbouring Unitary Authority of Bournemouth
• Poole would receive an extra £11.4m per annum in Government funding if funded at Bournemouth's level.
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Figure 15 - update table bottom 10 funded unitary authorities
Lowest 10 Funded Unitary Authorities (based on Local Government Settlement Funding Assessment (SFA)
Position in SFA £ per Position in SFA £ per 10 Lowest Dwelling 10 Lowest Dwelling Funded Funded Unitaries Unitaries
2015/16 2015/16 2016/17 2016/17 (% dec) from 57 UA from 55 UA
Bath & North East Somerset 10 536.15 10 482.98 (9.9%) York 9 520.36 9 477.12 (8.3%) Central Bedfordshire 8 524.47 8 448.92 (14.4%) Wiltshire 7 497.04 7 437.09 (12.1%) Rutland 6 495.82 6 416.60 (16.0%) West Berkshire 5 481.79 5 400.66 (16.8%) Cheshire East 4 462.66 4 394.34 (14.8%) Poole 3 481.79 3 388.87 (19.3%) Windsor and Maidenhead 1 377.42 2 315.36 (16.4%) Wokingham 2 395.7 1 303.81 (23.2%)
Average All Unitaries 793.55 716.97 (9.7%)
Bournemouth 14 610.88 17 560.90 (8.2%)
9.3 Another key thread to our value for money assessment is public satisfaction with the Council’s services. The Shaping Poole Survey was undertaken in the Autumn of 2014 to measure progress since the 2011 survey. Overall satisfaction with the Council had increased by 10% since 2011 to 71%, with most Council services showing increases in satisfaction amongst residents. A majority of residents feel that the Council provides value for money (as in 2011) and 72% trust the Borough of Poole. National studies undertaken recently reference growing satisfaction with Council services despite the impact of austerity.
9.4 Further support to the Vfm assessment is provided by the Council's external auditors who conduct an annual review as part of the formal process for signing off the Council's accounts. In respect of the 2014/15 accounts which they signed off on the 24th September 2015 the external auditors stated that they were satisfied that in all significant respects the Council has put in place proper arrangements to secure economy, efficiency and effectiveness in its use of resources.
10.0 Medium Term Financial Plan 2014 to 2018
10.1 The 2016/17 Budget of the Council as presented is a huge credit to everyone involved who should be proud that this budget;
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a) manages a further £5.7m cut in annual Government funding to the Council (both core unringfenced funding and specific grants).
b) manages a now total cut of £26m in annual Government Funding to the Council since 2011/12.
c) continues to utilise reserves to enable the Council time to implement the necessary structural adjustments required to ultimately balance expenditure with income. (the proposal being to use £4.5m to support the 2016/17).
d) Is based on a Council Tax proposal which is likely to mean that Poole continues to have the lowest Council Tax in Dorset. A position it has now held for 15 years in a row.
e) continues to prioritise investment in services to the most vulnerable members of our community with an extra £4m going into services for Adults and Children despite the 18% reduction in core Government funding between 2015/16 and 2016/17.
f) continues to protect frontline services insofar as is possible.
10.2 That said the sheer scale of the challenge ahead should not be under estimated. The next two financial years 2017/18 and 2018/19 are shaping up to be critical for this Council because with every passing year and every further significant cut in Government funding the ability of the Council to protect essential services is significantly impeded.
10.3 The MTFP position reflects the work of Cabinet Members with the support of Management Team and Service Unit Heads and is based on the best available estimates of matters as they are currently understood.
10.4 In developing its MTFP it is important that the council formally considers its declared priorities and recognises the scale of the known changes in both Government funding and priorities. It is critical it develops outline budget options for bridging the gap across the entire duration of its plan. It will therefore be essential that Cabinet and Management Team continue its work programme to identify and develop these longer term options.
10.5 Figure 16 below highlights that the Council has currently identified £34m of pressure over the next 4 years with the main elements being from £16m of Government funding cuts and £11m of demand and cost pressures in social care and Children’s services. Of the total £34m the Council has to date identified £22m of additional resources, savings and efficiencies which leaves £12m which remains to be found.
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Figure 16: Medium Term Financial Plan to 2020
4 year Pressures 16/17 17/18 18/19 19/20 Total £m £m £m £m £m Core Government Funding reductions 5.6 5.1 2.7 2.6 16.0 Housing Benefit Grant 0.1 0.1 0.2 Adult Social Care – Growth (including living wage) 2.6 1.8 1.7 2.2 8.3 Pay award (1% per annum) 0.6 0.7 0.6 0.6 2.5 Children’s Social Care – Growth 1.4 0.3 0.1 0.2 2.0 Incremental Drift 0.6 0.4 0.2 0.1 1.3 Inflation, Other Growth Pressures, Adjustments 0.3 0.5 0.2 0.4 1.4 National Insurance (rebate lost due to Single State Pension) 1.1 1.1 Waste Disposal Costs (0.1) 0.1 0.2 0.2 0.4 Transport Inflationary & Other Cost Pressures (0.2) 0.2 0.2 0.2 Pension Costs (end of current benefit from payment in advance) 0.2 0.1 0.3 Children’s Services 0.2 0.2 Capital Charges and Investment Income 0.2 (0. 3) (0.1) (0.1) (0.3) Total Additional Annual Pressures 12.4 8.9 5.8 6.5 33.6 Cumulative Pressures 12.4 21.3 27.1 33.6
4 year Additional Resources 16/17 17/18 18/19 19/20 Total £m £m £m £m £m Council Tax - Increases (3.99% from 2016/17 onwards) (2.7) (2.8) (2.9) (3.1) (11.5) Council Tax – Tax base Increases (collection levels, (0.5) (0.4) (0.5) (0.9) (2.3) expenditure LCTSS claimants, single person discounts, new properties) New Homes Bonus (new properties + commissioned exercise) (0.6) 1.2 0.1 0.7 Improved Better Care Fund (1.2) (1.4) (2.6) Financial Planning Reserve (2014/15 outturn) (1.4) 0.1 1.3 0.0 Reserve Fully Utilised (13/14 Budget Amend/ Fin Plan Res) 0.4 3.0 3.4 Council Tax - Surplus Distribution 0.2 0.6 0.8 Savings & efficiencies General Savings & Efficiency Proposals (4.1) (1.3) (0.4) (0.3) (6.1) Adult Social Care Savings & Efficiency Proposals (2.8) (0.6) (3.4) Local Council Tax Support Scheme (0.2) (0.2) Prudential Borrowing (0.2) (0.2) Minimum Revenue Provision (MRP) (0.2) (0.2) Corporate Solar PV Investment Programme (0.1) (0.1) (0.2) Accommodation Strategy (0.1) (0.1) (0.2) Apprenticeship Scheme (0.1) (0.1) Total annual extra resource & savings (12.4) (4.6) (0.8) (4.3) (22.1) Cumulative extra resources & savings (12.4) (17.0) (17.8) (22.1) Cumulative MTFP – Net Funding Gap 0.0 4.3 9.3 11.5
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10.6 The reduction in the cumulative pressures from the start of the process is a testament to the MTFP process and the work of Members and Officers. Since May 2015 the following issues have particularly been taken into account by Cabinet and Management Team;
a) The national policy changes following the May 2015 General Election;
b) The Council’s 2014/15 financial outturn
c) June 2015 Statement of the Chancellor in relation to in-year cuts;
d) The impact on stakeholders of all potential growth, savings and efficiency proposals put forward and in ensuring the consequences for any proposals put forward were considered;
e) Considering those areas that were not recommended by officers for change;
f) Fundamentally reviewing and rebasing all the Council’s budgets;
g) Chancellors July 2015 Summer;
h) Impact of the Living Wage;
i) November 2015 Spending Review and Autumn Statement;
j) December 2015 Local Government Finance Settlement;
k) The work of the Council in respect of commercialisation both operational and strategic in relation to Council assets;
l) The work of the Council’s Chief Financial Officer in fundamentally reviewing all reserves, provisions and balances;
m) The value for money profiles of each of the Council services;
n) Corporate Employment costs and policies incurred and adopted by the Council;
o) The Council’s Capital Programme and guidance on the Council’s Capital Strategy;
10.7 The reduction, specifically for 2016/17, from the position highlighted in the December 2015 MTFP Update Report to Cabinet can be highlighted for audit trail purposes as follows;
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Figure 17: Audit trail of changes since December MTFP Update Report
15/16 Source of Funding / Action £m pa 1.6 December 2015 - Funding Gap 2016/17
1.4 Local Government Finance Settlement – Greater than MTFP assumption
Adult Social Care – updated growth forecast for known individuals, emerging trends, 0.4 revised Living Wage cost estimates and additional Supported Living service costs Children’s Social Care – Further growth forecast including residential and fostering 0.2 service costs.
0.1 Housing Svs – Bed and Breakfast growth in service demand pressure
(0.1) Business Improvement / Cultural Svs – Reduced growth pressures
(0.1) Corporate Saving – New corporate apprenticeship scheme
(0.1) Revisions to assumptions around business rates and council tax yield
(0.1) Housing Svs – Additional savings and efficiency proposals
(0.1) Corporate Saving – Treasury Management Superannuation payment in advance
(0.2) Place Theme – reduced growth pressures
(0.2) Cultural Services – Additional savings and efficiency proposals
(0.2) Business Improvement Theme – Additional savings and efficiency proposals
(0.4) Place Theme – Additional savings and efficiency proposals
(0.9) Adult Social Care – Additional savings and efficiency proposals
(1.3) Council Tax – Social Care precept
0.0 February 2016 – Balanced Budget 2016/17
The changes since December demonstrates the evolving nature of the budget process, the need to plan ahead and the need to hold reserves to enable the authority to cope with both economic shocks and the ever changing financial landscape.
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10.8 Savings, Efficiencies and Additional Resources
Clearly there continues to be risks associated with the current identified position from those associated with key issues such as price inflation, to the demand for services and their associated costs. But perhaps the biggest risk is that the assumed savings, efficiencies and additional resources currently identified will not be delivered. Of particular significance is the fact that a number of the proposals remain subject to both informal and statutory consultation procedures which have not at this stage taken place and have not received subsequent Council approval. If as a result the decision to proceed is not confirmed then the Council’s s151 Officer (working with Members and Officers) will need to ensure that alternative resources are applied to the MTFP in this sum. The degree of these unconfirmed savings with be referenced in the risk assessment associated with the reserves process and will likely mean that equally as difficult, savings will need to be implemented to ensure no detriment to the budget and MTFP.
10.9 Appendix 1b provides the full details of the savings, efficiencies and additional resources currently assumed in the MTFP and therefore already factored into the budget for 2016/17 onwards. The list particularly reflects the work of Cabinet Members who retain a clear ambition to protect frontline services and they will continue to look at a range of options to enable this protection to happen. Such options include localism, commercialism, charging for services, shared services, demand management and a review of employee costs.
The list also reflects a number of items which have been subjected to further scrutiny during 2015 including the waste collection strategy, green waste charges, review of area committee’s, renegotiation of the leisure centre contracts, the mobile library and the Local Council Tax Support Scheme to name but a few.
10.10 The following additional key assumptions and principles have been observed in developing the MTFP.
10.10.1 Additional Investments – Adult Social Care Costs
• £2.6m in 2016/17 and £8.3m over the 4 year period April 2016 to March 2020
Combination of growth in demand for Adult Social Care services along with assumptions of specific inflationary pressures within the market including the impact of the new national Living Wage.
It should be highlighted that the assumption remains that Poole will continue to receive a £1m Better Care Fund contribution from the Dorset Clinical Commissioning Group (CCG).
10.10.2 Additional Investments – Children’s Social Care Costs
• £1.4m in 2016/17 and £2.0m over the 4 year period April 2016 to March 2020
A reflection of the 2015/16 in-year significant costs pressures associated with residential, fostering and adoption expenditure.
10.10.3 Pay Costs - Pay Award
• Annual increases of 1% have been assumed in each of the next 4 years.
In line with the Chancellor's announcement in his July 2015 Summer Budget of further pay restraint and to limit the pay rises for staff in the public sector. The MTFP also recognises
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the predicted cost of the living wage on the Council's workforce. Generally the living wage impacts on only a very few posts in 2016/17 in the bottom 2 grades within the Councils pay and grading structure. However its impact grows as it increases each year towards the £9 per hour target and as more grades within the structure are affected.
10.10.4 Pay Costs - National Insurance Contributions (NIC)
The Government are implementing a series of changes to National Insurance contributions as part of their move to a single state pension. The most significant proposal is to remove the current National Insurance contribution rebate the Council receives from our contracted out (LGPS) pension scheme. Based on a £39k salary the NI rate will move from approximately 8% to 11% (total cost to the Council is approximately £1.1m).
10.10.5 Inflation Costs
The Council’s policy is only to provide for inflation in service budgets where it can be demonstrated that it will be needed due to either market or contract conditions. By only providing for inflation in these specific circumstances it should be recognised that this will assert an embedded further pressure on service delivery. At this moment in time the Consumer Price Index (CPI) is +0.2% (Dec 2015) and the Retail Price Index (RPI) used in many of the Council’s contracts is + 1.2%.
10.10.6 New Homes Bonus (NHB)
New Homes Bonus is an unringfenced grant paid by central Government to Councils for increasing the number of homes and the number of long term empty homes bought back into use within their area. The bonus is currently paid for 6 years at a rate equivalent to the extra Council Tax revenue a property will raise (as per section 5.8 this is due to be reduced to 4 years from 2018/19).
For 2015/16 Poole received £2.537m based on delivering 1,701 extra properties or properties bought back into use over the last 5 years. This was an increase of £0.601m based on delivering an extra 409 properties since 2014/15. Included were 101 properties based on a joint contract with North Dorset District Council to engage an external firm to work with owners of long term empty properties to bring them back into use.
2016/17 assumes this grant will increase by a further £0.610m to £3.147m per annum. This is a further reflection of extra properties (292), a further commissioned exercise to reduce the number of empty homes (74) and includes an extra premium in regards to the delivery of 38 additional affordable homes.
The Council’s adopted approach continues to be to use these resources to underpin its base budget rather than, as some Council’s do, on targeted investment in areas such as economic investment activity.
10.10.7 Council Tax – Tax-base
A Council’s tax-base is the number of dwellings within the local authority chargeable for council tax expressed as the number of equivalent band D properties.
In 2013/14 Poole’s Council Tax tax-base was reduced dramatically due to the Government’s Welfare policy change which meant the national Council Tax benefit system was scrapped and replaced by a local system of council tax discounts (relief from council tax similar to the 25% single person discount) rather than as relief via a benefit claim.
Since then a number of factors including the following, have influenced the resources generated;
• Additional properties (as per New Home Bonus).
• Changes in respect of the Local Council Tax Support scheme (from an 8.5% in 2014/15 to a 14% scheme in 2015/16 and a 20% scheme in 2016/17). 31
• Continued strong collection rates despite the impact of the Government’s wider welfare reforms.
• Increases as a consequence of Single Person Discount reviews via the Stour Valley and Poole Revenue and Benefits partnership in collaboration with other Dorset Authorities and an external contractor.
• Distribution of previously accumulated or forecast surpluses.
These changes led to additional resources of £1.6m and £1.1m being factored into the 2014/15 and 2015/16 budgets respectively with a further net £0.5m has been factored in for 2016/17.
10.10.8 Business Rates Income
2015/16 is the third year of the Government operating a new localised 50/50 business rates regime. The learning curve has been steep for all parties to the new arrangement and the practicalities for the DCLG of designing systems which allows for the Government’s intention of nationally funding elements of a localised system has proved challenging. This includes the Government’s declared intention of compensating authorities via an unringfenced (section 31) grant for national policies such as the restriction in RPI being applied to business rates to 2%, the funding of small business rate relief up to 100% and the discounts for retail outlets of up to £1,000 where their rateable value is less than £50,000.
Under this business rates system the Council is required to make annual assessments of the amount of business rates that will be achieved and compare these to the amounts the Government have factored into the Council’s Settlement Funding Assessment (SFA).
As at the end of 2014/15 the Poole Business Rates collection fund had an accumulated deficit of £0.8m of which £0.5m was distributed in the 2015/16 budget with the balance of £0.3m being factored into the distribution calculation for 2016/17 and beyond. A key contributor to this deficit was the fact that the Government made no provision for historic appeals that had not been settled as part of the new arrangement.
Within the system the Council has to fund the first £1.2m in any annual shortfall in achieving its business rates baseline. The system as designed will mean the Council continues to be particularly sensitive to a small number of supermarkets and large local employers who pay the highest amounts of business rates and who’s business strategies will therefore have a direct impact on the Council's ability to fund the services it provides.
Nevertheless the process in relation to the new system now feels more stable and we have increasing confidence in the risks associated with its operation as we have moved through 2015. This is reflected in the total rateable value assessment which forms the basis of the annual business rates estimate that the Council has to produce around this time each year for Government. The rateable value would at the simplest level be multiplied by a value to give the amount of business rates payable.
Figure 18: Poole rateable values which feed into annual estimate for Government (NNDR1)
Financial Year Rateable Value (RV) 2013/14 155,480,271 2014/15 153,992,636 2015/16 152,317,434 2016/17 152,238,094
It should though be highlighted that risks within the system remain particularly in respect of the lack of transparency caused by the embedded appeals system. For this year the appeals in respect of “medical surgeries” is a specific example.
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Another example is a claim made on mass to Friday 15 January 2016 to 100 Local Authorities for mandatory business rate relief in respect of a specific type of entity (supported by an opinion by a QC). This will be a national issue as the estimated impact, including up to 6 years or arrears, is estimated to be around £1.5bn. The Department of Communities and Local Government are expected to issue guidance on the matter to local authorities soon. Poole has been mindful of this issue in its assessment of business rates but has stopped short of providing for 100% of the potential liability.
11 Dedicated Schools Grant (DSG)
11.1 The Dedicated School Grant (DSG) provides funding for local authority mainstream schools for pre 16 pupils, private, voluntary and independent nursery providers and for central pupil provision. Central budgets include school admissions, provision for pupils of all ages with special educational needs (SEN) and those educated out of school, for example due to exclusion. Academies are also funded from the gross DSG allocation but this is then recouped by the DfE to enable the budget share to be paid by the Education Funding Agency (EFA) rather than the Council.
11.2 The DSG is allocated in 3 blocks – Early Years, Mainstream Schools and High Needs. The DfE has committed to a full review of all funding allocations to Local Authorities in time for implementation in 2017/18. In the meantime, funding values for Early Years have remained unchanged despite the introduction of the National Living Wage in April 2016. The DfE published representative models of provider costs in November 2015 with a clear indication that the sector is expected to be able to manage cost pressures over the next financial year at least. Mainstream school funding is also at the same rate per pupil as last year (Poole received a £3.2m (4.7%) increase in funding for mainstream schools in 2015/16). The Settlement for 2016/17 did include an additional £240,000 (2.3% of related expenditure) for High Needs pupils and this will support cost pressures in SEN across early years settings, schools and central budgets.
11.3 The DSG and related school expenditure budgets have been included to reflect the full year budgets for all maintained schools as at 1 April 2016 with a reduction made only for those schools where an expected date for conversion to academy status during 2016/17 has been received. It is likely that other schools will follow over the course of the year. The DSG will reduce in-year as the EFA take on responsibility for the payment of the budget shares pro rata after the conversion date.
11.4 The DSG is forecast to be in surplus at 31 March 2016 with a condition of the grant being that it should be carried forward and used in the following financial year. Draft budget allocations have been included within the Children’s Services Portfolio, with the Schools Forum, a statutory body of the Council, meeting on 24 February 2016 to consider a range of final proposals for the distribution of the grant.
12 Early Years Funding Formula
12.1 Early years providers, including schools with nursery classes, are funded by the DSG through the Early Years Single Funding Formula (EYSFF). A proposal to change the allocation of deprivation funding for 3 and 4 year olds was considered by providers over the autumn. The main aspect of the change is that deprivation funding is to be provided for children already identified as eligible for free childcare as 2 year olds
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plus those eligible for the Pupil Premium as 3 and 4 year olds. This is to replace the existing use of post code data to identify children as from relatively deprived households. The changes were agreed by Schools Forum on 16 December 2015. Final approval of the formula is the responsibility of the Council. A detailed report which considered the changes to the EYSFF for 2016/17 was recommended to Cabinet and Council by the Children’s and Young People Overview and Scrutiny on 19 January 2016.
13 Schools Funding Formula
13.1 Significant funding allocations (80% of the DSG) are made to mainstream schools through a locally agreed formula. This formula is determined by the Council but is designed according to a national template in consultation with schools and Schools Forum, a statutory consultation body of the Council. The DfE determine the process to be followed, provide the data and check the local formula is compliant with legislation before allocations can be made to schools. Despite this tightly controlled process, there is an element of local discretion concerning the factors used and the methods, principles and rules adopted to allocate funding between schools.
In October 2015 Schools Forum supported Officers proposals not to change the formula for 2016/17. This means that the construction of the formula and the method to allocate any surplus funding across schools is the same as that agreed at Council in February 2015.
After application of the updated data there was a surplus available of £956,000 to increase the unit values of the Basic Entitlement for Primary and KS3 pupils by £79 equally in accordance with the previously agreed methodology. This brings these unit values closer to the national averages. A surplus was available as a result of: • the use of lagged data in the DfE per pupil DSG calculation with an advantage for Poole from the current trend of rising primary and falling secondary (higher funded) pupil numbers • changing school data, and in particular a reduction of 15% in pupils identified as living in relatively deprived post codes, a large part due to the 5-year refresh of national statistics • reduction in the central DSG budget for in-year pupil growth to fund agreed expansions of schools
13.2 An opportunity to increase delegation to mainstream schools in 2016/17 by £81,000 arose at the end of December 2015 with the closure of the Special Educational Needs in School Service (SENISS) due to staff retirements in Children, Young People & Learning Services. Schools Forum on 13 January 2016 agreed this funding should be added to the formula Basic Entitlements equally at £4.67 across all phases. Schools will now be responsible for meeting their own individual costs of support. Council are required by regulation to formally agree all changes to the funding formula.
13.3 The greatest impact on an individual school budget is changing pupil numbers and despite the increase in funding available for the Basic Entitlement, schools with fewer pupils in 2016/17 will generally be allocated less funding.
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14 Education Funding Agency (EFA)
14.1 Funding for mainstream post 16 pupils is provided by the Education Funding Agency (EFA) and is passported directly to schools. This budget remains estimated as the EFA will not provide the detail of allocations until the end of March.
15 Schools Pupil Premium
15.1 The schools pupil premium is provided by the Department for Education (DfE) and is passported to schools. It is allocated according to the number of pupils eligible for free school meals (FSM) from low income criteria, children looked after or adopted and children of forces personnel. The funding values are at the same levels as in 2015/16.
16 Academies
16.1 Academies are independent organisations, their funding and expenditure is not contained within the Council’s budget. The national policy drive to convert schools is continuing with only 20 schools in Poole out of 41 being maintained at 1 April 2016. A number of schools have signalled their intention to convert over 2016/17, with the Children’s Services budget reflecting some changes in school status over the financial year.
17 Education Services Grant
17.1 Council funding has reduced for specific education services to take into account the Academies agenda as well as a reduced funding rate from £87 to £77 per pupil in 2016/17. This grant is for statutory services that transfer to academies on conversion. The grant is based on the number of pupils in maintained schools plus a small allocation for the Council’s residual statutory duties for academies. The Children’s Services budget includes an estimate of the value of the grant based on expected school conversions during the year.
18 Better Care Fund
18.1 The Better Care Fund (BCF) was introduced in 2015/16. It is designed to provide an opportunity to pool funding with the NHS to provide better services for older and disabled people, keeping them out of hospital and avoiding long hospital stays.
18.2 This BCF does NOT yet contain any new Government funding; it is already in the system supporting the delivery of critical and vital services across both Health and Social Care. Therefore any redeployment of resources from existing NHS service delivery will need to show clear benefits to the Health and Care system as a whole.
18.4 The arrangements for the scheme in 2016/17 have been simplified with the removal of the payment for performance framework. In its place are two new national conditions: • Local funds are to include NHS commissioned out-of-hospital services to ensure continued investment in a wide range of services, including social care. • A clear and focused action plan is to be developed for managing delayed transfers of care (DTOC), including locally agreed targets. 35
18.5 The strategic change needed to deliver the underlying transformation required by the BCF is overseen by the two Health & Wellbeing Boards of Dorset and Bournemouth & Poole. The programme is delivered throughout Dorset by agencies across Health and Social Care working in partnership, with management of the BCF pooled budget through a Joint Commissioning Board.
18.6 The 2015 Spending Review set out an ambitious plan so that by 2020 health and social care will be integrated across the country. A local plan must be developed for this in 2017, with areas moving on from national management of the BCF when they can demonstrate the required level self-sufficiency.
19 Partnerships
19.1 A key consideration in drawing up service budget proposals is the need to link the Borough’s resource allocation decisions with its responsibilities to operational partnerships. Such partnerships are numerous and include;
• Bournemouth and Poole 14-19 Team
• Bournemouth and Poole Music & Sports Partnership
• Bournemouth, Poole & Dorset LAs and Dorset CCG Moving on from Hospital Living – Pooled Budget
• Dorset Adult Learning Service
• Dorset Archives Service
• Dorset Coroners and Mortuary Service
• Dorset Health and Wellbeing Board: Oversees Bournemouth and Poole’s Better Care Fund but it has no budget responsibility
• Dorset Local Enterprise Partnership (DLEP)
• Dorset Local Resilience Forum
• Dorset Public Health Service
• Dorset Road Safety Partnership
• Dorset Youth Offending Team Service
• Local Strategic Partnership (LSP)
• Stour Valley & Poole Partnership for the delivery of Revenue & Benefit Services
• TRICURO - Local Authority Trading Company (LATC) between Dorset, Poole and Bournemouth for the delivery of care services which for Poole delivers its Day Centre services.
19.2 In some cases there are dedicated partnership funding streams or pooled budget arrangements. However in most cases partners are required to co-ordinate the decisions on budget contributions within the context of the authority’s budget proposals.
19.3 Besides these more formal partnerships the Council will continue to work with these and other public sector organisations on joint procurements including the use of
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established framework contracts and joint commissioning projects with the Dorset Clinical Commissioning Group.
20 Partnership - Public Health
20.1 The Health and Social Care Act 2012 established new statutory arrangements for public health which came into effect in April 2013. This included the creation of a new body responsible for public health at a national level, Public Health England, and the transfer of significant responsibilities to local councils from the National Health Service.
20.2 The three upper tier authorities in Dorset agreed that the most practical, resilient, cost effective solution for providing public health functions locally would be for a pan- Dorset approach hosted by Dorset County Council from 2013/14 onwards. A shared service agreement covering a minimum 3 year period to April 2016 was signed which allowed for the pooling of resources. The authorities are currently working on an extension to this agreement until April 2018 with a possibility to extend until 2020.
20.3 In November 2015 the Government announced a 6.2% in year cut to the public health grant inclusive of the 0-5 children’s public health commissioning funding. For the joint service this resulted in a £2m cut to in year funding, for Poole the amount was £455k. The funding cut on the whole has been managed within the joint service. However it effected 2015/16 planned savings by the joint service. As a result Poole has lost its share, of the anticipated 2015/16 savings which were to be returned to partner local authorities as agreed by the Joint Public Health Board on 3 February 2015 and reversed on the 20 July 2015. Poole’s 2015/16 share was £50k and 2016/17 £25k. Poole has also agreed to allow the joint service to keep the £15k of additional government funding allocated to each authority to assist with its commissioning costs in respect of the 0-5 children’s public health commissioning responsibilities transferred in October 2015.
20.4 It is understood that for 2016/17 the grant will remain ring-fenced. However at the time of writing the 2016/17 Public Health settlement has still not been announced. For the purposes of this budget 2016/17 allocation have been assumed to be in line with 2015/16 allocation received but inclusive of a full years 0-5 funding rather than 6 months
Figure 19: Original allocations and received allocations for 2015/16 inclusive of 6 months funding for 0-5 children’s public health commissioning, 2016/17 forecast inclusive of 1 years 0-5 funding;
2015/16 2015/16 2016/17 Original Allocation Forecast Authority Allocation Received Allocation £000’s £000’s £000’s Dorset County Council 15,156 14,218 16,485 Bournemouth B Council 10,114 9,488 11,306 Borough of Poole 7,344 6,889 8,176 Total 32,614 30,595 35,967 37
20.5 The 2014/15 outturn for the joint service resulted in a £1.381m underspend. It was decided by the Joint Public Health Board on the 20 July 2015 that the proposals agreed on the 3 February 2015 relating to the use of this underspend be reviewed in light of anticipated in year cuts, which were confirmed in November 2015.
20.6 Whilst setting the 2014/15 and 2015/16 budgets it was decided by the Joint Public Health Board to redistribute £1m of the 2014/15 and £500k of the 2015/16 public health grant increases to the partner local authorities, on the basis set out in the legal agreement, with Poole’s share being £299k. This is factored into the base budget. This funding could be at risk depending on the size of the cuts to the 2016/17 settlement.
Public Health – Transfer of 0 to 5 children’s public health commissioning
20.8 Government transferred the commissioning of 0-5 children’s public health services from NHS England to Local Authorities on 1st October 2015. This is part of the transfer of public health responsibilities to Local Government and funds services such as Health Visitors.
20.9 These services are now commissioned by Public Health Dorset on behalf of the Borough of Poole, Bournemouth Borough Council and Dorset County Council.
20.10 Public health is currently funded by a specific ring fenced Government grant, the 0 to 5 children’s public health commissioning service funding is an element within this grant. For 2015/16 Poole received a half year allocation which was subject to the same 6.2% cut as the public health grant. As the settlement figures for 16/17 are still unknown the budget has been based on a full years allocation, less the cut applied to the 6 month element.
21 Stour Valley and Poole Partnership – Revenue and Benefit Services
21.1 The Borough of Poole along with the North Dorset District Council, Christchurch Borough Council and East Dorset District Council created the Stour Valley and Poole Partnership (SVPP) for the delivery of revenue and benefit services. This partnership became operational from 1 April 2014 onwards with the integration of a joint management structure. January 2015 saw the integration of the remaining core staff base and the establishment of a Customer Access Team (CAT) which brought together customer contacts for revenue and benefits across all 4 Authorities. The Borough of Poole is the host for the staff, the ICT infrastructure as well as the CAT. Creekmoor in Poole operates as the head quarters for the partnership.
21.2 This partnership has already delivered annual ongoing saving of £360,000 per annum made up of;
2014/15 £131,000 from the management integration.
2015/16 £82,000 initial phase 2 proposals.
2016/17 £147,000 main phase 2 proposals.
Further additional ongoing savings of £61,000 have been assumed from 2017/18 onwards.
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22 Senior Officer and Fair Pay Policy
22.1 In approving the 2014/15 Budget the Council agreed a Senior Officer and Fair Pay Policy. This policy continues to be adopted until such time as substantial changes are made.
23 Scheme of Members’ Allowances
23.1 The Council is required to adopt an annual scheme of Members’ Allowances as specified under the Local Authorities (Members’ Allowances) (England) Regulations 2003. This references the following in respect of annual updating “The Scheme will be updated each year on 1 April, in line with any amendment to the Employees’ National Salary Award.”
Members will be aware that provision has been made for an annual salary increase of 1% for employees, for the 2016/17 Financial Year. Should this be approved, as the National Salary Award, then Members Allowances will increase by the same percentage amount, 1%.
Members may wish to consider whether they wish to accept this increase, or whether to continue with the current level of Allowance for the next Financial Year.
24 Reserves
24.1 In setting the budget the s151 officer is required under S25 of the Local Government Act 2003 to report on the robustness of the budget and the adequacy of reserves supporting the budget. The requirement on the s151 officer is to ensure that the budget recommended to Council is balanced (i.e. expenditure matches income), is robust and therefore deliverable and has an adequate level of reserves. The s151 officer is required to ensure that the Council’s approved budget addresses these three issues. The level of reserves needed will vary year on year according to circumstances and the adequate level of reserves should be informed by a robust risk assessment process. This detail is provided in Appendix 2 to this report.
24.2 Council holds two main forms of reserves;
a) Unearmarked Reserves: are the amount set aside to help manage the risk to the Council’s financial standing in the event of extraordinary or otherwise unforeseen events and to mitigate the underlying operational risk associated with the operation of the Council and the management of service expenditure, income and the Council’s funding.
b) Earmarked Reserves: are set aside for specific purposes including those held in support of various partnerships, reserves designed to help deliver the challenges in the Council’s Medium Term Financial Plan, key major projects of the Council and a number of reserves the Council is required to hold in line with statute or its own governance requirements.
24.3 The Local Government Association peer review undertaken in 2013 considered that the Council General Unearmarked Reserves were low considering the risks currently faced by the Council. The peer review felt if the ongoing annual review of earmarked
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reserves led to their significant reduction then consideration would be needed to an increase in unearmarked reserves.
24.4 The Council should also remain mindful that relatively minor changes or shifts in key planning assumptions may have a significant impact on the Council’s financial position as highlighted in Figure 20 below;
Figure 20: Council sensitivity to potential changes in assumptions
Impact on level of net expenditure or council tax requirement £000’s 1% on pay 627 1% on prices 924 1% reduction in Government (SFA) funding 324 1% change in Council Tax level 670 Looked after Child (high cost - residential) – per child 278 Looked after Child (medium cost – fostering) –per child 17 Intensive homecare package for a disabled person 99 Vulnerable Adults (learning disability – residential < 65) 76 Older person’s supported residential care 35 £29k per 1% Increase in the £2.9m cost of the Concessionary Fare increase in journey Scheme to the Council numbers
24.5 The CFO in providing advice to Council on the level of reserves required to support the budgeted position has been mindful of both the need to safeguard the organisation against the risk of future economic exposure and financial shocks whilst also ensuring monies are not held up unnecessarily in reserves. Due regard has also to be given to the advice expressed as part of the external peer review, the previous agreement with members to maintain unearmarked at the lowest point in the risk assessed range and the ongoing and relentless testing of the resilience of the Council’s financial management arrangements due to the impact of Government Grant reductions and increased demand for Council services.
24.6 It may be worth emphasising that reserves should not be seen in a short term context. They should be placed in the context of the long term grant cuts, service pressures and service delivery problems that the Council will face. It is however legitimate for the Council to call on reserves to mitigate short term pressures, smooth out the impact of extraordinary one- off demands such as Government Grant reductions, to meet the cost of unforeseen events and to enable any necessary structural budget adjustments to be implemented in a measured and planned way.
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24.7 In developing a financial strategy to support the delivery of a balanced budget for 2016/17 the Chief Financial Officer undertook a fundamental review of all reserves to determine the extent to which further resources might be released to provide a time limited contribution to the MTFP. The result of this process was approved by Council on the 15 December 2015 and resulted in a further £1.569m transfer to the Council’s Financial Earmarked Reserve with these resources being drawn down in line with the previously adopted principle of a 3 year period.
24.8 In total the Council will now have £10m earmarked as at 31/3/2016 to directly support its Medium Term Financial Plan and to provide time limited protection to its frontline services. The intention is to use £4.5m of these resources specifically to support the 2016/17 Budget further to the £3.6m which was used to support the 2015/16 Budget.
24.9 A consequence of this approach is that £3m of necessary structural budget adjustments will need to be delivered for 2018/19 with a further £1.4m delivered for 2019/20 in line with the agreed profile of using these reserves.
24.10 The approach of using reserves to temporarily plug the funding gap while the Council puts in place the necessary structural reforms to either increase its resources or reduce its costs base, is a critical one. A recent announcement by the resources portfolio holder for the LGA highlighted that using reserves without putting in place a plan to achieve the transformation required to deliver reduced costs or increased income was a reckless gamble with the future of people who rely on council services.
25 Capital Strategy
25.1 The Council’s budget for 2016/17 contains £44 million for capital investment within the local community during the new financial year with an additional £66 million planned across the following 3 financial years, amounting to a total programme value of £110m to the end of 2019/20. This investment in key infrastructure will continue to act as a stimulus to the local economy and as a means of generating jobs locally. The investment in 2016/17 is financed from a combination of Government Grants, developer contributions, revenue contributions and previously approved additional borrowing or prudential borrowing.
Figure 21: Total Capital Programme 2016/17
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25.2 Best practice nationally is for at least a rolling 5 year plan for capital expenditure and its associated resourcing plan. To this effect the Council has a Capital Strategy which covers the period to 2021. This strategy continues to recognise there is limited scope for new capital projects other than those financed by Government grants.
25.3 The programme does not recognise external strategically important private or public investments that the Council has encouraged, supported or enabled such as investments by the local universities, by Bournemouth and Poole College, by Academies or by local employers.
Figure 22: Capital Programme Financing 2016/17
Amount £000’s General Fund Government Grants 16,796 Capital Fund and Revenue Contributions 6,161 Prudential Borrowing 6,172
Previously Approved Borrowing (Government supported) 91 Third Party Contributions (developer/schools) 587 Capital Receipts 350 Sub total 30,157 Housing Revenue Account (HRA) Major Repairs Reserve 10,223 Government Grants 2,412 Capital Receipts 1,004 Sub total 13,639 Total Council Investment 2016/17 43,796
25.4 The Council had previously adopted a Capital Resource Allocation Model (CRAM) process to enable it annually to determine the relative priority of its capital investment requirements. However due to the ongoing impact of austerity the resources available continue to be focused on the delivery of its two major corporate priorities, namely the delivery of affordable housing and delivery of the required pupil places within junior and secondary schools. The Council continues to look at options afforded by asset management, prudential borrowing and the generation of capital receipts to ensure additional investment needs in other assets and key infrastructure can be addressed.
25.5 In determining its capital strategy it is proposed that the following principles are applied;
a) Use of additional borrowing to deliver schemes funded by previously issued Government supported borrowing permissions;
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b) Use of prudential borrowing when supported by a business case and determined in conjunction with the setting of the Council’s prudential indicators approved by the Council in accordance with the prudential code of practice; c) The capital programme is not supported by a General Fund base budget revenue contribution to capital outlay (RCCO). This method of supporting the capital programme was generally removed in 2013/14 as a direct response to the Government’s austerity programme and the Council ambition to offer as much protection as possible to frontline services; d) No scheme can commence which relies on either specific Government grant funding or specific capital receipts until such time as the funding has been confirmed and unless appropriate approvals have been obtained; e) Continued prioritisation of the programme to generate additional affordable housing by earmarking identified surplus land or properties, specific sites or properties purchased in support of this objective, and by utilising infill opportunities within the Council’s Housing Revenue Account (Council Housing Account). Consideration continues to be given to the extent to which further Council land or buildings or further land purchase schemes can be used to generate further activity; f) The latest review of the Children’s Services Capital Strategy highlights that the current requirement for primary pupil places has now been met and there is no longer a need for a new secondary school. This removes the previously identified capital funding gap of £14.3m.
As a consequence of no longer needing to provide so many secondary school spaces the Council is proposing to refocus the programme on schemes to improve the condition of school buildings. This approach will also reduce the potential risk of clawback of previous specific Government Children’s Services capital grant allocations. It is proposed that the Basic Need grant will continue to be invested to expand secondary schools and the School Condition grant will be reprioritised to meet high priority capital maintenance requirements within specific schools.
Ultimately the Council will no longer be holding such grants back to meet longer term needs and will become more reliant on future funding to meet the need for secondary school places beyond the current MTFP time horizon; g) Any capital resources that do become available will be prioritised towards schemes which;
• require a local contribution to lever in capital grants to the Borough;
• enable the Council to deliver the savings assumed within the MTFP;
• enable the Council to exploit its assets;
• protect key infrastructure. h) To support any future ambitions for key infrastructure developments and to mitigate the underlying risks within its capital programme, the Council will;
• Use receipts from the sale of assets resulting from the rationalisation of its estate. In this regard a target of £1.6m in capital receipts was set for 2015/16.
• Consider new entrepreneurial financial approaches which will undoubtedly require an acceptance of higher than standard levels of risk. Such risk will be 43
carefully considered especially bearing in mind the scale of the Council’s budget, the size of its revenue MTFP funding gap and the increasing use of prudential borrowing as a source of funding
The refresh of the Council’s Core Strategy planning document assists in establishing potentially where the Council will accommodate any future housing or pupil placement needs.
25.5.1 In line with the above principles;
a) the following notable schemes have been recognised in the programme since the 2015/16 Budget was set;
• £3.6m investment in new beach huts and associated public realm enhancements designed to generate further revenue for the Council.
• £1.5m investment in a Corporate Solar PV programme designed to deliver against both the Council’s Carbon reduction commitment and a new revenue stream for the Council.
• £0.7m investment in a new Children’s Services Case Management System in replacement of the current redundant system which cannot be extended beyond April 2017.
• £0.7m Investment in the Council Leisure Centres to enable a reduction in the annual subsidy borne by the Council.
• £0.5m Improvement in Cycling & Walking Enhancements and Signalised and Non-Signalised pedestrian crossings funded through developer contributions.
b) it is proposed to make a £994,000 additional allocation in “invest to save” style proposals which underpin the budget with this investment funded from the Council Corporate Capital Contingency.
25.6 The underlying series of risks associated with the Council’s Capital programme includes;
a) Safeguarding against the financial risk of exposure across the capital programme: The Council is at various stages in the delivery of a number of key capital projects. Each of these schemes will carry various levels of risk associated with their final cost which may require the drawdown of contingent resources above those contingent resources provided for within the schemes themselves. A good example is that the Council’s £8.4m Street Lighting replacement programme is just starting and the Council is programmed to commence some major transport infrastructure projects within the next 18 months.
b) Providing a potential source of funding for the Council’s local share of Government supported schemes: This is becoming an increasingly common requirement to lever in the Government cash grants to support infrastructure (particularly transport) developments.
c) Providing resources to fund any unforeseen demands including those of an urgent or unavoidable nature: For example demands which by definition are not known at this stage but are associated with the Councils ownership of assets or the risk of capital grant clawbacks.
d) Use of the flexibility provided by the capital contingency to adopt enterprising ways of mitigating established liabilities:
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The use and flexibility provided by the Council’s capital contingency and its cash balances (established by having reserves) to ensure the forward funding provided to enable construction of the Twin Sails Bridge (£9.96m) from the Homes and Communities Agency, and the pedestrian/cycle bridge over the Port of Poole branch line (£0.7m) and the Suitable Alternative Natural Greenspace (SANG) (£1.2m) both from the Local Enterprise Partnership remain interest free.
These receipts have started to be received and a report to Council Efficiency and Effectiveness Overview & Scrutiny Committee in November 2015 highlighted that as at December 2015 £1.7m had been received and applied towards the repayment of the Twin Sails Bridge forward funding. That said, concern will remain around the value of future Community Infrastructure Levy (CIL) receipts especially as they are being underpinned by scheme by scheme viability assessments.
e) Providing a means of potential funding any schemes that the Council would want to undertake to support its key ambitions – Without any contingency then schemes can only be delivered if directly funded by;
• Government cash grants.
• 3rd party contributions.
• A prudential borrowing business case with sufficient savings or additional revenues generated to fund the capital and interest repayments.
• the use of capital receipts delivered via the disposal of current assets.
• a mixture of the above.
25.7 In setting the 2015/16 budget Council mitigated the above stated risks by setting aside resources as part of a capital contingency. Council however changed its approach during 2015/16 and adopted the principle of utilising the capital contingency to invest in schemes which enable the delivery of revenue returns to the Council and support its move towards becoming self sustaining, more commercial, and more entrepreneurial. This new approach clearly accords with that of becoming a risk aware rather than risk adverse Council.
In support of the Capital Contingency Cabinet in July 2015 set the firm target to deliver a further £1.6m in capital receipts during 2015/16 resulting from the rationalisation of its estates assets.
The Council’s capital contingency has changed through the course of the year as follows;
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Figure 23: Capital Contingency
Amount £000’s
Original – April 2015 Opening balance (5,334)
Council Decisions - July 2015
Investment in New Beach Huts 3,472
Investment in the Corporate Solar PV Programme (with the ability to transfer 1,500 to prudential borrowing should the Council’s financial position require)
Portfolio Holder Decision – November 2015
Digital Service Review 95
Council Decision - December 2015
Children’s Services Case Management System 649
Number of small adjustments/allocations
Annual review of commitments (210)
Number of smaller schemes / Initiatives and adjustments 173
Capital receipts actual received against £1.6m target (January 2016) (1,422)
Forecast capital receipts January 2016 to March 2017 (350)
Council Decision – February 2016 (via this report)
Invest to save proposals (24.5.1) 994
Revenue Contribution to Capital – financial outturn 2015/16 (552)
Capital Contingency – February 2016 (985)
This position needs to be put in the context of further capital requirements of £2.5m to undertake repair and maintenance obligations in respect of the Dolphin Centre Multi Storey Car Park, as well as capital ambitions of a further £2m to £2.5m to modernise the same asset and the desire to reprovide the Dolphin Swimming Pool and Leisure Centre (circa £12m). To support these requirements and ambitions it is recommended that Council Officers bring forward proposals for generating additional capital receipts to enable their delivery.
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25.8 As highlighted in 25.2 above the main source of funding within the capital programme continues to be Government grants. Unfortunately at the time of writing this report announcements in respect of capital allocations remain outstanding. It remains a stated principle that no expenditure which is based on a capital grant allocation will be committed until such time as it has been confirmed by the Government.
Figure 24: Government Capital Grant Allocations (2015/16)
2015/16 £000’s Children’s Services Basic Needs 3,666 School Conditions 1,327 Devolved Formula Capital 177 Children’s Total 5,170
Housing Disabled Facilities Grant 507 Housing Total 507
Transportation Growth Deal 810 Highway Maintenance 1,601 Integrated Transport & Highway Maintenance 1,230 Transport Total 3,641
Adult Social Services Personal Social Service Grant (Better care Fund) 355 Adult Social Care Total 355
Confirmed Government Capital Grant Allocations 9,673
This table also highlights the difficulties in strategic long term financial planning when Government contributions are not provided for future periods.
26 Corporate Property & Asset Management
26.1 After its employees the Council’s land and property is its next biggest resource. The Council’s Corporate Property and Asset Management Plan (CPAMP) as approved by Council in December 2013 is vital to ensure that this resource is utilised and managed effectively and efficiently so that the Council derives maximum benefit from its assets in support of its strategic aims and priorities, as well as uses the asset base to shape and influence the quality of life for local people and businesses.
26.2 Assets should therefore only be retained where it can be clearly demonstrated that they;
• Contribute to the effective delivery of business provision (i.e. the condition and performance of the asset does not impede service delivery);
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• Support and meet the social, economic and environmental well-being objectives of the community;
• Assist in the delivery of the Council’s strategic, economic and regeneration objectives;
• Provide value for money (in respect of their current or future investment, capital value and / or ability to influence regeneration).
26.3 Where Council’s assets do not satisfy the above criteria consideration will be given to the asset being better utilised, freeing up accommodation elsewhere, or being disposed. Therefore the retention of all assets will continue to be challenged on the grounds that they should adhere to criteria stated in 25.5 above.
26.4 The first annual review of the CPAMP was undertaken by the Council Efficiency and Effectiveness Overview and Scrutiny Committee on the 20 November 2014. As part of this process the Committee, and subsequently Council, approved a Corporate Property Investment Strategy designed to encourage a more innovative, entrepreneurial approach to property investments. Officers are also in the process of formalising a Community Asset protocol. This will be included in a 2nd review of the CPAMP once the work to formalise the Strategic Commercialisation process and programme has been finalised.
26.5 As part of the adoption of its CPAMP approach the Council has delivered since 2013/14 an almost 3,000 m2 reduction in its accommodation with the relevant financial savings factored into its underlying budget proposals. As part of this approach it has reviewed, examined and ensured over 5,000 m2 of space is now better utilised.
26.6 In respect of a number of Council asset there remains backlog repairs or improvements that could be made to their condition or to enhance the experience of the customers using them. The MTFP is premised on the assumption that Members do not wish to inject any additional revenue resources, over and above those historically included in the Council’s current base revenue position, into addressing these issues.
27 Treasury Management Strategy
27.1 The Council’s Treasury Management Strategy is subject to regular review and was last reported to Audit Committee for monitoring and update purposes on 14 January 2015. The Council is required to set its prudential indicators in the context of the overall Strategy on an annual basis. The Strategy and the Prudential Indicators for 2016/17 as recommended to Council by the Audit Committee are set out in Appendix 4 for Council consideration and approval.
27.2 In putting forward these recommendations for approval Audit Committee also requested that Council approve that the Council’s Treasury Management policy, practices and schedules is reviewed as part of the next budget cycle (last review agreed by Council February 2015).
27.3 A significant element of the strategy is the Councils approach to borrowing which continues to be to avoid any actual external borrowing until it is absolutely necessary and in doing so maximising the use of internal balances. This approach will mitigate 48
investment risk: which is the risk associated with an institution failing and the Councils investment being reduced due to new bail-in arrangements, as well as providing a better return for the Council as the cost of borrowing exceeds any value the Council could earn on these internal balances.
27.4 The strategy continues to be significantly influenced by the requirements of a new devolved system of council housing finance as set out in section 26 below. This includes operating a Two Pool approach to debt management with the debt of the HRA (council house tenant account) and that of the General Fund (council taxpayers account) separated. In future all external debt will be taken out by reference to the relevant pool although it should be noted that there will still be flexibility to transfer debt between the two if required.
27.5 In regards to any residual investment the Council will continue to aim to achieve optimum returns commensurate with proper levels of security and liquidity for the capital invested. During 2015/16 the Council has further diversified its investment portfolio including more use of non-specified investments such as high quality Covered and Corporate Bonds to mitigate investment risk. The strategy as set out includes a proposal to increase the flexibility to use such investment products from 50% to 60% of our total investments and to increase maximum investments permitted in future periods from £10m to £20m.
27.6 The strategy is also required to set out the Council’s approach to the repayment of debt referred to as the minimum revenue provision (MRP). In addition to the standard approach a 3rd option has been introduced which allows repayment over the profile set out in any prudential borrowing business case and typically allows for invest to save schemes which have lower returns at the start of their proposals.
28 Housing Revenue Account (HRA)
28.1 A report on the Housing Revenue Account (HRA) is included as a separate item on the agenda for this meeting and should be considered alongside this report to members in setting the budget for 2016/17. The HRA is a ring-fenced account within the Council which records all the income and expenditure associated with its landlord function and from holding approximately 4,500 units of housing stock.
28.2 This will be the fifth HRA Budget that has been set under a devolved system of council housing finance called ‘self-financing’ which was introduced as part of the Localism Act 2011. Under this system the Council no longer makes annual HRA subsidy payments of over £5m to the Department of Communities and Local Government (CLG). Instead, and in order to ‘buy out’ its national obligations, the Council had to make a mandatory one-off payment to the CLG of £44m. As the payment was financed through additional borrowing from the Public Works Loan Board then some of the previous subsidy payment is now required to cover the extra interest payments that have to be made. The net impact at that time was that this “self-financing” system would have enabled additional investment within the HRA over the next 30 years.
28.3 Rent to be charged to tenants is governed by national rent policy and must be followed by all social landlords in order to be free from challenge from residents and to secure eligible housing benefit entitlements. For 2015/16 this policy was based on 49
the September Consumer Price Index (CPI) plus 1%. For 2016/17 the policy will be based on the announcement made by the Chancellor in his July 2015 Budget Statement that all social rents should decrease by 1% each year for the life of this current Parliament.
28.4 This change in the approach to rent setting will have a significant impact on the level of income that will be available to the HRA over the course of its 30 year business plan and it will have a direct impact on the level of capital investment that can be made over this time period.
28.5 In addition the other major proposal is to freeze the Poole Housing Partnership (PHP) management fee and garage rents at their 2015/16 levels, increase communal heating and lighting charges by 2%, and increase caretaker charges by 1%.
28.6 The HRA capital programme has been set based on the needs and priorities for investment as set out in the HRA 30 Business Plan which supported the assessment of the self financing proposals with the headroom created under the new system initially being used to support such schemes as the Extra Care Housing Scheme at Trinidad, new build in-fill programme and the development at Montacute.
29 Human Resource Implications
29.1 In setting its budgets for the period between April 2011 and March 2015 the Council has deleted 241 full time equivalent (fte) posts which represented approximately 12% of the workforce
29.2 In setting the budget for 2015/16 the Council saved a further 1% on a like for like basis bringing the overall reduction to about 1 in 7 of the workforce.
29.3 The budget for 2016/17 has been built to save a further 34 posts.
29.4 However, published information for 2016/17 will show further variations due to;
a) our joint work with the National Health Service, adult social care has been continuing to expand the reablement service;
b) additional investment has been made in Children’s Services;
c) the transfer of staff to the Local Authority Trading Company created with Dorset and Bournemouth;
d) changes to implement the Council’s revised Local Council Tax Support Scheme; e) the transfer of staff from North Dorset, East Dorset and Christchurch Council’s to the Stour Valley and Poole Partnership (SVPP) which Poole is hosting.
f) Transfer of grounds maintenance staff from Continental Landscapes Ltd.
30 Legal Implications
30.1 It is the responsibility of Members to ensure the Council sets a balanced budget for the forthcoming year. In setting such a budget Members and Officers of the Council have a legal requirement to ensure it is balanced in a manner which reflects the 50
needs and interests of both current and future taxpayers in discharging these responsibilities. In essence this is a direct reference to ensure that Council sets a financially sustainable budget which is mindful of the long term consequences of any short term decisions.
30.2 As part of the budget process the CFO is required to make a report to the authority which deals with the robustness of the estimates and the adequacy (or otherwise) of the Council’s reserves.
30.3 The support and leadership of the Council’s Management Team through the budget process is essential in achieving a balanced Budget position that is owned and shared by all parts of the organisation. The annual budget process and tabling of regular update reports on the re-fresh of the MTFP are critical to ensuring this is achieved.
31 Risk Management Implications
31.1 This report and the outlined actions will form part of the mitigation strategy associated with the following risks which appear on the Council’s Corporate Risk register:
• Long term resources and pressures. • Adult Social Care and Health. • Children & Young People Social Care. • Regenerating Poole. • Long-term pupil capacity in Schools. • Organisational Transformation. • Information Governance & ICT. • Welfare Reform. • Affordable Housing. • Safeguarding and Domestic Violence. • Risk and Resilience. • Educational Standards.
32 Equality Implications
32.1 An Equalities Impact Assessment (EQIA) has been undertaken in respect of the Budget as proposed, to identify the overall equality impacts of substantial cuts in funding and how remaining resources have been allocated in respect of 9 protected characteristics:
• Age;
• Disability;
• Gender reassignment;
• Marriage and civil partnership;
• Pregnancy and maternity;
• Race;
• Religion and belief;
• Sex;
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• Sexual orientation.
32.2 The full EQIA is included as Appendix 5 to this report and will be incorporated into the detailed Budget book to be published following Council approval of the Budget itself. The equality impact of proposals for savings, efficiencies, or additional resources that require a significant change in policy or service levels are reviewed as part of the budget process for bringing forward such items.
33 Conclusions
33.1 In setting the budget for 2016/17 it is critical that Members recognise their duties to balance this budget in a manner which reflects not only their obligation to current taxpayers but also reflects their obligations to future taxpayers. This is especially significant in the context of the known £11.5m funding gap to 2020.
33.2 Such an approach is particularly important when reflecting on;
1) the complete withdrawal of the Governments cash Revenue Support Grant to the Council by April 2019, reductions in funding for other services such as Public Health and Housing Benefit Administration, as well as a £1.4m reduction in the business rates the Council is allowed to retain from 2019/20.
2) The shift in Government policy with a move from national taxation for services such and Social Care and Children’s Services to an emphasise on delivery via local taxation.
33.3 Despite the known grant reductions the Council continues to plan to spend in excess of the annual income it is forecasting to receive. Such an approach is not sustainable budgeting as ultimately the one-off reserves, which are being used to support this approach, will be used up and a fundamental correction of the Council’s annual spending plans will have to be implemented. The approach however will provide time limited support in the protection of essential frontline services and provide time to enable the necessary structural budget adjustments to be implemented in a measured and planned for way.
33.4 Council is further advised that it should take all steps possible to also maximise other sustainable sources of income such as those from increases in fees & charges, or through the introduction of new sources of income from services for which it has the ability to charge. Generally low and steady increases in charges has the perception of an organisation under more control than one which holds prices and then puts charges up significantly.
33.5 Members are advised against assuming that any potential Government 100% Business Rates retention system can be relied upon to provide additional resources that would provide an alternative means of delivering a sustainable Council and mean current difficult decisions could be avoided. Evidence clearly indicates that any extra business rates resources will be reliant on taking on new responsibilities with a clear risk that they do not match what the Government are currently spending on such functions.
33.6 Members will clearly need to make tough and difficult choices to ensure they can meet their statutory duty to balance this 2016/17 budget. 52
A RICHENS CHIEF FINANCIAL OFFICER 1 February 2016
Telephone: (01202) 633183 e-mail: [email protected]
Background Papers Council 24 February 2015 Council Medium Term Financial Plan (MTFP) 2015 – 2018
Cabinet 28 July 2015 Medium Term Financial Plan & Chancellor’s Summer 2015 Budget Update Report
Cabinet 13 October 2015 Medium Term Financial Plan Update Report
Cabinet 8 December 2015 Medium Term Financial Plan Update Report Addendum to the Medium Term Financial Plan Update Report Spending Review and Autumn Statement 2015
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BOROUGH OF POOLE
MEDIUM TERM FINANCIAL PLAN
TIMELINE
Date Event Action
• Final consideration of MTFP 2015 to 2018 & 2015/16 24 February 2015 Council Budget including Council Tax Setting Report
• Budget Book including March 2015 Financial Services publish detailed revenue and capital plans
• Service Business Plans March 2015 Theme’s – Service Units finalised
• Consider implications on 7 May 2015 Local Elections funding gap strategy and process
• Financial Outturn report 9 June 2015 Cabinet 2014/15
• MTFP 2016 to 2018 Update 28 July 2015 Cabinet Report
• Deadline for the production of baseline financial 31 July 2015 Service Unit Heads assessments of services growth and savings plans over the next 4 years
• June (1st Quarter) Council 8 September 2015 Cabinet Budget Monitoring Report 2015/16.
APPENDIX 1 - Timeline
Date Event Action
Council Efficiency & • Scrutiny of July MTFP Effectiveness Committee 17 September 2015 Update and Emergency Overview & Scrutiny Budget Report to Cabinet Committee
• MTFP 2016 to 2020 Update 13 October 2015 Cabinet Report
• Sept (2nd Quarter) Council 3 November 2015 Cabinet Budget Monitoring Report 2015/16
Government Spending • Impact assessment on Local 25 November 2015 Review 2015 (SR15) Government Finance
19 November 2015 All Member Seminar • MTFP Presentation
Council Efficiency &
Effectiveness Committee • Scrutiny of October MTFP 19 November 2015 Overview & Scrutiny 2016 to 2020 Update report Committee
• December MTFP 2016 to 8 December 2015 Cabinet 2020 Update Report
• Local Council Tax Support 15 December 2015 Council Scheme 2016/17
Department of • Local Government Finance 17 December 2015 Communities & Local Settlement. Government
APPENDIX 1 - Timeline Date Event Action
• Feedback on local Government live public 11 January 2016 government finance phone in settlement
• Taxbase Setting Report 12 January 2016 Cabinet 2016/17
Meeting with • Public Consultation of MTFP Representatives from 22 January 2016 2016 to 2020 & 2016/17 Residents’ Association and Budget Commerce & Industry
28 January 2016 All Member Seminar • MTFP Presentation
Council Efficiency & Effectiveness Committee • Scrutiny of December MTFP 28 January 2016 Overview and Scrutiny Update report Committee
• MTFP 2016 to 2020 and 2016/17 Budget Report including Council Tax 9 February 2016 Cabinet 2016/17 • Dec (3rd Quarter) Council Budget Monitoring Report 2015/16.
• Final consideration of MTFP 2016 to 2020 & 2016/17 23 February 2016 Council Budget including Council Tax Setting Report
Please note:
a) Timings of Government announcements subject to confirmation/variation.
b) Cabinet Members will meet regularly through the period to February 2016 with both the Council’s Management Team, Service Unit Heads and other Senior Officers to develop the MTFP and associated proposals for additional resources, savings and efficiencies.
APPENDIX 1 - Timeline GENERAL FUND BUDGET SUMMARY 2016/2017
Net Gross Gross Net Budget Expenditure Income Budget 2015/16 2016/17 2016/17 2016/17 £000's £000's £000's £000's
Theme Areas People - Children's Services 28,227 88,608 (58,255) 30,353
People - Adult Social Care 40,225 56,850 (16,077) 40,773
People - Other 8,862 23,781 (14,841) 8,940
Places 28,595 55,424 (27,081) 28,343
Business Improvement 6,184 71,298 (66,419) 4,879
Pensions 2,452 2,332 0 2,332
Non distributed costs - Surplus property costs 190 207 0 207
Efficiency Review Programme savings to be scheduled (104) (204) 0 (204)
Courts and Fisheries 260 254 0 254
Temporary expenditure 50 0 0 0
Cost of theme controlled services 114,941 298,550 (182,673) 115,877
Corporate Income and Expenditure Environment Agency 193 198 0 198 Interest on cash investments (304) 0 (249) (249) Investment Income (1,476) 351 (1,722) (1,371)
Net Operating Expenditure 113,354 299,099 (184,644) 114,455
Other financial items impacting on the general fund Notional depreciation charges included within cost of services (11,980) (13,472) (13,472) Contingency 0 0 0 0 Revenue contribution to capital - general 0 121 0 121 Revenue contribution to capital - ICT investment plan 165 165 0 165 Provision for repayment (MRP) 1,437 1,380 0 1,380 Provision for repayment of prudential borrowing 1,441 1,167 0 1,167
(8,937) 2,833 (13,472) (10,639)
Other funding before Council Tax Requirement Local Services Support Grant (15) 0 0 New Homes Bonus Grant (2,590) (3,186) (3,186) Council tax freeze grant (738) 0 0 Collection Fund Surplus Distribution (council tax) (807) (590) (590) Income from Business Rates (29,004) (29,530) (29,530) Tariff to Government 14,528 14,649 14,649 Grant - compensation for national business rate initiatives (net) (1,310) (998) (998) Collection Fund deficit distribution (business rates) 257 0 0 Revenue support grant (from Government) (14,840) (9,942) (9,942) (Use) of Earmarked Reserve (3,602) (4,516) (4,516)
(38,121) 14,649 (48,762) (34,113)
Total Council Tax Requirement 66,296 316,581 (246,878) 69,703
Note: debits to financial reserves are treated as expenditure, credits as income APPENDIX 1a MEDIUM TERM FINANCIAL PLAN - Assumed Savings
2016/17 2017/18 2018/19 2019/20 Total to 2020 £000's £000's £000's £000's £000's Place - E&CPS - Waste Collection Strategy (328) (295) (10) (633) - E&CPS - Community Toilet's programme (93) (100) (193)
- E&CPS - Green Waste Services Review (duration & charges) (104) (104)
- E&CPS - Deliver partners Household Waste Recovery centre (100) (100)
- E&CPS - Increase Green Waste Charges (RPI) (20) (20) (20) (20) (80) - E&CPS - Street Scene - savings, improving effectiveness (75) (75) and reducing waste - E&CPS - Reduced hours at Household Waste Recovery (40) (40) centre - E&CPS - Trade recycling income growth (25) (25) - E&CPS - Extend commercial opening hours weighbridge (20) (20) Nuffield - E&CPS - Redesign out of hours service (20) (20) - E&CPS - Allotment charges (4) (4) (4) (4) (16) - E&CPS - HWRC growth in commercial waste via (15) (15) weighbridge - E&CPS - Management of Vacant Posts (12) (12) - E&CPS - HWRC charge for more items (10) (10) - E&CPS - Regulatory service income / savings (20) 10 (10) - E&CPS - Head of Service saving (20) 20 0
Sub Total - E&CPS (906) (389) (34) (24) (1,353)
- Transport Svs - Charges to control traffic management (167) (199) (366) - Transport Svs - Bus Subsidy cost of service savings (83) (100) (100) (17) (300) - Transport Svs - Street Lighting Business case (200) 59 (141) - Transport Svs - Changes agreed by TAG/PH Sept 15 (95) (95) - Transport Svs - Street Lighting MTFP energy price increase avoided (32) (30) (62) - Transport Svs - Bus Subsidy Savings approved March 2015 (39) (39) - Transport Svs - Charges in Council park car parks to support (14) (14) (28) transportation service delivery - Transport Svs - New income from use of Park and Ride site (22) (22) - Transport Svs - Changes agreed TAG January 2015 (21) (21) - Transport Svs - Extend High Season for Beaches Car Parks (20) (20) - Transport Svs - Extend High Season for Beaches Car Parks (20) (20) (march) - Transport Svs - Reduce Hours Property Management Team (16) (16) - Transport Svs - Sainsbury Management Fee (4) (5) (6) (15) - Transport Svs - Management of Vacant Posts (13) (13) - Transport Svs - DLEP Recharge for client staff time (10) (10) - Transport Svs - Minor Changes (10) (10) - Transport Svs - Civic Centre energy costs (10) (10) - Transport Svs - Car Wash arrangement in Dolphin MSCP (1) (8) (9) - Transport Svs - Other Fees e.g. Street naming agreed by TAG (9) (9) - Transport Svs - Delete School Crossing Patrol Vacant Post (8) (8) - Transport Svs - Small Other savings (3) (1) (4)
Sub Total - Transportation Services (793) (297) (105) (23) (1,218)
- Plan & Regen - Rebase Planning Fee Income Budget (50) (50) - Plan & Regen - Building Control - Fee Increase (11) (6) (6) (5) (28) - Plan & Regen - Regrade Enforcement Officer Post (4) (4)
Sub Total - Planning & Regeneration Svs (65) (6) (6) (5) (82)
Appendix 1b - Assumed Additional Resources Savings Efficiencies 2016/17 2017/18 2018/19 2019/20 Total to 2020 £000's £000's £000's £000's £000's
- Tourism - Relocate Tourism Office and staff out of Enefco (40) (40) House into Museum - Tourism - Partnership Budget reduction (30) (30) - Tourism - Visitor Guide Changes (20) (20)
Sub Total - Tourism (90) 0 0 0 (90)
Total Savings - Place Theme (1,854) (692) (145) (52) (2,743)
Business Improvement - Financial Svs - SVPP Revenue & Benefits Partnership - (147) (61) (208) Business case savings - Financial Svs - Council's Purchasing System (69) (69) - Financial Svs - Estates Services (Data/Systems support) (50) (50) - Financial Svs - General Accountancy Ledger (4) (30) (34) - Financial Svs - Audit Service (staff reduction schools to academie (26) (26) - Financial Svs - Accountancy Annual Accounts (22) (22) - Financial Svs - Recharges to Poole Housing Partnership (8) (9) (17) - Financial Svs - Further Budget Rebase Review Savings (17) (17) - Financial Svs - Audit Service (reduction in Audit Plan) (10) (10) - Financial Svs - 1 year contract to deliver procurement services (20) 20 0 to East Dorset / Xchurch
Sub Total - Financial Services (373) (80) 0 0 (453)
- Legal & Democratic Svs - Reprofile income budgets for (220) (220) Cemetery and Crematorium Services (to reflect attainment) - Legal & Dem Services - Re-organisation in Democratic to (40) (40) reflect new structures - Legal & Democratic Svs - Electronic Document Management (24) (24) (invest to save proposal) - Legal & Democratic Svs - Paperless Committee process - (20) (20) reduced mailroom / Courier Svs - Legal & Democratic Svs - Reduce child protection growth (17) (17) business support - Legal & Democratic Svs - Reduced IT License fees as HM (12) (12) Courts move to electronic case management - Legal & Democratic Svs - Miscellaneous savings (12) (12) - Legal & Democratic Svs - Increased Income from Schools (10) (10) - Legal & Democratic Svs - democratic employee adjustment (8) (8) - Legal & Democratic Svs - Land Charges volumne increase (75) 75 0
Sub Total - Legal & Democratic Services (414) 51 0 0 (363)
- ICT & Customer Svs - Delete Vacant Post (25) (25) - ICT & Customer Svs - Reduce training and employees (10) (10) - ICT & Customer Svs - Reduce Supplies & Services (6) (6)
Sub Total - ICT & Customer Services (41) 0 0 0 (41)
- Human Resources - Recruitment Income (80) (80) - Human Resources - Advertising Income (30) (30) - Human Resources - Disclosure & Barring Service Payments (12) (12) - Human Resources - Employee benefit voucher scheme (6) (6) - Human Resources - Small miscellaneous (5) (5)
Sub Total - Human Resources (133) 0 0 0 (133)
- Strategy Team - Delete Corporate Strategy Manager Post (50) (50) - Strategy Team - Cease Poole News (16) (16)
- Strategy Team - Restructure Community Strategy Team (8) (8)
Appendix 1b - Assumed Additional Resources Savings Efficiencies 2016/17 2017/18 2018/19 2019/20 Total to 2020 £000's £000's £000's £000's £000's Sub Total - Strategy Team (74) 0 0 0 (74)
- Strategic Directorate - Adjustments to employee budgets (21) (21) - Strategic Directorate - Other (4) (4) - Strategic Directorate - Recharge to HRA (1) (2) (3)
Sub Total - Strategic Directorate (26) (2) 0 0 (28) Total Savings - Business Improvement Theme (1,061) (31) 0 0 (1,092)
Adult Social Care - ASC - Direct Payments (300) (125) (425) - ASC - Changes to Fairer Contribution agreed via Council in (337) (337) February 2014 (includes rebase) - ASC - Residential Care Client Contributions rebased (285) (285) - ASC - Learning Disabilities - General Efficiencies (250) (250) - ASC - One to One Care Review (250) (250) - ASC - Extra Care Housing Scheme (Cabinet 10/9/13) (240) (240) - ASC - Targeted review of Telecare (200) (200) - ASC - Review of help desk services and reablement (199) (199) - ASC - Ordinary Residence (167) (167) - ASC - Review of night care service (150) (150) - ASC - Review of Poole Intermediate Care Services (PICS) (100) (100) operating costs - ASC - Managing staff vacancies (100) (100) - ASC - Remove contribution Hsg Related Support for Probation (40) (60) (100) - ASC - Mental Health Residential Care (92) (92) - ASC - Housing Related Support (90) (90) - ASC - Other efficiencies (60) (37) (97)
- ASC - Reduction in Deprivation of Liberty (Court of Protection) costs (75) (75) - ASC - Poole General Hospital reimbursement grant removed (72) (72) - ASC - Day Services Review (50) (50) - ASC - Remove Day Services Meals Subsidy (40) (40) - ASC - Implement changes to catering svs @ Upton Country Park (30) (30) - ASC - Efficiencies from case management system (25) (25) Total Savings from ASC (2,767) (607) 0 0 (3,374)
Cultural Services - Cultural Svs - Beach Hut Income price increases (109) (156) (80) (80) (425) - Cultural Svs - SLM Contract Revision (189) (69) (41) (36) (335) - Cultural Svs - Upton Country Park - scheme to remove subsidy (135) (120) (255) - Cultural Svs - Provision of New Beach Huts (206) (206) - Cultural Svs - Beach Hut Tariff Harmonisation (35) (35) (35) (105) - Cultural Svs - Library Services efficiencies (58) (58) - Cultural Svs - Mobile Library (49) (49) - Cultural Svs - Reduced subsidies for bowls clubs and (46) (46) pavilion maintenance - Cultural Svs - Lighthouse / BSO reduce grant by a further 5% (28) (28) in 2015/16 & 2016/17 Total Savings from Cultural Services (614) (586) (156) (151) (1,507)
People - Children's Svs - Management of Vacant Posts (70) (70) - Children's Svs - Commericalisation of starting out programme (5) (15) (15) (20) (55) - Children's Svs - Capital Team Savings (50) (50) - Children's Svs - Reconfiguration of the Family Information (20) (20) service Sub Total - Children's Services (145) (15) (15) (20) (195)
Appendix 1b - Assumed Additional Resources Savings Efficiencies 2016/17 2017/18 2018/19 2019/20 Total to 2020 £000's £000's £000's £000's £000's
- Housing Svs - Reduce Bad Debt Provision (153) (153) - Housing Svs - Recharge to the Housing Revenue Account (58) (14) (15) (15) (102) - Housing Svs - Lifeline Income fee increases (12) (12) (12) (36) - Housing Svs - Reduced Supporting People contracts (30) (30) - Housing Svs - Reduce Housing Related Support (29) (29) - Housing Svs - Restructure of Housing Service (19) (19) (38) - Housing Svs - Support services review (5) (5) (10) - Housing Svs - Borough Operations Control Centre (10) (10) (20) - Housing Svs - Reduction in grants and subsidies to 3rd (12) (17) (29) parties Sub Total - Housing Services (316) (77) (27) (27) (447) People - Green Rated Savings Items (461) (92) (42) (47) (642) Total Green Rated savings before corporate items (6,757) (2,008) (343) (250) (9,358) Corporate Items Council Tax Increase (1.99% from 2016/17 onwards) (1,334) (1,369) (1,407) (1,453) (5,563) Council Tax - Social care precept extra 2% (1,341) (1,429) (1,525) (1,633) (5,928) Council Tax Base increase (based on planning projection) (401) (421) (527) (948) (2,297) Council Tax Base increase - Single Person Discount review (100) (100) Council Tax Surplus Distribution (one off) 2015/16 807 807 Council Tax Surplus Distribution (one off) 2016/17 (590) 590 0 Council Tax Base Increase - changes to Local Council Tax (215) (215) Support Scheme (Council approved 16/12/14) Application of £1.012m one-off MTFP Reserve 13/14 Budget ended 337 337 Financial Planning Reserve (part 1) ended 3,025 3,025 Application of Financial Planning Reserve (part 2) (1,462) 105 1,357 0 New Homes Bonus increases (based on planning projection) (496) (17) 1,190 82 759 New Homes Bonus increase - Commissioned Exercise (100) (100) Improved Better Care Fund (1,215) (1,440) (2,655) Prudential Borrowing - reduction in repayments required (179) (179) Accommodation Strategy - Vacating premises (Crown Buildings) (100) (74) (174) Apprenticeship Scheme (100) (100) Corporate Solar PV Investment programme (67) (99) (166) Fisheries reduced levy (net) (10) (10) Minimum Revenue Provision Policy (166) (166) Discretionary Hsg payments charged to HRA (21) (21) Disclosure and Barring Service - Corporate Adjustment (17) (17) Treasury- payment in advance 1617 only (one-off) council's current (120) 120 0 service pension contribution into the pension fund Public Health Grant 50 25 75
Corporate Items - Green Rated Savings Items (5,625) (2,569) (459) (4,035) (12,688) Total Green Rated savings after corporate items (12,382) (4,577) (802) (4,285) (22,046)
Please Note: A number of the above savings have been assumed for financial planning purposes only and it should be highlighted that they remain subject to both informal and statutory public consultation procedures and subsequent Member approval. If as a result the decision to proceed is not confirmed then the Council's s151 Officer (working with Members and other Officers) will need to ensure alternative resources are applied to the MTFP. The risk associated with such proposals is recognised as part of the risk assessment which underpins the 2016/17 Budget.
Appendix 1b - Assumed Additional Resources Savings Efficiencies BOROUGH OF POOLE
CABINET
9 February 2016
MEDIUM TERM FINANCIAL PLAN 2016 to 2020
RESERVES & BALANCES
Background
A local authority must decide the level of general reserves it wishes to maintain before it can decide the level of the council tax it sets. The purpose of general reserves is to manage the risk to the council’s financial standing from the impact of excesses to the budget provision and unforeseen events.
In setting the budget the S151 officer is required under S25 of the Local Government Act 2003 to report on the robustness of the budget and the adequacy of reserves supporting the budget. The requirement on the S151 officer is to ensure that the budget recommended to Council is balanced (i.e. expenditure matches income), is robust and therefore deliverable and has an adequate level of reserves. The S151 officer is required to ensure that the Council’s approved budget addresses these three issues.
Ultimately, Council will determine the level of reserves and balances formally in setting the annual budget. The advice of the Chief Finance Officer must be formally recorded.
Guidelines
There is no set formula for deciding what level of reserves is adequate. Councils are free to determine the reserves they hold. Elected members are responsible for ensuring that their reserves are appropriate to local circumstances, and are accountable to taxpayers for the decisions they make.
It should be stressed that there is no theoretically “correct” level of reserves because the issues that affect an authority’s need for reserves will vary over time and between authorities. Reserves should not be seen in a short term context. They should be placed in the context of the long term grant cuts, service pressures and service delivery problems that the Council is exposed to. It is however legitimate for the Council to call on reserves to mitigate short term pressures, smooth out the impact of extraordinary one-off demands and/or otherwise meet the costs of unforeseen events.
Local Government Association Advice
In reviewing its reserves Members need to be conscious of the advice provided by the Local Government Association as part of their financial health check of the Borough of Poole undertaken in August 2013. Bill Roots the previous Chief Executive and Director of Finance at Westminster City Council advised that he supported our process for annually reviewing earmarked reserves but highlighted that if significant reductions are made to these then increases in unearmarked reserves will be required as he
1 APPENDIX 2
considered these to be on the low side given the future financial risks faced by local government.
Comparative Information
Attached at Appendix 2(i) is comparative information on Poole’s unearmarked reserves against our statistical nearest neighbours based on published financial information. The appendix highlights that Poole’s position within the group has been relatively around the mean of the comparator group.
Chief Financial Officer Advice
Reserves are an essential part of good financial management. They help councils to cope with unpredictable financial pressures and plan for their future spending commitments. The level, purpose and planned use of reserves are important factors for elected members and council officers to consider in developing medium term financial plans and setting annual budgets. Having the right level of reserves is incredibly important. Where councils hold very low reserves there may be little resilience to financial shocks and sustained financial challenges, where reserves are high then councils may be holding more than they need.
The Council continues to face some of the most significant financial challenges for a generation. These include known reductions of Government Funding of £16m per annum up to and including 2019/20, constrained council tax increases, a decline in other sources of income, rising costs and growing demand for many services that are all testing council’s financial management and resilience.
In advising members on the appropriate level of reserves there is a need to take into account the potential financial impact of all strategic, operational and financial risks facing the authority, together with the current overall financial standing of the Council. The management of reserves has been fundamental to ensuring the Council has a sound financial base on which to build going forward.
In developing a financial strategy to support the delivery of a balanced budget for 2016/17 the Chief Financial Officer undertook a fundamental review of all reserves, provisions and contingencies. The results of this process were approved by Council on the 15 December 2015 and led to a £1.569m transfer from earmarked reserves to provide a further contribution to the Financial Planning Reserve which will be drawndown over the next 3 years in support the MTFP.
Summary level details of the reserves held by the Council are included at Appendix 2 (ii) to this report.
A schedule of the Earmarked Reserves that the Council is now forecast to hold on the 31 March in each year to 2020 is shown at Appendix 2 (iii).
A summary of the Council's reserve policy is proposed as follows;
a) An annual risk assessment should be undertaken to support the overall level of reserves, as set out within Appendix 2(iv).
b) In the medium term reserves should be maintained to; -
• support the Council’s aims and objectives 2 APPENDIX 2
• create a working balance to cushion the impact of uneven cash flows and avoid unnecessary temporary borrowing
• mitigate the underlying operational risk associated with the operation of a Council and the management of service expenditure, income and other financing items.
• mitigate the risk posed to the Council in terms of the current economic climate
• Smooth out the impact of Government Grant reductions and enable the necessary structural budget adjustments, as underpinned by the required business transformations, to be implemented in a measured and planned for way.
c) For operational purposes unearmarked reserves should be around £6.25m. This represents 2% of turnover based on total Council business of £308m (15/16) and provides coverage of just over a week based on daily expenditure. Unearmarked reserves to cover operational risks are normally in the range 2% to 5% (5% being the previously advised CIPFA benchmark).
d) As part of the Council Budget Monitoring process, the level of reserves and balances will be reviewed annually to ensure that these are at an appropriate level and in accordance with the policy objectives.
The Chief Financial Officer (CFO) considers the level of reserves as proposed to be adequate for the purposes of the 2016/17 Budget. The CFO also considers that in respect of the estimates used to prepare the budget that they provide a robust and accurate basis upon which to derive such estimates.
3 APPENDIX 2
Unallocated Financial Reserves as a proportion of Net Current Expenditure 2015-16
7.0%
6.0%
5.0%
4.0% %
3.0%
2.0%
1.0%
0.0% York Poole Sefton Torbay Cornwall Isle of Wight Cheshire East Bournemouth North Somerset Southend-on-Sea
East Riding of Yorkshire
Unallocated Financial Reserves as a proportion of Net Current Expenditure 2014-15
7.0%
6.0%
5.0%
4.0% %
3.0%
2.0%
1.0%
0.0% York Poole Sefton Torbay Cornwall Isle of Wight Cheshire East Bournemouth North Somerset Southend-on-Sea
East Riding of Yorkshire
Unallocated Financial Reserves as a proportion of Net Current Expenditure 2013-14
7.00%
6.00%
5.00%
4.00% %
3.00%
2.00%
1.00%
0.00% York Poole Sefton Torbay Cornwall Isle of Wight Cheshire East Bournemouth North Somerset Southend-on-Sea
East Riding of Yorkshire
Appendix 2(i) BOROUGH OF POOLE
SUMMARY OF RESERVES
Financial Year Ending 31st March - Forecast 2016 2017 2018 2019 2020 £000's £000's £000's £000's £000's
Earmarked Reserves (see appendix 2ii) (17,561) (8,673) (2,794) (1,396) (1,396)
Unearmarked Reserves (6,252) (6,252) (6,252) (6,252) (6,252)
Capital Reserves (monies held in respect of financing current approved capital programme) (8,766) (3,044) (1,263) (514) (362)
Total Borough of Poole Reserves (revenue and capital) (32,579) (17,969) (10,309) (8,162) (8,010)
Note the above excludes schools retained balances
Appendix 2 (ii)
ANNUAL REVIEW OF RESERVES
(A) Earmarked Revenue Reserves
2015/16 2016/17 2017/18 2018/19 2019/20 Forecast Forecast Forecast Forecast Forecast Detail Amount Amount Amount Amount Amount (£000’s (£000’s £000’s £000’s £000’s Actual Balance 1 April 2015 - Forecast Balance 1 April 16 to April 19 (24,214) (17,561) (8,673) (2,794) (1,396)
Budgeted in-year use of Earmarked Reserves 3,602 4,516 4,382 1,356 0 (amount used to underpin expenditure in excess of budgeted income)
Estimated programme spend in-year 3,051 4,372 1,497 42 0 (forecast of expenditure being drawndown in-year to support programme) Total Forecast Earmarked Reserves 31 March – Balance remaining (17,561) (8,673) (2,794) (1,396) (1,396)
Below sections show how the 31 March balance in each year can be broken down;
Financial Planning Reserve – Previously Established 10,225 5,738 1,356 0 0 (amount previously set aside to underpin the 2016/17, 2017/18 & 2018/19 budgets).
Additional Reserves Supporting the MTFP – Includes; - £330k (£0k) Better Care Fund risk share - £256k (£96k) Change and Development Adult Social Care - £120k (£0k) Phase 2 beach huts support to revenue impact 815 96 0 0 0 - £29k (£0k) Economic assessments one off costs. - £35k (£0k) Case for Care management implementation - £45k (£0k) Member priorities
Sub Total - Total Forecast Earmarked Reserves (6,521) (2,839) (1,438) (1,396) (1,396)
Appendix 2 (iii) – Earmarked Reserves
2015/16 2016/17 2017/18 2018/19 2019/20 Forecast Forecast Forecast Forecast Forecast Detail Amount Amount Amount Amount Amount £000’s £000’s £000’s £000’s £000’s
NHS Partnership Reserves (amount supporting jointly agreed programmes with the National Health Service (NHS) 1,233 410 0 0 0 such as the reablement service).
Reserves held in Partnership with other external organisations - includes - £1,420k (£710k) Schools – Schools Forum Dedicated Schools Grant - £39k (£0k) Preventing homelessness – Dorset wide local authority project - £42k (£21k) Local Enterprise Partnership - £70k (£70k) Adult Learning Service 1,690 878 147 147 147 - £68k (£68k) Stour Valley and Poole (Revenue & Benefits) Partnership (SVPP) - £3k (£3k) Post 16 education - £6k (£6k) Flippers Nursery - £42k (£0k) Coroners partnership – Upper tier authorities Reserves required by Statute – Includes; - £52k (£52k) Building Control Account 972 293 131 89 89 - £920k (£241k) Grants received in advance of spend which accounting guidance requires to be held as earmarked reserves Sub Total - Total Forecast Earmarked Reserves (2,626) (1,258) (1,160) (1,160) (1,160)
Re-organisation Reserve (Use subject to transformation projects, savings and efficiency proposals) Required as part of the going concern concept reflecting ability of the organisation to manage the exceptional costs associated with the delivery of the residual financial gap in the MTFP – redundancy costs have been as follows; 989 945 945 945 945 2014/15 – £317k (15 posts) 2013/14 - £901k (49 posts) 2012/13 - £835k (39 posts) 2011/12 - £420k (27 posts) 2010/11 - £1.28m (71 posts)
Appendix 2 (iii) – Earmarked Reserves
2015/16 2016/17 2017/18 2018/19 2019/20 Forecast Forecast Forecast Forecast Forecast Detail Amount Amount Amount Amount Amount £000’s £000’s £000’s £000’s £000’s Planning Reserves - £252k (£63k) Local Development Plan reserve - enables the one-off cost of these plans to meet the cost of the planning enquiries to be managed over a number of years. 358 169 106 106 106 - £106k (£106k) Hearing and Enforcement cost reserve – established via Economy Overview and Scrutiny committee enables unpredictable planning hearing and enforcement costs to be managed. Use of this reserve, and any replenishment via costs awarded, will fluctuate Sub Total - Total Earmarked Reserves (1,279) (144) (109) (109) (109)
Reserves supporting Council Priorities and Programmes – includes; - £158k (£0k) Street Scene - £299k (£0k) Corporate Accommodation Strategy - £66k (£0k) Corporate ICT Investment Plan Reserve - £25k (£0k) Cultural Services service improvements - £162k (£25k) Carbon Management Programme Board - £89k (£0k) Procurement Improvements 1,279 144 109 109 109 - £18k (£0k) Service Unit specific ICT improvements - £23k (£10k) Targeted services (Children & Young People) - £35k (£0k) Staff Mandatory Training Programme - £12k (£0k) Poole zone software - £109k (£109k) Building schools for the future - £58k Crematorium maintenance plan - £225k European Maritime Day
Forecast Balance Available 0 0 0 0 0
Appendix 2 (iii) – Earmarked Reserves POOLE BOROUGH COUNCIL
General Unearmarked Reserves - Risk Assessment 2016/2017
Risk Description / Liability Controls in Place Proposed Management Impact Likelihood Residual Potential Weighting Weighted Actions Risk Score Impact Amount
Significant assumptions included in the Robust monthly budget Continued monitoring 2016/17 base budget of the Council including monitoring arrangements arrangements including 4 2 8 £2,000,000 75% £1,500,000 those in respect of the pay award and council in place quarterly reports to Cabinet tax receipts etc.
Financial regulations Unforecast increase in service demand for requirement that such costs Childrens Social Care. Includes ongoing Robust Medium Term must normally be met within pressure relating to Looked After Childrens as Financial Planning approved resources. Impact 4 2 8 £1,000,000 75% £750,000 evidenced by the £1m forecast overspend in this process recognises £1m of unbudgeted specific budget in 2015/16. service pressure based on previous years experience.
Unforecast increase in service demand for Financial regulations Adult Social Care. This includes the significant requirement that such costs threat to demand for Adult Social care from the Robust Medium Term must normally be met within 75% to 80% of clients locally who are self funders Financial Planning approved resources. Impact 4 2 8 £1,500,000 75% £1,125,000 and do not require financial assistance from the process recognises £1.5m of unbudgeted Council and the market conditions for such service pressure based on previous services as residential care for older people. years experience.
Financial risk exposure in respect of the Adult Social Care Budget Regularly monitor negotations impact of the new National Living Wage allows for provisional sum and impact as part of continued particularly in regards to the impact on in 2016/17 and robust monitoring arrangements 3 2 6 £900,000 50% £450,000 services commission from the care sector. Medium Term Financial including quarterly reports to Also various risks to the Council's own staff Planning process in place Cabinet base.
APPENDIX 2(iv) Risk Description / Liability Controls in Place Proposed Management Impact Likelihood Residual Potential Weighting Weighted Actions Risk Score Impact Amount
Monitoring of relevant Generally outside of local developments and indicators. Consider extent to which the Inflation risk. Council only provided for inflation control. December 2015 - where “clear evidence that it will be required due to CPI 0.2%, RPI 1.2%. Council can influence local 4 1 4 £1,848,000 25% £462,000 either market conditions or due to contractual Pressure on wider market pressures. Based on terms and conditions”. economic climate may £92.4m of premises, transport, contract payments, agency help limit risk payments, supplies & services and a 2% variation.
Low level of revenue contribution to capital Guidance and dialogue (RCCO), means any costs that fail to meet with Service Units to set Continue dialogue, advise and 2 2 4 £250,000 25% £62,500 the definition of capital will have a direct out when costs can be monitoring impact on the revenue account. capitalised
Lack of a base budget revenue contingency Robust monthly budget Continued monitoring prevents the Council providing budgeted monitoring arrangements arrangements including 2 2 4 £500,000 25% £125,000 resources to cover any unplanned for items in place quarterly reports to Cabinet of expenditure
Insufficient resources to resolve Legal claims against the Council. Examples include Continue to monitor any such potential claims against the Council in Statutory and regulatory claims and seek approaches respect of the lack of enforcement action by controls, internal which limit claims esepcially 2 2 4 £500,000 25% £125,000 the Council, claims relating to the affect that governance procedures, those in respect of their Council capital works have had on professional advisers. backdating. businesses etc, and claims in resepct of ordinary residence.
Ongoing review of Additional Government Requirements. From Continued monitoring of Government policy 2 1 2 £100,000 10% £10,000 proposals such as the Localism Act 2011. Government policy proposals. proposals
Insufficient resources to meet the Council's Funding only approved Continue capital and revenue future aspirations including potentially those once necessary resources 3 1 3 £1,000,000 10% £100,000 resources allocation processes around the Town Centre. are in place
APPENDIX 2(iv) Risk Description / Liability Controls in Place Proposed Management Impact Likelihood Residual Potential Weighting Weighted Actions Risk Score Impact Amount
Increasing level of funding sources used to Ongoing monitoring of Continued with monitoring support core budgets being dependent upon changes in Government arrangements. Impact based performance. Particular examples include the grant conditions and 3 2 6 £1,000,000 50% £500,000 on Better Care Fund only at Better Care Fund and the Public Health monitoring of associated this stage. Grant. performance.
Instability to the Council's core funding streams due to the potential for variation in Monthly in-year monitoring the £60m+ of business rates collected Continual monitoring as process and tracking of annually and the risk associated with the supported by Audit Committee 4 2 8 £1,200,000 75% £900,000 business closures and passported appeals system. This includes on a periodic basis. start ups prescribed timeing difference around when items can be credited to the accounts.
Instability to the Council's, Council Tax Base due to variations in the number of the Local Council Tax Reduction (benefits) scheme claimants and the ability of the Government Continue monitoring Monthly in-year monitoring to change welfare policy impacting on the arrangements. Based on risk of 2 2 4 £467,202 25% £116,801 of tax base position. amount that can be claimed. Caseload has a 5% increase in caseload. reduced since its implementation but this could easily fluctuate back the other way in 2016/17.
Concern around the impact and Impact of wider Welfare Reform agenda. Regular monitoring of consequences for the most Includes those associated with likely increase activity via the Stour vulnerable in our community. in demand for Discretionary Housing Valley and Poole Concern in respect of the 2 2 4 £500,000 25% £125,000 Payments (DHP) in 2016/17 following the Partnership and Housing impact on the Council's housing benefit cap arrangements and the Services services if landlords do not introduction of Universal Credit. receive payment.
APPENDIX 2(iv) Risk Description / Liability Controls in Place Proposed Management Impact Likelihood Residual Potential Weighting Weighted Actions Risk Score Impact Amount
Continued development of Reductions in Fees, Charges and Rents Monthly monitoring of the monitoring arrangements. Income. Risk also reflects the decline in key areas of fees & 3 2 6 £720,000 50% £360,000 2015/16 £24m in fees and charges - individuals personal wealth. charges income Impact assumes a 3% variation.
Robust quarterly financial Continue monitoring Reduction in income from the investment of monitoring arrangements arrangements. Based on a the Council's day to day cash balances and in place at Cabinet level potential 0.25% reduction in 2 1 2 £96,000 10% £9,600 reserves and quarterly review by interest rates (what the markets Audit Committee refer to as downside risk).
Risk that investment income due to the Council from its stake in various Dolphin Continual dialogue with the Council have to agree at centre units could be reduced based on leaseholder and monitoring of outset that intended whether they are, or become, void and the the financial forecasts. Based on 3 2 6 £325,000 50% £162,500 capital expenditure meets an assumed risk associated with extent of qualifying capital expenditure which qualifying criteria 50% of the potential income from the Council would have to contribute to any the centre. investment proposals.
Continual monitoring via Budget Savings, efficiencies and additional resources Regular monitoring via the Monitoring Reports and Budget assumed within the 2016/17 base budget of Cabinet and Management Steering Group process. Based 4 1 4 £3,100,000 25% £775,000 on an assumed risk associated with £12.4m will not be delivered. Team budget process 25% of the savings recognised in the base budget.
The £11.5m of savings and efficiencies Continue monitoring and required to balance years 2 to 4 of the MTFP Robust Medium Term development of the process. will become increasingly challenging to Financial Planning Years 2 to 4 savings estimated deliver. Particularly as they are after an process including Cabinet 4 2 8 £2,875,000 75% £2,156,250 assumed 3.99% Council Tax increase in each / Management Team at £11.5m risk based. Risk recognises 25% of the savings year and they are after the £12.4m identified budget process target for delivery to balance the 2016/17 budget.
APPENDIX 2(iv) Risk Description / Liability Controls in Place Proposed Management Impact Likelihood Residual Potential Weighting Weighted Actions Risk Score Impact Amount
Acceleration of the School Academy Ongoing dialogue with programme leading to earlier than anticipated Continued monitoring by the schools to understand 3 1 3 £651,000 10% £65,100 reductions in the Council's Education Council's Officer Change Board their individual plans. Services Grant (ESG).
Risk of funds invested in financial institutions Treasury Management that are not able to repay. Risk exposure Continual review by Audit Strategy which advoactes increased following the Financial Services Committee and as supported by 4 1 4 £2,500,000 25% £625,000 a minimum cash holding (Banking Reform) Act 2013 and new External Advisors position. mandatory "bail in" proposals within the UK.
Robust procurement and Contract Management Regular review of contract procedures. Including Failure of a Major Contractor performance and contractor 2 2 4 £500,000 25% £125,000 performance bonds and financial standing. parent company guarantees
Operational procedures Consider potential to obtain Major Incident 4 1 4 £1,000,000 25% £250,000 and planning. national funding.
APPENDIX 2(iv) Risk Description / Liability Controls in Place Proposed Management Impact Likelihood Residual Potential Weighting Weighted Actions Risk Score Impact Amount
Government will meet Community Right to Bid: Private owners may costs of total Management & monitoring of claim compensation for loss and expenses compensation payments scheme by Council Planning & 1 2 2 £20,000 10% £2,000 incurred through assets listed by local groups that exceed £20,000 in Regeneration Team as having a community value any one year.
TOTAL PROPOSED MINIMUM LEVEL OF BALANCES £24,552,202 £10,881,751
In addition to the assessment of the identified individuals risks the Council also assess the risk against overall total. A risk weighting of approximately 57% would assess the minimum to be around £6.25m.
Assessment equates to a required range for un-earmarked reserves of £6.25m to £10.9m
APPENDIX 2(iv) RESERVES RISK ASSESSMENT
SCORING MATRIX
LIKELIHOOD
Severe / Catastrophic 4 4 (25%) 8 (75%) 12 (100%) 16 (100%) Over £1m
Major 3 3 (10%) 6 (50%) 9 (100%) 12 (100%) £500k to £1m
Moderate IMPACT 2 2 (10%) 4 (25%) 6 (50%) 8 (75%) £100k to £500k
Minor 1 1 (10%) 2 (10%) 3 (10%) 4 (25%) Below £100k
1 2 3 4
Unlikely Possible Likely Very Likely
• May occur in time but • May occur • Likely to occur • Will occur or does very infrequent, perhaps occasionally, perhaps imminently or within occur regularly once in a lifetime once every few years the next few months • to a year Odds of Evens or • Odds of 100-1 to 1000-1 • Odds of 10-1 to 99-1 Absolute Certainty • Odds of 10-1 to Evens
% relates to the weighting which will be given to the potential impact to determine the reserve provision required.
APPENDIX 2 (v) SUMMARY CAPITAL PROGRAMME 2015 TO 2022
Current Estimated Estimated Estimated Total Estimated Estimated Estimated Total Approved Allocations Allocations Allocations Programme Allocations Allocations Allocations Programme Portfolio Programme 2015/16 2016/17 2017/18 2018/19 2015/19 2019/20 2020/21 2021/22 2015/22 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000
People - Children 3,833 5,205 2,706 3,516 15,260 5,144 200 0 20,604 People - Adult Social Care 634 796 98 0 1,528 0 0 0 1,528 People - Other 3,481 3,844 2,603 529 10,457 575 575 0 11,607 Place 12,661 19,226 10,520 9,759 52,166 12,387 3,962 315 68,830 Business Improvement 3,041 1,129 165 165 4,500 165 165 0 4,830
Total Programme 23,649 30,201 16,092 13,968 83,910 18,271 4,902 315 107,398
Funding 2015/16 2016/17 2017/18 2018/19 2015/19 2019/20 2020/21 2021/22 2015/22 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Capital Fund and Revenue Contributions (5,653) (6,204) (2,069) (964) (14,890) (367) (367) 0 (15,624) Capital Receipts (2,232) (350) (530) 0 (3,112) 0 0 0 (3,112) Prudential Borrowing (5,162) (6,172) (2,848) (968) (15,150) (2,542) (1,082) (315) (19,089) Total Council Contribution (13,047) (12,726) (5,447) (1,932) (33,152) (2,909) (1,449) (315) (37,826) Education Grants (3,738) (4,611) (2,651) (1,947) (12,947) (235) (200) 0 (13,382) Miscellaneous Grants (4,882) (12,185) (7,173) (9,164) (33,404) (10,218) (3,253) 0 (46,874) Supported Borrowing SCE(R) - previous allocations (1) (91) 0 (926) (1,018) (4,909) 0 0 (5,927) Third Party Contributions (1,981) (587) (821) 0 (3,389) 0 0 0 (3,389) Total External Contribution (10,601) (17,475) (10,645) (12,037) (50,758) (15,362) (3,453) 0 (69,572) Total Funding (23,649) (30,201) (16,092) (13,968) (83,910) (18,271) (4,902) (315) (107,398)
Net Funding Gap 0 0 0 0 0 0 0 0 0
Appendix 3i BOROUGH OF POOLE
SUMMARY CAPITAL PROGRAMME
Current Medium Term Scheme Details Approved Planned Planned Planned Financial Planned Planned Planned Total Programme Programme Programme Programme Plan Total Programme Programme Programme Programme 2015/16 2016/17 2017/18 2018/19 2015 to 2019 2019/20 2020/21 2021/22 2015 to 2022 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 PEOPLE - CHILDREN Age of Transfer Magna Academy - BSF Scheme 17 64 0 0 81 0 0 0 81 Montacute Swimming Pool 41 0 0 0 41 0 0 0 41 Corfe Hills Pyramid - Options Study 21 0 0 0 21 0 0 0 21 St Edward's RC CE VA School (7) 0 0 0 (7) 0 0 0 (7) Basic Need - Pupil Place Requirements Carter Community College 0 500 500 3,000 4,000 3,000 0 0 7,000 Ocean Academy 1,716 292 150 11 2,169 0 0 0 2,169 Basic Need Contingency 0 0 0 0 0 1,909 0 0 1,909 Lilliput CE VC Infant School 81 1,494 0 0 1,576 0 0 0 1,576 Hamworthy Park Junior School 950 40 0 0 991 0 0 0 991 Needs analysis and master planning 30 40 40 35 145 0 0 0 145 Oakdale Junior School 71 36 0 0 107 0 0 0 107 Longfleet CE VC Primary School 71 0 0 0 71 0 0 0 71 Heatherlands Primary School PCP 41 0 0 0 41 0 0 0 41 Turlin Moor Community School 22 0 0 0 22 0 0 0 22 Old Town Infant School and Nursery 21 0 0 0 21 0 0 0 21 Stanley Green Infant School 15 0 0 0 15 0 0 0 15 St Joseph's Catholic Primary School 3 0 0 0 3 0 0 0 3 Bishop Aldhelm's CE VA Primary School 3 0 0 0 3 0 0 0 3 Statutory Priorities - Access Access projects 58 100 100 100 358 100 0 0 458 Merley First Access Hall Ventillation 25 0 0 0 25 0 0 0 25 Merley First Access project 13 0 0 0 13 0 0 0 13 Canford Heath Junior Access project 6 0 0 0 6 0 0 0 6 Ad Astra Access project 3 0 0 0 3 0 0 0 3 Statutory Priorities - Other Contingency for Capital Maintenance 45 1,746 1,746 300 3,836 100 200 0 4,136 Condition Surveys 162 0 0 0 162 0 0 0 162 Livingstone Road - Health & Safety Works 0 65 0 0 65 0 0 0 65 Hillbourne School - Boilers 46 0 0 0 46 0 0 0 46 Hillbourne School - Toilets 19 0 0 0 19 0 0 0 19 Lilliput - Roof Repairs 17 0 0 0 17 0 0 0 17 Lilliput Hub - Health & Safety Works 15 0 0 0 15 0 0 0 15 Fire safety audits 5 5 5 0 15 0 0 0 15 Baden Powell - Health & Safety Works 12 0 0 0 12 0 0 0 12 Carter Children's Centre - Water Feed Works 9 0 0 0 9 0 0 0 9 Hillbourne School - Health & Safety Works 5 0 0 0 5 0 0 0 5 Canford Heath Children's Centre 3 0 0 0 3 0 0 0 3 Old Town Children's Centre 2 0 0 0 2 0 0 0 2 Poole Grammar School - Rooflights Investigation 2 0 0 0 2 0 0 0 2 Other Priorities and Old Schemes Early education for 2 year olds 0 52 0 0 53 0 0 0 53 Universal Infant free School Meals 49 0 0 0 49 0 0 0 49 Baden Powell Hub Kitchen 29 0 0 0 29 0 0 0 29 Devolved Formula Capital & Other Schemes Education Schools Formula Capital 177 177 110 70 533 35 0 0 568 Children's Social Care Children's Services Case Management System 0 594 55 0 649 0 0 0 649 Early Help Review 35 0 0 0 35 0 0 0 35
TOTAL PEOPLE - CHILDREN 3,833 5,205 2,706 3,516 15,260 5,144 200 0 20,604
Appendix 3ii Current Medium Term Scheme Details Approved Planned Planned Planned Financial Planned Planned Planned Total Programme Programme Programme Programme Plan Total Programme Programme Programme Programme 2015/16 2016/17 2017/18 2018/19 2015 to 2019 2019/20 2020/21 2021/22 2015 to 2022 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000
PEOPLE - ADULT SOCIAL CARE Case Management System 471 88 0 0 559 0 0 0 559 Mitchell House Development 70 237 98 0 405 0 0 0 405 Extra Care Housing scheme 0 350 0 0 350 0 0 0 350 Dorset Care Record - Partnering Agreement 0 122 0 0 122 0 0 0 122 Learning Disability Service Campus closure programme 74 0 0 0 74 0 0 0 74 Autism Innovation 19 0 0 0 19 0 0 0 19
TOTAL PEOPLE - ADULT SOCIAL CARE 634 796 98 0 1,528 0 0 0 1,528
PEOPLE - OTHER Housing & Community Services Disabled Facilities Grants 658 553 529 529 2,269 575 575 0 3,419 Private Sector Renewal-warmth & well-being 0 232 0 0 232 0 0 0 232 Social Housing Grants - Bespoke Purchase Programme 114 100 0 0 214 0 0 0 214 Culture & Community Services (Sports & Recreation) New Beach Huts - Phase 2 (including Public Realm Enhancements) 125 1,685 1,810 0 3,620 0 0 0 3,620 New Beach Huts 877 0 0 0 877 0 0 0 877 Improvements to Council Leisure Centres 400 275 0 0 675 0 0 0 675 Contribution to Lighthouse - Arts Council Investment Programme Bid 595 0 0 0 595 0 0 0 595 Upton Country Park 0 500 0 0 500 0 0 0 500 Suitable Alternative Natural Greenspace (SANG) - Phase 3 onwards 0 0 264 0 264 0 0 0 264 Lighthouse Cashflow Loan 0 229 0 0 229 0 0 0 229 Ashdown Leisure Centre - Fire Protection Works 184 34 0 0 218 0 0 0 218 Suitable Alternative Natural Greenspace (SANG) - Creation Phase 2 0 200 0 0 200 0 0 0 200 Suitable Alternative Natural Greenspace (SANG) - Creation 129 0 0 0 129 0 0 0 129 Branksome Prom Toilet Facilities 90 0 0 0 90 0 0 0 90 CCTV Cameras Poole Seafront 82 0 0 0 82 0 0 0 82 Sea Music conservation project - Development phase 68 0 0 0 68 0 0 0 68 Branksome Park Tennis Facility 35 0 0 0 35 0 0 0 35 Poole Museum Improvements to Exhibition Spaces 17 17 0 0 34 0 0 0 34 Maypole/Guildhall Open Space Improvements 30 0 0 0 30 0 0 0 30 Ashdown Club House Development 23 0 0 0 23 0 0 0 23 Broadstone Rec Sporting Facilities 20 0 0 0 20 0 0 0 20 Upton Country Park - Heritage Lottery Bid 0 20 0 0 20 0 0 0 20 Ashdown Outdoor Sports Facilities 15 0 0 0 15 0 0 0 15 Hamworthy Tennis and Netball Facilities 15 0 0 0 15 0 0 0 15 Sandbanks Blue Flag Path 3 0 0 0 3 0 0 0 3
TOTAL PEOPLE - OTHER 3,481 3,844 2,603 529 10,457 575 575 0 11,607
Appendix 3ii Current Medium Term Scheme Details Approved Planned Planned Planned Financial Planned Planned Planned Total Programme Programme Programme Programme Plan Total Programme Programme Programme Programme 2015/16 2016/17 2017/18 2018/19 2015 to 2019 2019/20 2020/21 2021/22 2015 to 2022 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000
PLACE Transportation Services Poole Bridge 0 0 0 0 0 0 0 0 0 LTP Unallocated 0 0 0 1,230 1,230 1,230 1,230 0 3,690 Dorset Growth Deal 0 Town side Access to the Port of Poole 0 0 137 6,000 6,137 3,000 0 0 9,137 A349 Gravel Hill Improvements 398 3,930 0 0 4,328 0 0 0 4,328 Poole Bridge Approach Spans 410 3,703 0 0 4,113 0 0 0 4,113 Port of Poole 0 0 0 0 0 3,000 0 0 3,000 Dunyeats Road 0 670 1,330 0 2,000 0 0 0 2,000 Key Junction Improvements 0 0 0 670 670 1,330 0 0 2,000 Development of Business cases for Major Schemes 0 0 1,120 0 1,120 0 0 0 1,120 Business Case for Pottery Junction 30 0 0 0 30 0 0 0 30 Strategic Network Improvements 0 Town centre Public Realm Schemes 68 225 100 0 393 0 0 0 393 Town Centre Access & Movement SPD Schemes 22 0 100 0 122 0 0 0 122 SED Traffic model 25 25 25 0 75 0 0 0 75 Feasibility and Advanced Design for Future Year DLEP and LTP Schemes 0 50 0 0 50 0 0 0 50 Manage and Maintain the Existing Network More Efficiently 0 ITS 2015/16 programme 95 55 72 0 222 0 0 0 222 Ashley Road - Uppleby Road to Pearson Avenue 0 90 0 0 90 0 0 0 90 ITS - 2014/15 programme 27 0 0 0 27 0 0 0 27 Public Transport Alternatives to the Car 0 0 0 0 0 0 0 0 0 Bus Facilities 0 90 88 0 178 0 0 0 178 Bus Facilities - Raised kerbs 2013-16 42 0 0 0 42 0 0 0 42 Bus Facilities - shelters 42 0 0 0 42 0 0 0 42 Real time information 2015/16 30 0 0 0 30 0 0 0 30 Real time information 28 0 0 0 28 0 0 0 28 SW Pass Inf. (Traveline) 7 8 8 0 23 0 0 0 23 Active Travel and Greener Travel Choices 0 0 0 0 0 0 0 0 0 Hatchpond Traffic Signal Refurbishment 229 191 150 0 570 0 0 0 570 Cycling and Walking 2015/16 227 55 200 0 482 0 0 0 482 Dropped Crossings 2015/16 48 5 20 0 73 0 0 0 73 Rights of Way Improvement (2015/16) 13 10 10 0 33 0 0 0 33 Cycling and Walking 30 0 0 0 30 0 0 0 30 Travel Safety Measures 0 0 0 0 0 0 0 0 0 Pedestrian Crossing Non-signalised (2015/16) 118 130 100 0 348 0 0 0 348 Pedestrian Crossings Signalised (2015/16) 279 0 0 0 279 0 0 0 279 School schemes 2015/16 69 25 50 0 144 0 0 0 144 Road Safety Schemes 2015/16 (20mph zones) 52 35 50 0 137 0 0 0 137 Road Safety - Safety Improvements 0 102 0 0 102 0 0 0 102 School schemes 35 0 0 0 35 0 0 0 35 Road Safety Schemes 2014/15 (20mph zones) 18 0 0 0 18 0 0 0 18 New Junior School - Pavement and verges plus temporary fencing 10 0 0 0 10 0 0 0 10 Oakdale Jun Offsite Transport 9 0 0 0 9 0 0 0 9 Rosemary Road - traffic calming 5 0 0 0 5 0 0 0 5 Pedestrian Crossing Facilities (2014/15) 2 0 0 0 2 0 0 0 2 Supporting Economic Growth 0 A338 Business Case Independent Review 8 0 0 0 8 0 0 0 8 Improve Quality of Life 0 West Street/West Quay Road Safety Improvements 50 0 0 0 50 0 0 0 50 Major Developer Contribution Schemes 0 0 0 0 0 0 0 0 0 Hamworthy Park Rail Crossing 847 0 0 0 847 0 0 0 847 Maintenance - Other 0 Street Lighting investment project 2,479 2,933 2,933 0 8,345 0 0 0 8,345 Dolphin Centre Multi Storey Car Park 0 0 0 0 0 0 0 0 0 Shoppers 1 Car Park 1,372 0 0 0 1,372 0 0 0 1,372 Street Lighting 2015/16 109 0 0 300 409 300 0 0 709 Car Park Machines 0 494 0 0 494 0 0 0 494 Shoppers 2 Car Park 85 0 0 0 85 0 0 0 85
Appendix 3ii Current Medium Term Scheme Details Approved Planned Planned Planned Financial Planned Planned Planned Total Programme Programme Programme Programme Plan Total Programme Programme Programme Programme 2015/16 2016/17 2017/18 2018/19 2015 to 2019 2019/20 2020/21 2021/22 2015 to 2022 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Maintenance - Structures Bridge Maintenance 2 150 0 0 152 0 0 0 152 Delph Bridge Waterproofing 0 0 150 0 150 0 0 0 150 Towngate Bridge Concrete repairs 0 0 128 0 128 0 0 0 128 Canford Bridge East Elevation Pointing 0 0 54 0 54 0 0 0 54 Bournemouth Road Footway Resurfacing 19 0 0 0 19 0 0 0 19 Poole Bridge CCTV Cameras replacement 9 0 0 0 9 0 0 0 9 Canford Suspension Bridge 2 0 0 0 2 0 0 0 2 Ferry Way 2 0 0 0 2 0 0 0 2 Maintenance - Principal and Non-Principal Roads 0 Highways Maintenance Unallocated 0 0 120 556 676 856 1,556 0 3,088 Micro asphalt programme (Preventative maintenance - 25000m2 micro asph 255 0 0 0 255 0 0 0 255 A349 Waterloo Road (to tie in with Hatch Pond Signal refurbishment) 0 160 0 0 160 0 0 0 160 B3065 The Avenue (Tower Rd to Pinecliff Road) 0 0 160 0 160 0 0 0 160 C333 Herbert Avenue (Arne Avenue to Alder Road) 150 0 0 0 150 0 0 0 150 Aspley Crescent 2015/16 133 0 0 0 133 0 0 0 133 Site Preparation for Surface Treatments 124 0 0 0 124 0 0 0 124 Micro asphalt programme (Preventative maintenance - 23000m2 micro asph 0 0 120 0 120 0 0 0 120 Surface dressing (Preventative maintenance - 23,000m2 surface dressing) 2 0 0 120 0 120 0 0 0 120 Queen Anne Drive (junction at Gravel Hill) 0 100 0 0 100 0 0 0 100 Lindsay Road (St Aldhelms to Leicester Road) 0 100 0 0 100 0 0 0 100 Surface dressing (Preventative maintenance - 23,000m2 surface dressing) 93 0 0 0 93 0 0 0 93 Surface dressing (Preventative maintenance - 21,000m2 surface dressing) 0 90 0 0 90 0 0 0 90 Special Drainage 2016/17 0 90 0 0 90 0 0 0 90 Special Drainage 2015/16 83 0 0 0 83 0 0 0 83 B3061 Ashley Road (Cranbrook Road to Seaview) Phase 4 81 0 0 0 81 0 0 0 81 Mansfield Road 0 0 80 0 80 0 0 0 80 A3040 Alder Road (Wallisdown Rd to Langside Avenue) 0 0 75 0 75 0 0 0 75 B3068 Ringwood Road (Old Wareham Road to Haskells Road) 0 0 70 0 70 0 0 0 70 Special Drainage 2017/18 0 0 66 0 66 0 0 0 66 livingstone road (Uppleby Road to Lawson Road) 0 65 0 0 65 0 0 0 65 Micro asphalt programme (Preventative maintenance - 23000m2 micro asph 0 52 0 0 52 0 0 0 52 Structural Maintenance Fees 2015/16 40 0 0 0 40 0 0 0 40 Gorsehill Crescent 0 40 0 0 40 0 0 0 40 Skid resistance improvement programme 0 40 0 0 40 0 0 0 40 Chetwode Way 0 0 40 0 40 0 0 0 40 Vanguard Rd Tree Removal 39 0 0 0 39 0 0 0 39 B3061 Ashley Road (Richmond Rd to Jubilee Road) Phase 3 31 0 0 0 31 0 0 0 31 Carriageway sealing (Preventative maintenance - 21,000m2) 2015/16 31 0 0 0 31 0 0 0 31 Carriageway sealing (Preventative maintenance - 21,000m2) 2016/17 0 30 0 0 30 0 0 0 30 Surveys & software 2016/17 0 30 0 0 30 0 0 0 30 Carriageway sealing (Preventative maintenance - 21,000m2) 2017/18 0 0 30 0 30 0 0 0 30 Surveys & software 2017/18 0 0 30 0 30 0 0 0 30 Jackson Road Upper Road Footpath Link 15 0 0 0 15 0 0 0 15 Surveys & software 2015/16 13 0 0 0 13 0 0 0 13 Devon Road Footpath 10 0 0 0 10 0 0 0 10 Bournemouth Road Phase 5 1 0 0 0 1 0 0 0 1 Special Drainage 2014/15 1 0 0 0 1 0 0 0 1 Planned Patching and Prep (3) 0 0 0 (3) 0 0 0 (3) Fully developer-funded schemes Asda Car Park Extension 50 0 0 0 50 0 0 0 50 S278 Toucan Way Broadstone Crossing 37 0 0 0 37 0 0 0 37 Former Bluebird site Old Wareham Road 24 0 0 0 24 0 0 0 24 Longfleet Crossing 7 0 0 0 7 0 0 0 7 Public Footpath no 127 Ringwood Road to Old Wareham Road 5 0 0 0 5 0 0 0 5 Denmark Lane 5 0 0 0 5 0 0 0 5 Automatic Number Plate Recognition Cameras 3 0 0 0 3 0 0 0 3 Mount Pleasant Rd - old scheme 2 0 0 0 2 0 0 0 2
Appendix 3ii Current Medium Term Scheme Details Approved Planned Planned Planned Financial Planned Planned Planned Total Programme Programme Programme Programme Plan Total Programme Programme Programme Programme 2015/16 2016/17 2017/18 2018/19 2015 to 2019 2019/20 2020/21 2021/22 2015 to 2022 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 LSTF Programme LSTF - Network Improvements Ashley Road Improvements 263 0 0 0 263 0 0 0 263 Town Centre Dropped Kerbs 19 0 0 0 19 0 0 0 19 Poole Town Centre Pedestrian and Cycling Imp. 18 0 0 0 18 0 0 0 18 Civic Centre Gyratory 6 0 0 0 6 0 0 0 6 Ashley Cross 1 0 0 0 1 0 0 0 1 Signing Improvements in Old Town 1 0 0 0 1 0 0 0 1 Poole Road/Bourne Valley Cycle and PT Improvements (1) 0 0 0 (1) 0 0 0 (1) LSTF - Bus Shelter/Stop Upgrade Upgrade stops (civils) 23 0 0 0 23 0 0 0 23 Upgrade shelters 12 0 0 0 12 0 0 0 12 Superstops including CCTV 4 0 0 0 4 0 0 0 4 LSTF - ITS Improvements Signal Upgrade/refurb and optimisation + RTI 18 0 0 0 18 0 0 0 18 LSTF - Travel Planning Travel Planning (organisational) 10 0 0 0 10 0 0 0 10 BBAF Programme BBAF - Screens & Shelters - Lot 2 Real Time Displays 39 0 0 0 39 0 0 0 39 BBAF Solar/Bus stops 34 0 0 0 34 0 0 0 34 EV CHARGING EV Charging - installation of charge points - Poole 226 0 0 0 226 0 0 0 226 EV Charging - installation of charge points - Dorset 17 0 0 0 17 0 0 0 17 EV Charging - installation of charge points - Bournemouth 4 0 0 0 4 0 0 0 4 Transportation Services - Other Schemes Branksome East Viaduct 29 0 0 0 29 0 0 0 29 Transportation Services - Coastal Protection Coastal Protection - Creekmoor Flood Alleviation 0 100 1,500 0 1,600 0 0 0 1,600 Coastal Protection - Central Poole Flood Defence 0 310 0 0 310 94 94 0 498 Coastal Protection - Sterte Pumping Station Refurbishment 0 150 262 0 412 0 0 0 412 Coastal Protection - Central Poole Study 285 50 0 0 335 0 0 0 335 Coastal Protection - Holes Bay Salt Marsh Regeneration 0 180 35 35 250 35 0 0 285 Coastal Protection - Statutory Consultee Role 0 57 0 0 57 0 0 0 57 Nearshore Beach Replenishment Trial 36 0 0 0 36 0 0 0 36 Coastal Protection - Flap Valves 25 0 0 0 25 0 0 0 25 Coastal Protection - Shore Road/Sandbanks Recovery and Renourishment 21 0 0 0 21 0 0 0 21 Coastal Protection - Whitley Lake Sea Defence Feasibility Study 6 6 0 0 12 0 0 0 12 Coastal Protection - Poole Frontage Management Phase 1 & 2 3 0 0 0 3 0 0 0 3 Coastal Protection - Baiter Sea Wall 2 0 0 0 2 0 0 0 2 Coastal Protection - Partnership funding for future schemes 0 45 0 0 45 0 0 0 45 Planning and Regeneration Services Superfast Broadband 125 79 0 0 205 0 0 0 205 Suitable Alternative Natural Greenspace (SANG) - Settlement 10 153 0 0 163 0 0 0 163
Appendix 3ii Current Medium Term Scheme Details Approved Planned Planned Planned Financial Planned Planned Planned Total Programme Programme Programme Programme Plan Total Programme Programme Programme Programme 2015/16 2016/17 2017/18 2018/19 2015 to 2019 2019/20 2020/21 2021/22 2015 to 2022 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Environmental and Consumer Services Public Open Spaces and Greenspace Development Poole Park - development of HLF Bid 154 112 0 0 266 0 0 0 266 Newtown - Haskells Recreation Ground 166 0 0 0 166 0 0 0 166 Newtown - Turners Nursery 120 0 0 0 120 0 0 0 120 Hamworthy Park Improvements 0 0 80 0 80 0 0 0 80 Coy Pond improvements 49 0 0 0 49 0 0 0 49 Fenners Field and Selkirk Close Open Space Improvements 39 0 0 0 39 0 0 0 39 Branksome Rec Play Improvement 28 0 0 0 28 0 0 0 28 Branksome East Open Spaces improvements 22 0 0 0 22 0 0 0 22 Broadstone Play Improvements 14 0 0 0 14 0 0 0 14 Belben Road/Bowden Road Play Area 12 0 0 0 12 0 0 0 12 Newtown - Harford Rd/Worbarrow Gardens 15 0 0 0 15 0 0 0 15 Newtown - Branksome Cemetery 5 0 0 0 5 0 0 0 5 Newtown - Dunstan's Lane Woodland 4 0 0 0 4 0 0 0 4 Tuckers Field 1 0 0 0 1 0 0 0 1 Newtown - Uppleby Road Play Area 1 0 0 0 1 0 0 0 1 Other Schemes Fleet Replacement Strategy 2,006 3,389 288 968 6,651 2,542 1,082 315 10,590 Hatchpond Redevelopment 85 453 570 0 1,108 0 0 0 1,108 Weekly Collection Support Scheme (Govt Bin Grant) 8 368 50 0 426 0 0 0 426 Waste Infrastructure - purchase of bins 79 0 0 0 79 0 0 0 79 Site protection - Existing and Other Sites 33 0 0 0 33 0 0 0 33
TOTAL PLACE 12,661 19,226 10,520 9,759 52,166 12,387 3,962 315 68,830
BUSINESS IMPROVEMENT ICT Services Corporate ICT Investment Plan (excluding desktop) 253 529 165 165 1,112 165 165 0 1,442 Strategy Directorate Purchase of Land at Constitution Hill Road 1,691 0 0 0 1,691 0 0 0 1,691 Corporate Solar PV Programme 900 600 0 0 1,500 0 0 0 1,500 Civic Centre Multi Storey Car Park Solar PV System 13 0 0 0 13 0 0 0 13 Legal Services Burial Space Provision 82 0 0 0 82 0 0 0 82 Financial Services Financial Services - Systems Development (Licences) 100 0 0 0 100 0 0 0 100 OLAS In-house provision (invest to save) 2 0 0 0 2 0 0 0 2
TOTAL BUSINESS IMPROVEMENT 3,041 1,129 165 165 4,500 165 165 0 4,830
TOTAL PROGRAMME 23,649 30,201 16,092 13,968 83,910 18,271 4,902 315 107,398 FUNDING YET TO BE ALLOCATED Contingency 0 0 0 0 0 0 0 985 985
TOTAL RESOURCES AVAILABLE 23,649 30,201 16,092 13,968 83,910 18,271 4,902 1,301 108,384
Appendix 3ii BOROUGH OF POOLE - VEHICLE FLEET 2016/17 ONWARDS - PRUDENTIAL BORROWING ANALYSIS (Number of Vehicles due to be replaced)
Financial Year Financial Year Financial Year Financial Year Department Vehicle Make (2016/17) (2017/18) (2018/19) (2018/19)
A - Standard Vehicle - Minor Modifications, e.g. Van with Beacon Bar Adult Social Provider Citroen Dispatch Combi 5 Adult Social Provider Ford Transit connect T200 SWB 1 Cultural Ford Ranger 4 x 2 pickup 1 Cultural Vauxhall Corsa 1.0 1 Childrens Services Ford Transit connect 200 1 Democratic Services Citroen Nemo 1.4HDi LX 2 Democratic Services Ford Transit - Panel Van 1 ECPS Citroen Berlingo 1 ECPS Citroen Dispatch 1 1 ECPS Citroen Dispatch 1000 L1 H1 90 2 ECPS Citroen Dispatch Combi 1 ECPS Citroen Nemo 1.4HDi LX 4 ECPS Ford Fiesta Van 1 3 ECPS Ford Ranger 4 x 2 pickup 1 ECPS Ford Ranger 4 x 4 2 ECPS Ford Ranger 4 x 4 pickup 1 2 1 ECPS Ford Transit connect T200 SWB 2 ECPS Mitsubushi L200 1 Policy Directives Ford Fairline Coleman Milne 1 Transportation Citroen Airdream 1 Transportation Citroen Dispatch 4 Transportation Citroen Nemo 1.4HDi LX 1 Transportation Ford Transit Connect 3 Transportation Ford Transit connect T200 SWB 1 Transportation Moped 50CC 1 1
B - Standard Vehicle - Major Bodywork Modifications e.g. Refuse Vehicle, Tipper Adult Social Care Services LDV Convoy 17 seater 1 Adult Social Care Services Vauxhall Vivaro Minibus 1 Childrens Services Minibus 1 Childrens Services Fiat Ducato Maxi JTD 1 Cultural Citroen Berlingo XTR+ 1 ECPS Citroen Berlingo XTR+ 3 ECPS DAF - 18T Tipper 1 ECPS DAF - 18T Tipper with Crane 1 ECPS DAF - Truck - (HIAB) - FA LF 45.150 1 ECPS DAF 7.5T dropside 1 ECPS DAF -Tipper - FA LF 45.150 1 ECPS Dennis RCV 18-26T 9 4 ECPS Fiat Ducato Dropside (Fantail) 1 ECPS Ford Transit 350 Crewcab Tipper 4 ECPS Ford Transit Tipper 4 ECPS Gator 4x4 1 ECPS Geesink Norba RCV 26T 2 ECPS Gulley Wagon - Volvo FLDE - 1800M 1 ECPS Iveco Tipper - 45C11 1 ECPS Iveco Tipper 3.5T 2 ECPS Johnston 600 Sweeper 3 ECPS Muniserv RCV 7.5T 3 ECPS Skip Vehicle 18T 1 Transportation Citroen Berlingo XTR+ 1 Transportation FIAT Ducato Accessible Bus 3.5-5T 4 5 Transportation Ford Transit Minibus 1 Transportation Renault Accessible Bus 2
Appendix 3iii Financial Year Financial Year Financial Year Financial Year Department Vehicle Make (2016/17) (2017/18) (2018/19) (2018/19)
C - Specialist Vehicle - Specific Build or specialist Operations e.g. Compact Sweeper, Tractor or Plant / Equipment Cultural John Deere Tractor 1 Cultural Quadzilla Quad bike (4x4) 1 ECPS Barber - Beach Rake 1 ECPS Greenmech - Tracked Chipper - 10307 1 ECPS Hako Sweeper 1 ECPS Harrow 1 ECPS Hayter 48 Professional 496H 3 ECPS Ifor Williams 3.5T LM146B 1 ECPS Ifor Williams P7E trailer 1 ECPS John Deere 1565 1 ECPS John Deere 3720 tractor 1 ECPS John Deere H340 6125R 1 ECPS John Deere Ride on Rotary - X748 2 1 ECPS Komatsu - Excavator - F71165 - DIG1 1 ECPS Komatsu - Excavator - PC16R-3HS - DIG3 1 ECPS Komatsu - Excavator - PC35-MR3 - DIG2 1 ECPS Macauley Low Loader 18T - AZLL187986 1 ECPS Major - Vacuum Tanker - 2465 1 ECPS McConnell Side Arm Flail 5570 1 ECPS McConnell Side Arm Flail PA32 1 ECPS Morooka - Tracked Dumper - 3784 1 ECPS Ransomes Cylinder Ride-On Mower 1 ECPS Schmidt Swingo Sweeper 5 ECPS Stihl BG600 Back Pack Blower 1 ECPS Stihl BG86 Blower 1 1 ECPS Stihl FS460C Strimmer 1 ECPS Stihl FS90 Strimmer 1 ECPS Stihl HS86 Hedgecutter 1 ECPS Stihl TS410 Disc Cutter 1 ECPS Timberwolf - Towed Chipper - TW150DHB 1 ECPS Toro 53cm Commercial WPM 3 ECPS Wheel Loader 950K 1 ECPS Wheel Material Handler M318 1
Total Numbers 68 19 35 33
Total Estimated Cost 3,388,962 287,500 967,800 2,542,200
Note Vehicles have been scheduled for replacement based on the judgement of the Council's Fleet Manager. Consideration has been given to the age / suitability of each vehicle on the list. The vehicles have been categorised to provide assistance to both Procurement / Audit Service to ensure that they are purchased within the proper frameworks ensuring value for money. This can be OEUJ tenders, Mini Competitions, SecondHand, Operating Leases etc. The Fleet Manager ensures that the vehicle fleet remains fit for purpose and affordable , both now and for the future replacements. There are various factors which can result in changes to the agreed profile (slippage) such as Changes in Council Policy, Newer technology , Availability / Supplier Lead times , Officer Capacity , Financial Constraints.
Appendix 3iii CHILDREN'S SERVICES CAPITAL STRATEGY 2015 - 2022 18-Jan-16
Statutory Priorities 1 - Capital Maintenance
2015/16 2016/17 2017/18 2018/19 MTFP Total 2019/20 2020/21 2021/22 2015/22 Total £ £ £ £ £ £ £ £ £ Costs
Contingency for Capital Maintenance 45,290 1,745,553 1,745,553 300,000 3,836,396 100,000 200,000 0 4,136,396 Condition Surveys 162,000 0 0 0 162,000 0 0 0 162,000 Livingstone Road - Health & Safety Works 0 65,000 0 0 65,000 0 0 0 65,000 Hillbourne School - Boilers 45,734 0 0 0 45,734 0 0 0 45,734 Hillbourne School - Toilets 19,155 0 0 0 19,155 0 0 0 19,155 Lilliput - Roof Repairs 16,500 0 0 0 16,500 0 0 0 16,500 Lilliput Hub - Health & Safety Works 15,085 0 0 0 15,085 0 0 0 15,085 Fire safety audits 5,000 5,000 5,000 0 15,000 0 0 0 15,000 Baden Powell - Health & Safety Works 12,056 0 0 0 12,056 0 0 0 12,056 Carter Children's Centre - Water Feed Works 9,106 0 0 0 9,106 0 0 0 9,106 Hillbourne School - Health & Safety Works 5,000 0 0 0 5,000 0 0 0 5,000 Canford Heath Children's Centre 2,657 0 0 0 2,657 0 0 0 2,657 Poole Grammar School - Rooflights Investigation 2,328 0 0 0 2,328 0 0 0 2,328 Old Town Children's Centre 1,985 0 0 0 1,985 0 0 0 1,985
Total Costs 341,897 1,815,553 1,750,553 300,000 4,208,002 100,000 200,000 0 4,508,002
Identified Funding
School Condition Allocation (361,425) (970,000) (1,439,959) (300,000) (3,071,384) (100,000) (200,000) 0 (3,371,384) Capital Maintenance Grant 0 (845,553) (310,593) 0 (1,156,146) 0 0 0 (1,156,146) SCE(r) 19,528 0 0 (0) 19,528 (0) 0 0 19,528
Total Funding (341,897) (1,815,553) (1,750,553) (300,000) (4,208,002) (100,000) (200,000) 0 (4,508,002)
Funding Gap 0 0 0 0 0 0 0 0 0
Appendix 3iv A CHILDREN'S SERVICES CAPITAL STRATEGY 2015 - 2022 18-Jan-16
Statutory Priorities 2 - Basic Needs - Pupil Place Requirements
2015/16 2016/17 2017/18 2018/19 MTFP Total 2019/20 2020/21 2021/22 2015/22 Total £ £ £ £ £ £ £ £ £ Costs
Current & Proposed Schemes Carter Community College 0 500,000 500,000 3,000,000 4,000,000 3,000,000 0 0 7,000,000 Ocean Academy 1,716,056 291,902 150,000 10,797 2,168,755 0 0 0 2,168,755 Hamworthy Park Junior School 950,232 40,350 0 0 990,582 0 0 0 990,582 Lilliput CE VC Infant School 81,488 1,494,487 0 0 1,575,975 0 0 0 1,575,975 Oakdale Junior School 70,914 36,000 0 0 106,914 0 0 0 106,914 Longfleet CE VC Primary School 71,372 0 0 0 71,372 0 0 0 71,372 Heatherlands Primary School PCP 41,152 0 0 0 41,152 0 0 0 41,152 Turlin Moor Community School 22,176 0 0 0 22,176 0 0 0 22,176 Old Town Infant School and Nursery 20,816 0 0 0 20,816 0 0 0 20,816 Stanley Green Infant School 14,885 0 0 0 14,885 0 0 0 14,885 St Joseph's Catholic Primary School 3,440 0 0 0 3,440 0 0 0 3,440 Bishop Aldhelm's CE VA Primary School 2,655 0 0 0 2,655 0 0 0 2,655
Future Funding Available Basic Need Contingency 0 0 0 0 0 1,909,037 0 0 1,909,037
Other Funding Needs analysis and master planning 30,164 40,000 40,000 35,000 145,164 0 0 0 145,164
Total costs 3,025,351 2,402,739 690,000 3,045,797 9,163,887 4,909,037 0 0 14,072,923
Identified funding
Basic Need Grant (2,945,823) (2,402,739) (690,000) (1,476,648) (7,515,210) 0 0 0 (7,515,210) SCE(r) (19,528) (0) 0 (926,263) (945,791) (4,909,037) 0 0 (5,854,828) Capital Fund 0 0 0 (642,886) (642,886) 0 0 0 (642,886) School Funding (60,000) 0 0 0 (60,000) 0 0 0 (60,000)
Total funding (3,025,351) (2,402,739) (690,000) (3,045,797) (9,163,887) (4,909,037) 0 0 (14,072,923)
Children's Services Capital Programme Funding Gap 0 0 0 0 0 0 0 0 0
Notes and revised assumptions 1) The cost of the temporary increase in Secondary places will be met within existing schools. 2) The Project Teams will continue to ensure that all available savings are realised from these projects between now and final completion. 3) Additional sources of funding have been utilised in order to obtain economies of scale within individual projects.
Appendix 3iv B CHILDREN'S SERVICES CAPITAL STRATEGY 2015 - 2022 18-Jan-16
Statutory Priorities 3 - Other
2015/16 2016/17 2017/18 2018/19 MTFP Total 2019/20 2020/21 2021/22 2015/22 Total £ £ £ £ £ £ £ £ £ Costs
Access projects 57,622 100,000 100,000 100,000 357,622 100,000 0 0 457,622 Merley First Access Hall Ventillation 25,000 0 0 0 25,000 0 0 0 25,000 Merley First Access project 13,375 0 0 0 13,375 0 0 0 13,375 Canford Heath Junior Access project 6,483 0 0 0 6,483 0 0 0 6,483 Ad Astra Access project 3,000 0 0 0 3,000 0 0 0 3,000
Total Costs 105,480 100,000 100,000 100,000 405,480 100,000 0 0 505,480
Identified Funding
School Condition Allocation (105,480) (100,000) (100,000) (100,000) (405,480) (100,000) 0 0 (505,480)
Total Funding (105,480) (100,000) (100,000) (100,000) (405,480) (100,000) 0 0 (505,480)
Funding Gap 0 0 0 0 0 0 0 0 0
Appendix 3iv C CHILDREN'S SERVICES CAPITAL STRATEGY 2015 - 2022 18-Jan-16
Local Priorities - Age of Transfer and Specialist Accommodation
2015/16 2016/17 2017/18 2018/19 MTFP Total 2019/20 2020/21 2021/22 2015/22 Total £ £ £ £ £ £ £ £ £ Age of Transfer - Costs
Magna Academy - BSF Scheme 16,685 64,000 0 0 80,685 0 0 0 80,685 Corfe Hills Pyramid - Options Study 20,869 0 0 0 20,869 0 0 0 20,869 St Edward's RC CE VA School (6,847) 0 0 0 (6,847) 0 0 0 (6,847)
Specialist Accommodation - Costs
Montacute Swimming Pool 40,656 0 0 0 40,656 0 0 0 40,656
Total Costs 71,363 64,000 0 0 135,363 0 0 0 135,363
Identified Funding
School Condition Allocation (36,218) (64,000) 0 0 (100,218) 0 0 0 (100,218) Government Grant (PfS) (35,145) 0 0 0 (35,145) 0 0 0 (35,145)
Total Funding (71,363) (64,000) 0 0 (135,363) 0 0 0 (135,363)
Children's Services Capital Programme Funding Gap 0 0 0 0 0 0 0 0 0
Notes 1) The VAT contingency has been removed, LCVAP contributions have reduced and the scheme is being reworked to establish savings.
Appendix 3iv D CHILDREN'S SERVICES CAPITAL STRATEGY 2015 - 2022 18-Jan-16
Government Priorities where schemes and funding are expected to finish on or before 31 March 2016
2015/16 2016/17 2017/18 2018/19 MTFP Total 2019/20 2020/21 2021/22 2015/22 Total £ £ £ £ £ £ £ £ £ Government Priorities and Old Schemes Early education for 2 year olds 295 52,360 0 0 52,655 0 0 0 52,655 Universal Infant free School Meals 48,777 0 0 0 48,777 0 0 0 48,777 Baden Powell Hub Kitchen 28,619 0 0 0 28,619 0 0 0 28,619 Total Costs 77,691 52,360 0 0 130,052 0 0 0 130,052 Early education for 2 year olds Early education for 2 year olds (295) (52,360) 0 0 (52,655) 0 0 0 (52,655) Other School Condition Allocation (77,396) 0 0 0 (77,396) 0 0 0 (77,396) Total Funding (77,691) (52,360) 0 0 (130,052) 0 0 0 (130,052) Funding Gap 0 0 0 0 0 0 0 0 0
Appendix 3iv E Children's Services Capital Programme - Capital Funding Needs Analysis 2015/19 Age of Transfer & Specialist Accommodation £ Magna Academy - BSF Scheme 80,685 Montacute Swimming Pool 40,656 Corfe Hills Pyramid - Options Study 20,869 St Edward's RC CE VA School (6,847) Total Expenditure - Age of Transfer 135,363 Basic Need - Pupil Place Requirements Carter Community College 4,000,000 Ocean Academy 2,168,755 Lilliput CE VC Infant School 1,575,975 Hamworthy Park Junior School 990,582 Needs analysis and master planning 145,164 Oakdale Junior School 106,914 Longfleet CE VC Primary School 71,372 Heatherlands Primary School PCP 41,152 Turlin Moor Community School 22,176 Old Town Infant School and Nursery 20,816 Stanley Green Infant School 14,885 St Joseph's Catholic Primary School 3,440 Bishop Aldhelm's CE VA Primary School 2,655 Total Expenditure - Pupil Place Requirements 9,163,887 Statutory Priorities Contingency for Capital Maintenance 3,836,396 Access projects 357,622 Condition Surveys 162,000 Livingstone Road - Health & Safety Works 65,000 Hillbourne School - Boilers 45,734 Merley First Access Hall Ventillation 25,000 Hillbourne School - Toilets 19,155 Lilliput - Roof Repairs 16,500 Lilliput Hub - Health & Safety Works 15,085 Fire safety audits 15,000 Merley First Access project 13,375 Baden Powell - Health & Safety Works 12,056 Carter Children's Centre - Water Feed Works 9,106 Canford Heath Junior Access project 6,483 Hillbourne School - Health & Safety Works 5,000 Ad Astra Access project 3,000 Canford Heath Children's Centre 2,657 Poole Grammar School - Rooflights Investigation 2,328 Old Town Children's Centre 1,985 Total Expenditure - Statutory Priorities 4,613,482 Other Priorities and Old Schemes Universal Infant free School Meals 52,655 Baden Powell Hub Kitchen 48,777 Early education for 2 year olds 28,619 Total Expenditure - Old Priorities 130,052 Total Expenditure - Children's Services Capital Programme 14,042,783 Income from Government Grants Basic Need Grant (7,515,210) School Condition Allocation (3,654,478) Capital Maintenance Grant (1,156,146) Early education for 2 year olds (52,655) Government Grant (PfS) (35,145) Other Income SCE(r) (926,263) Capital Fund (642,886) School DFC Contributions (including VA Schools) (60,000) Total Income - Children's Services Capital Programme (14,042,783) Total Funding Gap for Age of transfer, Pupil Places and Statutory Priorities 0
Appendix 3iv F Children's Services Capital Programme - Funding Pressures 2015 - 2025
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Total Assumptions
Funding Gap 0 0 0 0 0 0 0 0 0 0 0 Current Funding Gap
Sub Total - Long Term Funding Gap Before Developments 0 0 0 0 0 0 0 0 0 0 0
Hamworthy Developments - timing of developments unknown so need may be sooner or later than modelled
Maybe later or earlier - Govt would expect a sizeable New Secondary - 2FE (300 places plus 150 place sixth form) 3,000 8,250 11,250 contribution from S106 & CIL
Transport Corridor Developments - timing of developments unknown so need may be sooner or later than modelled
Maybe later or earlier - Govt would expect a sizeable New Secondary - 2FE (300 places plus 150 place sixth form) 3,000 8,250 11,250 contribution from S106 & CIL
Total Funding Gap/(Surplus Funding) 0 0 0 0 0 0 0 6,000 16,500 0 22,500
Further Information
1) The actual funding gap may be significantly more than £0m depending on whether there are any opportunities to seek additional funding and the funding assumptions that have been made. 2) The Government is extremely likely to seek some contribution from The Borough of Poole towards Secondary Places the absolute minimum would be the anticipated CIL / S106 contributions from developments. 3) The Government have previously stated that LEA will provide the Land and the funding through Basic Need, Developer Funding etc. but the EFA will deliver any buildings. Secondary assumptions do not include the purchase of land.
Calculations
Cost of Secondary Places is calculated as follows - 450 Students x £25,000 per place = £11,250,000
Appendix 3iv G BOROUGH OF POOLE
CAPITAL PROGRAMME BOARD 27 JANUARY 2016
CABINET 9 FEBRUARY 2016
COUNCIL 23 FEBRUARY 2016
JOINT REPORT OF THE CHIEF EXECUTIVE AND THE HEAD OF CHILDREN, YOUNG PEOPLE AND LEARNING
REVIEW OF CHILDREN’S SERVICES CAPITAL STRATEGY 2015- 2019
1. EXECUTIVE SUMMARY
• The priorities for 2015-19 remain unchanged from those agreed last year.
• The strategy covers the Medium Term Financial Plan period 2015-19 and also looks forward to the following three years 2019-22.
• The Department of Education is due to announce schools capital funding allocations of basic need, capital maintenance and devolved formula capital funding in early 2016. This report will be updated to include this information once the funding allocations have been announced.
• The 2014-2018 Capital Strategy report highlighted that there was a significant funding gap of £11.8m up to the period 2020/21. When it was known that the Council had been allocated no Basic Need funding for 2017/18 the funding gap increased to £14.3m. It has now been agreed that a new Secondary school is not required up to September 2025 at least and the additional Secondary school places required over the period 2019 to 2021 will be secured through the expansion of existing schools. It has been assumed that this plan will be delivered within the limited funding available.
• Appendices A-E set out the detailed Capital Programme budgets for the current and future years in the appropriate high level categories i.e. Capital Maintenance, Basic Need, Access, Local Priorities and Government Priorities.
• The Funding Needs Analysis 2015-19 at Appendix F shows that there is currently no gap between the funding requirement and total income received in 2015-16 and brought forward from prior years.
1 Appendix 3iv • The Future Funding Pressures and Aspirations from 2019 onwards at Appendix G sets out high level estimate costs for meeting the need for additional pupil places for children generated from housing developments in the large identified sites in the Regeneration Area and Town Centre. The actual funding gap may be significantly more or less than £22.5m, depending on whether there are opportunities to seek additional funding, the funding assumptions that have been made and how the additional pupil places are created.
• It has been identified that £1.496m has been saved from the schemes delivered recently. It is proposed that this should be returned to the programme in order to be reallocated to other schemes.
• Cabinet approval is sought for the Basic Need scheme at Lilliput CE VC Infant School to replace temporary accommodation with permanent accommodation. The Funding Needs Analysis 2015-2019 at Appendix F has been updated to include the final budget allowance of £1.575m. The background detail is set out in Appendix H.
• Cabinet and Council approval is sought for the proposed strategy to secure the additional school places needed in Year 7 in September 2019 through the expansion of Carter Community School by 2 forms of entry (60 places). The Funding Needs Analysis 2015-2019 at Appendix F has been updated to include a budget allowance of £7m. Final budget approval will be sought in future once design proposals have been developed. The background detail is set out in Appendix I.
• Officers are recommending a change in policy on the use of Children’s Services Capital Programme funding. In order to reduce the risk of clawback of Government Grant, officers recommend that all funds are now targeted to the specific purpose for which they were awarded, i.e. Basic Need or School Condition Grant and that these funds are then allocated to specific schemes in the Capital Programme.
2. PURPOSE
2.1 The purpose of this report is to present information to Members to enable them to shape the Council’s Children’s Services Capital Strategy 2015-19.
3. DECISION REQUIRED
3.1 That the Capital Programme Board notes:
a) That the strategy covers the Medium Term Financial Plan period 2015- 19 but also looks forward to the following three years 2019-22.
3.2 That Cabinet and Council be recommended to approve:
a) The agreed funding priorities 2015-19 as set out in section 5 below.
2 Appendix 3iv b) In order to reduce the potential risk of clawback of Government Grants, funding should be targeted to the specific purpose for which they were awarded, i.e. Basic Need or School Condition Grant and that these funds are then allocated to specific schemes in the Capital Programme.
c) The proposal that schemes in the Funding Needs Analysis 2015-19 at Appendix F should proceed, noting the intention to make further savings from current and future schemes in order to deliver the capital programme as efficiently as possible.
d) The Lilliput CE VC Infant School scheme and a budget of £1.575m to replace temporary accommodation with permanent accommodation.
e) The recommendation of the Secondary Schools Steering Group that the additional school places needed in Year 7 in September 2019 should be secured through the expansion of Carter Community School by 2 forms of entry (60 places) and for a budget allowance of £7m is to be included in the Capital Funding Needs Analysis 2015-2019 at Appendix F.
4. BACKGROUND
4.1 The sections below sets out background information on the priorities, key drivers and sources of funding for the Children’s Services Capital Strategy 2015-19.
4.2 Appendices A - E set out the detailed Capital Programme budgets for the current and future years in the appropriate high level categories i.e. Capital Maintenance, Basic Need, Access, Local Priorities and Government Priorities.
4.3 Appendix F sets out the Children's Services Capital Funding Needs Analysis 2015-19.
4.4 Appendix G sets out the Children's Services Future Funding Pressures and Aspirations from 2019 onwards, including those not currently reflected in the Programme, which are anticipated to arise in the event of significant housing developments in the Borough.
5. CAPITAL STRATEGY PRIORITIES
5.1 The Capital Strategy originally approved in 2007 set out priorities to be used by the Authority and schools to make decisions about spending on school premises. These were grouped under three headings: Statutory Priorities, Local Priorities and Government Priorities.
5.2 Last year the following priorities for the 2014-18 Capital Strategy were agreed: Statutory Priorities • Basic Need - meeting the statutory duty to secure enough school places
3 Appendix 3iv • Sufficiency - meeting the statutory duty to ensure the sufficiency of childcare • Capital maintenance of school and children's centre premises – ensuring the health and safety of school and children's centre premises. • Adaptations to meet the individual needs of disabled pupils to access mainstream education.
Local Priorities • Providing appropriate accommodation to meet the needs of pupils accessing specialist provision in our special schools.
Government Priorities • Delivering the Aiming High for Disabled Children programme. • Meeting the duty to secure free early education for eligible two year olds. • Free school meals for all Key Stage 1 pupils.
5.3 It is recommended that the Statutory and Local Priorities for 2015-19 should remain unchanged from those agreed last year. No additional funding has been received for the Government Priorities and these schemes are expected to be completed in the next few months.
6. SOURCES OF FUNDING
6.1 In early 2016 the Education Funding Agency, an executive agency of the Department for Education, is expected to announce capital funding allocations for the three year period 2016-17, 2017-18 and 2018-19. This report will be updated once this information is available.
6.2 Poole was allocated capital funding as follows: Update once funding known
Indicative Indicative 2016/17 2017/18 2018/19 School Condition £1,327,239 £1,327,239 £ Basic Need £3,849,254 £0 £ Sub Total Basic Need & Maintenance £5,176,493 £1,327,239 £
Devolved Formula Capital Grant – non VA £176,658 £176,658 - DFC – VA £35,492 £35,492 - Sub Total DFC £212,150 £212,150 -
Local Co-ordinated Voluntary Aided £296,840 £296,840 £ Programme (LCVAP)
4 Appendix 3iv Total funding allocations £5,685,483 £1,836,229 £
6.3 The Basic Need allocations announced in February 2015 covered the period 2015/16, 2016/17 and 2017/18. Poole was not allocated any funding for 2017/18 on the basis that no additional school places are required for September 2018, assuming a level of 2% surplus places. Allocations for 2018/19 are due to be announced in early 2016.
6.4 The use of Basic Need funding is monitored by the Department for Education through the annual Capital Spend Data Collection as part of the School Capacity (SCAP) survey. Data is collected via two strands: 1) capital spend and additional places provided and 2) future capacity.
6.5 Grant allocations for School Condition, LCVAP and DFC for 2015/16 were also announced in February 2015. Indicative allocations for 2016/17 and 2017/18 were also given. These will be revised annually to take into account schools changing responsible body ie. converting to academy status. Allocations for 2016/17 are due to be announced in early 2016.
6.6 The School Condition allocation also includes funding for maintenance of Sure Start Children’s Centres as well as schools.
6.7 At the end of the 2015-16 financial year, the Department for Education will ask responsible bodies to provide them with information on how they have used their School Condition allocation for that year and what projects they have funded in their schools. 6.8 In previous years, officers have recommended that all available funding should be targeted on meeting the statutory duty to secure enough school places. Officers are now recommending a change in policy on the use of Children’s Services Capital Programme funding. In order to reduce the risk of clawback of Government Grant, officers recommend that all funds are now targeted to the specific purpose for which they were awarded, i.e. Basic Need or School Condition Grant and that these funds are then allocated to specific schemes in the Capital Programme.
6.9 Basic Need and School Condition grants are directly allocated to the Council for investment. DFC funds are allocated direct to schools and LCVAP is held centrally by the Education Funding Agency and drawn down by VA schools and Dioceses.
6.10 All the funding is allocated as grant.
7. STATUTORY PRIORITIES: BASIC NEED – SCHOOL PLACES
7.1 The Council has a statutory duty under the School Standards and Framework Act 1998 to secure sufficient school places within its area.
5 Appendix 3iv
Primary Phase
7.2 The table below sets out a summary of the school places added in the Primary phase over the period 2013-15.
Year Primary Additional places School (September) Phase +30 (1 FE) Lilliput CE VC Infant School 2013 Year R +15 (0.5 FE) St Joseph's Catholic Primary School 2013 Year 3 + 90 (3FE) Heatherlands First becomes Primary School Old Town Infant School (30 places) Stanley Green Infant School (30 places) + 135 places Turlin Moor Primary School (15 places) 2014 Year R (4.5 FE) Longfleet Primary School (30 places) Bishop Aldhelm’s Primary School (30 places)
2014 Year 3 + 40 places Oakdale Junior School
Hamworthy Park Junior School (30 places) 2015 Year 3 + 120 (4FE) New Junior School (Ocean Academy) (90 places)
7.3 The capital projects to establish the new Junior School and to expand Hamworthy Park Junior School for September 2015 were completed on time and within the approved budgets.
7.4 Following a prolonged period of sustained growth in the number of Reception pupils to September 2014, estimates suggest there may be a marked drop in the number of Reception pupils for September 2017. This lower level is likely to continue for September 2018, 2019 and 2020.
7.5 Current estimates suggest the total number of Reception pupils could be up to 180 pupils fewer in September 2017, than the peak of 1,694 Reception pupils in September 2014.
7.6 This is driven by the fall in the number of births between 2012/13 and 2013/14 in particular. A compounding factor has been the reduced levels of net in- migration of pre-school children for 2013 and 2014.
7.7 This lower number of pupils will flow through the year groups, with Junior school entry in Year 3 experiencing a similar fall in the number of pupils in September 2020.
7.8 In 2017 there is likely to be a considerable level of surplus places in Year R. Surplus places are needed to ensure that there are school places for people moving into and within Poole. The accommodation of parental preference also requires surplus capacity. Currently surplus places are concentrated in a small number of schools and under-subscribed schools in particular face challenges in planning their budget and staffing.
7.9 Published Admission Numbers (PANs) for September 2017 need to be established alongside schools’ admission arrangements and in line with
6 Appendix 3iv timescales detailed in the School Admissions Code. Where an Admission authority is proposing a reduction in PAN for 2017 there must be a period of public consultation lasting for a minimum of 6 weeks to allow parents, other schools, religious authorities and the local community to raise any objections or concerns. The consultation must take place between 1 October 2015 and 31 January 2016.
7.10 The Local Authority is the admission authority for Community and Voluntary Controlled schools. A consultation is currently being undertaken on the proposal to reduce the PAN of Sylvan Infant School from 150 to 120 in September 2017.
7.11 Own admission authority schools (Voluntary Aided or Academy) have been asked to let the Admissions Team know if they are considering a reduction in PAN for 2017/18. No schools have notified the LA of any proposed reductions in PAN.
Lilliput CE VC Infant School
7.12 As explained above, no additional school places are needed in the Primary phase for the foreseeable future but there is a need to undertake a capital project at Lilliput CE VC Infant School to replace temporary accommodation with permanent accommodation.
7.13 A high level cost allowance of £1m was included in the Children’s Services Capital Funding Needs Analysis 2013-18. Approximately £44k, including a school contribution of £3k, was spent on minor remodelling works to create a fourth Year R classbase for September 2013 and approximately £25k was spent on the feasibility study in 2014. Therefore, there is £934k of the original cost allowance remaining.
7.14 Technical consultants, appointed in August 2015, have developed design proposals for a three classroom extension with associated toilets located at the rear of the main school building. Construction work is scheduled to start in the summer holiday 2016 when the school is not in occupation and will complete in spring 2017.
7.15 Estimated costs (including fees, ICT/FFE, removal of the temporary building and reinstatement of the car park following completion of the extension and contingency) are 1.5m. Approval is sought for a total budget of £1.575m.
7.16 It is proposed that the funding shortfall between the balance remaining of £934k from the original cost allowance and the updated estimated costs should be met from the Basic Need programme contingency of £960k.
7.17 Final budget approval is now sought from Cabinet and Council. The background details are set out in in Appendix H.
Secondary Phase
7 Appendix 3iv 7.18 An update on the Secondary Schools Options Study is set out in Appendix I.
7.19 The Secondary Schools Steering Group has proposed that the strategy to secure the additional school places needed in Year 7 in September 2019 is through the expansion of Carter Community School by 2 forms of entry (60 places).
7.20 The capacity of Carter Community School would be increased from 600 places (5 year groups of 120) to 900 places (5 year groups of 180). The estimated costs, derived from the second stage feasibility study report in January 2015, are in the region of £6.5m to £7m for completion in 2019.
7.21 A budget of £700k was approved by Council in February 2014 to meet the costs of the options study and a budget allowance of £1m was also included in the Capital Funding Needs Analysis 2013-18 for the further work that will be undertaken in 2016-17 to take forward the projects approved as part of the agreed plan.
7.22 The Capital Funding Needs Analysis 2015-2019 has been updated to include a budget allowance of £7m for the costs of expanding Carter Community School in September 2019. Final budget approval will be sought in future once design proposals have been developed.
7.23 The Future Funding Pressure schedule at Appendix G sets out high level estimate costs for meeting the need for additional pupil places for the children that are likely to be generated from housing developments in the large identified sites in the Regeneration Area and Town Centre.
7.24 The actual funding gap may be significantly more or less than £22.5m, depending on whether there are opportunities to seek additional funding, the funding assumptions that have been made and how the additional pupil places are created. As no costed plans are in place at this stage for securing these school places, an average cost of £25k per school place has been assumed.
7.25 The fall in births in 2012/13 will result in significant numbers of surplus places in Year R in 2017, Year 3 in September 2020 and Year 7 in September 2024. Birth and GP data for 0 year olds for 2013/14 and 2014/15 suggest a continuation of the lower births for these years. If births remain at this level in future years, it is possible that there would be enough places in the Primary phase to accommodate children arising from housing developments without the need for additional places. The developing strategy for securing Secondary school places from 2021 needs to take into account the need for additional school places in the future as a result of housing developments.
8. STATUTORY PRIORITIES: CAPITAL MAINTENANCE – HEALTH AND SAFETY OF SCHOOL PREMISES
8.1 A contingency of £300,000 in 2015/16 and 2016/17 was set aside to meet Statutory Priorities health and safety requirements, along with Priority 1 Capital Maintenance requirements, which cannot be funded from Schools
8 Appendix 3iv Devolved Formula Capital and school reserves. Priority 1 is urgent works that will prevent the immediate closure of premises.
8.2 The table below sets out details of funding allocated in 2015/16 from the Statutory Priorities health and safety fund.
Project Budget Details
Hillbourne Primary £45,734 Boiler replacement School
Hillbourne Primary £5,000 Investigations of structural cracks in Oaks School building
Hillbourne Primary £19,155 Toilet refurbishment School
Courthill Infant School £2,478 Chimney repairs School
Old Town Children’s £2,500 Fire alarm panel Centre
Canford Heath £2,657 Replacement fire doors Children’s Centre
Poole Grammar £2,500 Investigations of failed roof lights. School
Hamworthy Children’s £12,000 Water main replacement Centre (Carter bungalow)
Baden-Powell and St £12,056 Roof repairs Peter’s CE Junior School
Lilliput CE VC Infant £15,085 Overheating in small hall (Hub) School
Lilliput CE VC Infant £16,500 Roof repairs School
Condition Surveys £162,000 Surveys of all maintained schools and leasehold academies
9 Appendix 3iv
8.3 Condition surveys are undertaken on a 5 year cycle and were last undertaken in 2010. A programme of surveys of maintained schools and leased academies was commenced in summer 2015 and survey reports will be completed in the first half of the spring term. Once the programme has been completed, the survey reports will be shared with schools and the high level outcomes reported to the Capital Programme Board.
8.4 In summer 2014 the Borough of Poole submitted to the Department for Education expressions of interest for Hillbourne Primary School and Winchelsea Special School to be included in the Priority School Building Programme 2. Condition data gathered in 2010 identified these schools as having high priority condition needs and it was believed that they would meet the bar for inclusion in the programme - ie. a complete rebuild or major refurbishment is required. In February 2015 the DfE announced the schools which had been selected for the programme and neither Hillbourne Primary School nor Winchelsea School were selected.
8.5 Both schools are now looking to the LA, as the responsible body for Community school premises, for support to address their condition needs.
8.6 Feasibility studies are currently being undertaken to determine the scale of funding that would be required to address the schools’ high priority condition needs and to ensure that their accommodation is fit for purpose.
8.7 Hillbourne Primary School is currently accommodated in the former First school buildings (Acorns and Little Acorns) and the former Middle school building (Oaks). Surplus accommodation in the Acorns building has been converted to a Children’s Centre outreach base and a community room. The Governing Body has requested that the whole school should be accommodated in one building. Therefore, the feasibility study will consider which of the two buildings (Oaks and Acorns) would be the more suitable to accommodate the whole school and determine the estimated costs of the works required to address the high priority condition needs and to extend and remodel the buildings.
8.8 The new Headteacher of Hillbourne Primary School has requested up-front funding for ICT equipment because she feels that the outdated equipment is impacting upon teaching and learning. The high-level estimate for implementation of the school’s full ICT strategy is £160k. The Head of Children, Young People and Learning has given approval for the school to spend up to £60k to provide smart boards in every classroom and projectors for the two halls as these are the most urgent items. The school are able to contribute £15k and approval is now sought for the total LA contribution of £145k.
8.9 Branksome Heath Junior School was also identified as having high priority condition needs but officers recommended that these were not significant enough to meet the bar for inclusion in the Priority School Building Programme. The building’s condition had improved since 2010 as a result of
10 Appendix 3iv maintenance works undertaken by the school, together with partnership funding from the LA. Once the 2015 condition survey has been completed, a meeting with the Executive Headteacher will be arranged to review the data in order to identify the high priority condition priorities that remain to be addressed and to consider whether there are any suitability issues that are impacting on the operation of the school. A feasibility study will then be undertaken to develop a costed plan for any works that are needed.
8.10 In addition to the £300k contingency set aside in 2016/17, it is recommended that a budget allowance of £2.89m is earmarked from prior years Capital Maintenance and School Condition grant allocations to make provision for projects arising from the feasibility studies for Hillbourne Primary School, Winchelsea School and Branksome Heath Junior School.
9. STATUTORY PRIORITIES: MEETING THE INDIVIDUAL NEEDS OF DISABLED PUPILS
9.1 Over the period 2005-10 the LA was allocated Schools Access Initiative (SAI) funding for projects to improve the accessibility of mainstream schools for disabled pupils. SAI funding for Voluntary Aided schools was within the Local Co-ordinated Voluntary Aided Programme (LCVAP) funding.
9.2 The funding was intended to improve the accessibility of mainstream schools for disabled pupils and it has been used (approx £250k per year) to provide ICT and other equipment and to make adaptations to school premises, such as lifts, ramps, acoustic treatments and the provision of hygiene rooms and changing facilities needed to meet individual pupils' specific additional needs.
9.3 Advice was sought from Legal Services on whether the Council had a statutory duty to make such adaptations, despite the SAI funding being withdrawn. The advice received was that the Council does hold a final duty to make reasonable adaptations to secure a place but might reasonably expect that academies will have adjusted their buildings to promote access and will make reasonable adjustments to their current arrangements to provide the necessary access to education without a call on this fund.
9.4 Due to funding arrangements during the first year of conversion to an academy, a policy has been adopted that the LA will consider funding minor adaptation projects within the first financial year of conversion. It is assumed that all schools will have become academies by the end of this Parliament (2019/20).
9.5 In previous years a budget of £150,000 a year has been set aside in the Capital Strategy to fund works to meet the individual needs of disabled children. On the basis of take up over the past two years, it is recommended that from 2016/17 onwards this budget is reduced to £100k a year. If funding for unexpected or complex projects is required, there would need to be a call on the capital programme contingency.
11 Appendix 3iv
10. LOCAL PRIORITIES: AGE OF TRANSFER
10.1 All capital projects related to the Age of Transfer programme have been completed with only the defects liability period, final accounts and retentions yet to be completed at St Edwards and Magna Academy.
10.2 In February 2014 Cabinet approved a budget of £200k to undertake an options study to consider Corfe Hills School’s proposal to change the age of transfer to their school and to reduce their Published Admission Number from 375 to 300.
10.3 Over the past 18 months Borough of Poole and Dorset County Council have worked with the schools in the Corfe Hills Pyramid to undertake a comprehensive process to consider whether there would be education advantages and a business case for changing the age of transfer in the Corfe Hills pyramid.
10.4 The outcomes of the detailed analysis of the educational, financial and school organisation implications of change were reported to the Capital Programme Board in November 2015.
10.5 The Governing Body of the Corfe Hills Academy Trust have considered the outcomes of the study and recognised the financial constraints on the local authorities. They have decided not to move forward with change unilaterally at this time, although they retain a wish for change in the longer term and have not put a timescale on when they intend to review the position. Therefore, it can be assumed that the current three tier structure of education will continue in the Corfe Hills Pyramid for the foreseeable future.
10.6 The cost of the options study was approximately £60k and the balance remaining of £140k has been returned to the capital programme contingency.
11. LOCAL PRIORITIES: SPECIAL SCHOOLS
Montacute School
11.1 In 2012 Montacute School submitted a successful bid to the Priority Schools Building Programme, a government programme to provide new or refurbished facilities for a small number of schools in the very worst condition. The Education Funding Agency takes the client role on behalf of the Secretary of State.
11.2 It was recognised that the school’s redevelopment through the Priority Schools Building Programme was a tremendous opportunity to improve provision for the children and families that the school serves and also provided an opportunity for the Council to deliver on other priorities.
11.3 In order for the school to remain in operation in its current buildings while the new school is built and to avoid the need for decant to temporary
12 Appendix 3iv accommodation, the Council agreed that the new school could be built on part of the Lodge Hill site. 11.4 The Education Funding Agency offered that a new community pool could also be provided as part of the school development if the Council contributed the funding for this facility. This provided an opportunity to replace a well used and valued community facility that was reaching the end of its operational life and on which considerable capital expenditure would be needed in the near future.
11.5 In April 2013 the Council approved that the cost of providing a new community swimming pool as part of the new school should be funded from the Children’s Services capital programme. A budget allowance of £630k was included in the Children's Services Capital Funding Needs Analysis 2013-18. This budget included the cost of demolition of the Police Station and the rates for the contractor’s site compound. The costs of demolition of the existing Council owned buildings on the Lodge Hill site have been financed from other Borough of Poole resources.
11.6 In October 2013 Council approved the purchase of the land owned by Dorset Police which was previously the site of Gravel Hill Police Station. During the construction of the new school building, this site was used as the contractor’s compound and access to the construction site. Once construction works are completed, this land and the residual land on the Lodge Hill site will be developed for housing.
11.7 Construction of the new school started in April 2014 and the new building was handed over in April 2015. The school was closed for an additional week over the Easter break in order to move into the new building. The school and swimming pool opened on Monday 25th April.
11.8 The new swimming pool is part of the school building and offers changing rooms, showers and toilets, an 8m x 12m swimming pool and a hot pool. All facilities are fully accessible to users with additional needs, with changing beds, hoists and tracks to all areas. The new pool has been named ‘Monty’s Pool’ by pupils at the school.
11.9 Works to the external areas and demolition of the old school building and of the existing Council owned buildings on the Lodge Hill site followed completion of the new building and were completed in October 2015.
11.10 The official opening of the new school building was held on Friday 23rd October.
11.11 Throughout the construction project, legal agreements between the Council and the EFA and between the Council and the school have been in place to allow occupation of Council owned land by the construction contractor (Kier) and by the school. Transfers are now required between the Council and the school to reflect the ownership of the land following completion of the new school and swimming pool. Agreements will also be put in place to secure the
13 Appendix 3iv long term arrangements for access to the site and maintenance of the access route.
12. UPDATE ON PRIOR YEARS SCHEMES
12.1 Although final accounts and retentions have yet to be settled some schemes, it has been identified that £1.496m has been saved from the schemes in the table below and it is proposed that this should be returned to the programme to be committed to other priorities.
School Revised Projected Saving Budget Expenditure Corfe Hills Pyramid - Options Study £200,000 £60,000 (£140,000) Secondary Options Study £700,000 £617,000 (£83,000) St Edwards £5,828,000 £5,789,000 (£39,000) Heatherlands £3,687,000 £3,542,000 (£145,000) Oakdale £2,225,000 £2,182,000 (£43,000) Bishop Aldhelm’s £903,000 £829,000 (£74,000) Old Town £550,000 £532,000 (£18,000) Stanley Green £373,000 £267,000 (£106,000) Turlin Moor £366,000 £323,000 (£43,000) Longfleet £989,000 £876,000 (£113,000) St Joseph’s £585,000 £531,000 (£54,000) Ocean Academy £6,800,000 £6,300,000 (£500,000) Condition Surveys £250,000 £162,000 (£88,000) Access Projects £150,000 £100,000 (£50,000) TOTAL SAVING £23,606,000 £22,110,000 (£1,496,000)
12.2 The above figures are best estimates at the time of preparing this report and are therefore subject to minor changes either way. In the event of further savings these will be transferred to the Programme Contingency and any additional costs will be met from the programme Contingency as the schemes are brought to a conclusion.
13. LEGAL IMPLICATIONS
13.1 The Council has a statutory duty to secure sufficient school places within its area.
13.2 The law requires Local Authorities to seek proposals to establish an Academy/Free School in the first instance where they identify a need for a new school.
13.3 The law requires admissions authorities to meet parental preference wherever possible.
13.4 There is a legal presumption that popular schools should expand to meet parental demand.
14 Appendix 3iv 13.5 From 1 April 2008 local authorities have a duty to secure sufficient childcare to enable parents to work or to undertake education and training leading to work. This duty was introduced under the Childcare Act 2006.
13.6 The Council, as employer in the case of Community, Voluntary Controlled schools and directly managed services such as children's centres, is the main duty holder under Health and Safety law. It has explicit duties to provide and maintain a safe working environment which includes plant and equipment. These include structural stability and responsibility for the management of asbestos materials in premises. It has further duties in respect of systems of work and competence and supervision of its employees.
13.7 The Equality Act 2010 and related Equality Duty 2011 incorporates and reinforces the duties under the Disability Discrimination Act 1995 (DDA) and the SEN and Disability Act 2001 (SENDA). Schools must implement accessibility plans which are aimed at increasing the extent to which pupils with a disability can participate in the curriculum; improving the physical environment of schools to enable pupils with a disability to take better advantage of education, benefits, facilities and services provided; and improving the availability of accessible information to pupils with a disability. Local Authorities must, for the schools for which they are responsible, prepare an accessibility strategy based on the same principle as the accessibility plans for schools. The accessibility strategy applies therefore to local authority maintained schools, nurseries, children’s centres and early years settings. It does not apply to academies, free schools, or private nursery providers on school sites who must produce their own accessibility strategy in accordance with the Equality Act.
14. FINANCIAL IMPLICATIONS
14.1 The Funding Needs Analysis 2015-19 at Appendix F shows that there is currently no gap between the funding requirement and total income received in 2015-16 and brought forward from prior years.
14.2 The latest version of the Children’s Services Capital Strategy report makes assumptions on Basic Need and School Condition funding from now until 2018/19. If future allocations continue to be announced on multi year basis, this will help to reduce uncertainty over total funding levels and the actual funding gap.
14.3 The Department for Education has started to monitor the use of Basic Need and School Condition funding on an annual basis. Therefore, officers are now recommending a change in policy on the use of Children’s Services Capital Programme funding. In order to reduce the risk of clawback of Government Grant, officers recommend that all funds are now targeted to the specific purpose for which they were awarded, i.e. Basic Need or School Condition Grant and that these funds are then allocated to specific schemes in the Capital Programme.
15 Appendix 3iv 14.4 The Future Funding Pressure schedule at Appendix G sets out high level estimate costs for meeting the need for additional pupil places for children generated from housing developments, in the large identified sites in the Regeneration Area and Town Centre. The actual funding gap may be significantly more or less than £22.5m, depending on whether there are opportunities to seek additional funding, the funding assumptions that have been made and how the additional pupil places are created. The Education Funding Agency will expect the Council to contribute CIL/s106 contributions towards the costs of new school places and to provide the land for any new school.
15. RISK MANAGEMENT IMPLICATIONS
15.1 In previous years all available funding has been targeted on meeting the statutory duty to secure enough school places. At the end of the financial year 2015-16, the Department for Education will ask responsible bodies to provide them with information on how they have used their School Condition allocation for that year and what projects they have funded in their schools. The School Condition grant allocated to Poole for 2015-16 has not yet been allocated to projects and this could place the Council at risk of clawback. It is proposed that the return should explain that the funding has been earmarked to make provision for projects arising from the feasibility studies for Hillbourne Primary School, Winchelsea School and Branksome Heath Junior School.
15.2 A programme of surveys of maintained schools and leased academies was commenced in summer 2015 and survey reports will be completed in the first half of the spring term. Once the programme has been completed, the survey reports will be shared with schools and the high level outcomes reported to the Capital Programme Board. There is a risk that the surveys will identify high priority works at schools for which the Council is the responsible body and which cannot be funded from Schools Devolved Formula Capital and school reserves. This could place pressure on the Statutory Priorities health and safety contingency.
15.3 It is expected that all schools will have converted to academy status by the end of this Parliament ie. 2019/20 at which point the Council will no longer be the responsible body for any schools. Grant allocations for School Condition will be revised annually to take into account schools changing responsible body. Therefore, the level of funding will reduce over time and reach a point where Poole is allocated no School Condition funding, although it would continue to hold responsibilities as landlord for leasehold academies.
15.4 Local authorities currently have a statutory duty to secure sufficient school places within their area. Although the Government have not given any indication that this is going to change, it is possible that in the future the role of the Regional Schools Commissioners could be expanded to include school place planning.
16 Appendix 3iv 15.5 There is a risk that future funding allocations and future bids for additional grant will be insufficient to meet the funding pressure and aspirations set out in Appendix G.
16. CONCLUSION
16.1 The strategy covers the Medium Term Financial Plan period 2015-19 and also looks forward to the following three years 2019-22.
16.2 The Funding Needs Analysis 2015-19 at Appendix F shows that there is currently no gap between the funding requirement and total income received in 2015-16 and brought forward from prior years. The strategy recommended by the Secondary Schools Steering Group will secure the additional school places required over the period 2019 to 2021 through the expansion of existing schools and will be delivered within the limited funding available.
16.3 However, the Future Funding Pressure schedule at Appendix G sets out high level estimate costs for meeting the need for additional pupil places for children generated from housing developments in the large identified sites in the Regeneration Area and Town Centre. The actual funding gap may be significantly more or less than £22.5m, depending on whether there are opportunities to seek additional funding, the funding assumptions that have been made and how the additional pupil places are created.
16.4 It has been identified that £1.496m has been saved from the schemes delivered recently. Members are asked to note the intention to make further savings from current and future schemes in order to deliver the capital programme as efficiently as possible.
16.5 Officers are recommending a change in policy on the use of Children’s Services Capital Programme funding. In order to reduce the risk of clawback of Government Grant, it recommended that all funds are now targeted to the specific purpose for which they were awarded, i.e. Basic Need or School Condition Grant and that these funds are then allocated to specific schemes in the Capital Programme. .
Andrew Flockhart Chief Executive
Vicky Wales Head of Children, Young People and Learning
Contact officer:
Nicola Keynes Principal Asset Planning and Development Manager
17 Appendix 3iv 01202 633691 [email protected]
18 Appendix 3iv
BASIC NEED PROJECT: LILLIPUT CE VC INFANT SCHOOL
1. BACKGROUND
1.1 In December 2012 Cabinet gave approval for Lilliput CE VC Infant School to increase from three forms of entry (90 places) to four forms of entry (120 places) from September 2013. In September 2013, Lilliput became an Infant School for pupils in Years R to 2 and no longer has Year 3 pupils. Therefore, there was no increase in overall pupil numbers at the school when the school became 4 FE throughout in September 2015.
1.2 The modular classroom block, provided when the school increased from 2 to 3 from September 2009, was retained on site until decisions were made on the long term accommodation plans for the school.
1.3 The modular block was only intended to remain on site for 5 years and it was planned that it would be removed in summer 2013. The school made representation to Cabinet that the current location of the block has a negative impact on the operation of the school and on the arrangements for parking and drop off on site. In addition, although the temporary planning permission for the building has now been extended until 31st August 2018, Planning and Regeneration Services have advised that this could not be a permanent retention but could be extended further on a temporary basis.
1.4 In 2014 a feasibility study was commissioned to consider the long term accommodation needs of the school. This analysis considered the feasibility and costs of other options such as whether the modular block could be moved to another location on the site and the provision of permanent accommodation to replace the modular block.
1.5 The study concluded that it would not be technically feasible or cost effective to move the modular block to another location on the school site and so a new build three classroom extension is the only feasible option. However, the study identified considerable technical challenges in building an extension at the rear of this very constrained site.
1.6 The study, and a subsequent cost review, identified project costs in the range £1.6m to £1.9m.
1.7 Consideration was also given to whether the school could return to three forms of entry which would make it possible for the modular block to be removed without the need for additional permanent accommodation. This option has been discounted for the following reasons:
• School places would be taken out of a popular school judged by Ofsted as Outstanding. • The number of places refused and the number of admissions appeals would be likely to increase. • Not all in catchment pupils would necessarily gain a place at the school. 1 Appendix 3iv H • The School Admissions Code requires the Council as admission authority to undertake public consultation on a proposal to reduce the Published Admission Number. Parents are very likely to raise an objection to the Office of the Schools Adjudicator. • The school’s governing body has voted overwhelmingly to remain as four form entry.
1.8 A high level cost allowance of £1m was included in the Children’s Services Capital Funding Needs Analysis 2013-18. Approximately £44k, including a school contribution of £3k, was spent on minor remodelling works to create a fourth Year R classbase for September 2013 and approximately £25k was spent on the feasibility study in 2014. Therefore, there is £934k of the original cost allowance remaining.
2. PROGRESS UPDATE
2.1 The feasibility study undertaken in 2014 suggested that the estimated costs of a new build extension to replace the modular block were significantly higher than the original budget allowance. It was decided not to take forward the proposals from the feasibility study but to make a fresh start with the objective of developing cost-effective and affordable solutions in order that the project could be taken forward.
2.2 The strategic brief was reviewed with the school in March 2015 and it was agreed to reduce the floor area of the extension from that proposed in the feasibility study. The four classrooms in the modular building will be replaced with three permanent classrooms. The school currently has a “spare” classroom which is used as a music room.
2.3 Technical consultants, appointed in August 2015, have worked with officers and the school to develop design proposals for a three classroom extension with associated toilets located at the rear of the main school building.
2.4 The works also involves internal alterations to two existing classrooms to form a link from the main school building to the extension, replacement of playground, removal of the modular building and reinstatement of the car park.
2.5 Planning consent is required for the classroom extension and landscaping. The planning application is due to be submitted in February 2016.
2.6 Temporary planning consent on the modular building has been granted until 31 August 2018.
2.7 The proposed design requires the removal of a number of trees and this must be done in advance of the bat roosting season. Therefore, a separate tree works application was submitted in December 2015 in advance of the submission of the main planning application. Determination of the application is expected in January 2016 and tree removal works will take place during February half term.
2 Appendix 3iv H 2.8 Surveys undertaken to inform the design proposals have identified that some high priority maintenance works are necessary. The drainage survey has shown significant damage to the drains by tree roots and therefore some maintenance to the drains will be required. The extent of work required has been estimated by the Design Team and an allowance of £30,000 has been included in the budget. The Services Engineers have also recommended replacement of the electrical switchgear which is outdated at an estimated cost of £20,000. The total estimated costs of the maintenance works, including fees, contingency and overheads and profits, are £68,500. The school have agreed to make a contribution of £15,000.
2.9 The phasing and programming of the works has been carefully considered In order to maintain an operational school and certain work must be restricted to school holidays. In developing the project programme, the consultants have identified that due to the logistics of site access and the need to carry out ground works and foundations while the school is not occupied, construction works need to start on site in summer 2016. If this is not achieved, the works will not be able to start until summer 2017.
2.10 Enabling works to widen the access route to the rear of the site need to be undertaken at Easter 2016 in order that the contractor can start work on the new build extension in July 2016 and complete the ground works and foundations during the summer holidays. The order for the enabling works will be issued to the contractor in advance of the award of the main works contract.
2.11 It is anticipated that the new extension will complete in February 2017 with completion of the contract works in August 2017.
2.12 Once the new build extension has been completed and the school has moved into the new accommodation, the modular building will be removed and the car park reinstated during the school summer holidays 2017. Consideration will be given to whether the modular building could be relocated to another site in Poole. If this proves not to be an economic option, it will be demolished and removed from site.
2.13 The construction contractor has been selected through the SCAPE Minor Works framework which is based on direct award to Kier Southern and so does not involve a mini-competition. Tender documentation will be prepared in the usual way for the contractor to price.
2.14 Key programme dates are as follows:
Gateway 2 approval of scheme proposals January 2016 Council budget approval February 2016 Planning submission February 2016 February half Tree removal works term Enabling works to widen the Easter 2016 3 Appendix 3iv H contractor’s access route Gateway 3 approval to invest June 2016 Contract award June 2016 Start on site July 2016 Contract completion August 2017
2.15 Estimated costs are as follows:
Current Items Estimated Cost Tree works £6,000 Enabling works £50,000 Extension and alterations £1,058,000 Modular removal / car park re- instatement £110,000 Maintenance works £60,000 Total - building works £1,284,000 Fees / Surveys £196,000 FFE/ICT £20,000 Total estimated cost £1,500,000 Client contingency £75,000 TOTAL £1,575,000
2.16 A total of 15% contingency - 10% design risk (£77,500) and 5% contingency (£39,000) -- has been included in the works costs. In addition, a 5% client contingency of £75,000 has been identified.
2.17 The stated works costs will be subject to the selected contractor’s tender.
3. FINANCIAL IMPLICATIONS
3.1 This project is a Basic Need project required to replace temporary accommodation with permanent accommodation as a result of the expansion of the school from 3 forms of entry to 4 forms of entry in September 2013.
3.2 Basic Need capital funding is allocated to LAs to support the capital requirement for providing new pupil places by expanding existing maintained schools, free schools or academies and by establishing new schools.
3.3 As explained in 3.8 above, a high level cost allowance of £1m was included in the Children’s Services Capital Funding Needs Analysis 2013-18 and there is £934k of this remaining.
3.4 Estimated costs (including fees, ICT/FFE, removal of the temporary building and reinstatement of the car park following completion of the extension and contingency) are £1.5m.
4 Appendix 3iv H
3.5 It is proposed that the funding shortfall between the balance remaining of £934k from the original cost allowance and the updated estimated costs should be met from the Basic Need programme contingency of £960k.
4. LEGAL IMPLICATIONS
4.1 The Council has a statutory duty to secure sufficient school places within its area.
4.2 The law requires admissions authorities to meet parental preference wherever possible and there is a legal presumption that popular schools should expand to meet parental demand.
4.3 Lilliput CE VC Infant School is part of a group of six schools currently exploring the possibility of forming a Multi-Academy Trust, named the Harbourside Learning Partnership. An initial application has been submitted to the Department for Education.
4.4 The school’s conversion to an Academy does not affect this Basic Need project which is required to replace temporary accommodation with permanent accommodation as a result of the expansion of the school from 3 forms of entry to 4 forms of entry in September 2013.
4.5 A number of schools have had building works in progress when they have transferred to an Academy. Specific terms have been included in the commercial transfer agreements (CTAs) to provide consents/ access rights for contractors that need to be reserved. Terms in the CTAs have also been included to cover any aspect of the works which are being funded by the schools’ own budgets.
4.6 The terms of the Academies Act would preclude the Council from terminating or putting the school at a disadvantage under contracts which are ongoing at the date of transfer.
5. RISK MANAGEMENT IMPLICATIONS
5.1 In developing the project programme, the consultants have identified that due to the logistics of site access and the foundation works, construction works need to start on site in summer 2016. If this is not achieved, the works will not be able to start until summer 2017.
5.2 Delays in starting construction works until summer 2017 would increase costs significantly due to inflation in the construction market which is currently approximately 4% per annum. Risks remaining that could cause delay in starting work include:
• Failure to secure Planning approval. This risk is being mitigated through ongoing consultation with Planning and local residents.
5 Appendix 3iv H • Market forces and the availability of sub-contractors. The design team have worked with the contractor to select the most appropriate choice of materials and methods of construction.
5.3 The logistics of site access mean that the early introduction of construction expertise is of considerable importance. Engagement with the construction contractor during the feasibility and pre-construction phases has enabled buildability input and early consideration of phasing and programming of the works. This is important in order to maintain an operational school and minimise disruption to teaching and learning. It also provides an opportunity to identify long lead in times where experience in the market and a reliable supply chain will be of benefit.
5.4 There is a risk that the costs exceed budget. Early contractor involvement will minimise this risk. However, it should be noted that the works costs are subject to the selected contractor’s tender. Risks remaining that affect cost include:
• Market forces and the availability of sub-contractors. • The works to the existing building may be more complex than currently assessed. For example, the existing structure, services and asbestos removal.
6. EQUALITIES IMPLICATIONS
6.1. The key objective of the expansion of Lilliput CE VC Infant School in September 2013 was to fulfil the Council’s statutory duty to provide school places for children in Poole.
6.2. In planning and delivering new school places, the needs of all pupils are considered and the need to give parents a range of provision.
6 Appendix 3iv H UPDATE ON THE SECONDARY SCHOOLS OPTIONS STUDY
1. BACKGROUND
1.1 Over the past three years an options study has been undertaken to consider how the additional school places required in Year 7 over the period 2018 to 2023 can be secured through the expansion of existing schools and/or the development of a new Secondary school.
1.2 The study has been overseen for a Steering Group, comprising headteachers, governors, academy sponsors, Diocesan representatives and senior LA officers.
1.3 The study has been undertaken in two stages. The first stage was undertaken between May 2013 and February 2014 to assess the options for expansion of existing Secondary schools and the potential to develop a new Secondary school on land at Creekmoor owned by the Council. The work involved a relatively high level assessment of the potential development capacity of each setting and also any significant risks or impediments to inform an initial strategy for the provision of the additional school places.
1.4 During the study it became evident that the Creekmoor site is heavily constrained by planning policy and services infrastructure and so Corporate Estates was asked to search for alternative sites. Three sites were identified with development potential for an “urban” school.
1.5 In June 2014 the Council gave approval for the study to move to the second stage. This involved detailed feasibility analysis at the following five existing school sites and two potential new build sites:
Carter Community School 2 forms of entry Parkstone Grammar School 1 form of entry Poole Grammar School 1 form of entry Poole High School 1 form of entry St Edward’s RC CE VA School 1 form of entry
Dolphin Swimming Pool / Kingland Road Car Park - 6FE, 8FE, 10FE College Campus off Constitution Hill Road - 6FE, 8FE, 10 FE
1.6 The Council decided not to include the Creekmoor site in the study.
1.7 The Council also gave approval for the acquisition of the Bournemouth and Poole College site, irrespective of the decision to utilise the site for delivery of a Secondary School.
1.8 The second stage of the study was undertaken between July and December 2014.
1 Apendix 3iv I 1.9 The Steering Group met in February 2015 to consider the outcomes of the second stage of the study and options for securing the additional school places needed from 2018 to 2023.
1.10 The Steering Group concluded that securing all the additional places through a new Secondary school alone was not a workable option as it frontloads costs and school places, creating significant surplus places for three years and jeopardising the viability of less popular schools.
1.11 After the Steering Group meeting in February 2015, new information was received on the need for school places in Poole and on Basic Need funding:
i) The revised 2014 pupil forecasts indicate a reduced level of need for Year 7 places from 2018. This is due to lower levels of net migration for pre-school children and lower rates of transfer for pupils from Year 4 to Year 5 and Year 6 to Year 7 in particular.
An 8% decrease in births in 2013 means Year 7 numbers will fall significantly in 2024 and are expected to remain at this lower level for September 2025. Demand beyond 2025 will depend on future levels of births and migration in particular.
ii) The Basic Need capital funding allocations for 2017-18, announced by the DfE in February 2015, were based on a level of 2% surplus places. Previous guidance, on which Poole’s forecasts have been based to date, advised 5-10% surplus. The assumption of 2% surplus places has the effect of indicating a reduced need for additional places and a reduced level of Basic Need funding for Poole.
1.12 The table below shows a comparison between the May 2014 forecasts and the updated forecasts based on 5% surplus and 2% surplus:
Forecast Surplus 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 Total version Increase to 2021
May 5% +2FE +3FE +4FE -5FE +9FE 2014
2% +3FE +4FE -5 FE +7FE
February 5% +1FE +2FE +5FE -5 FE +8FE 2015
2% +1FE +5FE -5 FE +6FE
1.13 In March 2015 the Capital Programme Board received a report updating Members on the outcomes of the second stage of the options study and
2 Apendix 3iv I setting out the new information on the need for school places in Poole and on Basic Need funding and its implications.
1.14 In June 2015 Cabinet approved the recommendation from the Capital Programme Board that the Dolphin Swimming Pool / Kingland Road Car Park site should not be taken forward as a possible site for a new Secondary school in order that future management arrangements could be put in place to ensure the pool’s continued operation after May 2016.
1.15 The Steering Group met in June 2015 to consider the implications of this new information for Poole’s Secondary places strategy.
1.16 In September 2015 the Capital Programme Board received a report which set out the following recommendations from the Steering Group:
1) Poole should work to 2% surplus places; 2) The additional places required over the period 2019 to 2021 should be secured through the expansion of existing schools; 3) A new Secondary school is not required up to September 2025; 4) The capacity of under-subscribed schools to take more pupils should be explored; 5) The options available for temporary increases, including discussion with the DfE on Published Admission Number (PAN) reductions when pupil numbers begin to decline, should be explored.
1.17 In November 2015 Cabinet approved the recommendation from the Capital Programme Board that the Constitution Hill Road site (formerly Bournemouth and Poole College) should not be taken forward as a possible site for a new Secondary school and that alternative options for future use of the site should now be considered.
2. UPDATE ON SECONDARY PLACES STRATEGY
2.1 The Steering Group met on 2nd December 2015 to consider the outcomes of the further work agreed at the meeting in June and to receive information on developments since that meeting.
Temporary PAN increases
2.2 The drop in births in 2013 means that the additional places needed for the three year period 2021-2023 are not required in 2024. Therefore, temporary increases could be a way of managing this bulge.
2.3 Under the Admissions Code proposed decreases in PAN require public consultation and, if objections are made to the Office of the Schools Adjudicator about a proposed reduction, there is a strong presumption in favour of the increased PAN.
3 Apendix 3iv I 2.4 The Department for Education Pupil Place Planning Team has confirmed that any reduction in a school’s PAN always requires public consultation and there are no plans to change this restriction under the Admissions Code.
2.5 Therefore, an increase in PAN at a regularly over-subscribed school should be viewed as a permanent increase. This means that temporary increases to PAN are best managed in under-subscribed schools as there is less likelihood of objections to any subsequent decrease.
2.6 Admissions Authorities are able to admit over a school’s PAN and this is a way of meeting a short term need for places. The Department for Education Pupil Place Planning Team recommends that any such plans are published alongside the Admissions Arrangements.
2.7 If a strategy were adopted to secure the additional places through schools admitting over PAN, rather than through PAN increases, the total PAN across Poole would not provide sufficient school places and the strategy would rely on schools making binding commitments to admit over PAN for an agreed timescale.
2.8 The Steering Group agreed that this strategy was best suited as a contingency for fluctuations in demand, such as increased migration.
Capacity at under-subscribed schools
2.9 Pupil estimates have been produced for all Poole Secondary schools with Year 7 pupils. These assume that all schools are full at PAN in Year 7 except Carter Community School, St Aldhelm’s Academy and Broadstone Middle School. The remainder of pupils have been allocated to Carter and St Aldhelm’s based on two possible scenarios: 1) September 2015 Year 7 data and 2) 5 year average 2010-2014.
2.10 Broadstone Middle School does not have a point of entry at Year 7 and so is not a formal part of the Secondary transfer process.
2.11 Carter Community School currently has a PAN of 120 and a total capacity of 600 places for Years 7 to 11. At the October 2015 census there were 361 pupils on roll.
2.12 St Aldhelm’s Academy currently has a PAN of 180 and a capacity of 900 places for Years 7 to 11, plus 200 6th form places, so a total capacity of 1,100 places. At the October 2015 census there were 350 pupils on roll.
2.13 Therefore, it can be seen that both schools currently have a significant number of surplus places.
4 Apendix 3iv I Options for securing additional places
2.14 The Steering Group discussed the following options:
A) Carter and St Aldhelm’s - PAN increase +15 each from 2019/20 Year 7 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Surplus 4 34 -118 -65 -88 43 35 places Surplus 34 64 -88 -35 -58 73 65 after +30 places added Remaining 4FE 2FE 3FE Shortfall • Less than a +30 increase is not considered a Basic Need increase by the DfE. • The level of surplus places in 2019/20 is very low and does not provide a contingency in the event of increased migration. • The Steering Group agreed that this option should not be pursued.
B) Carter and St Aldhelm’s - PAN increase +30 from 2019/20
Year 7 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Surplus 4 34 -118 -65 -88 43 35 places Surplus 64 94 -58 -5 -28 103 95 after +30 places added Remaining 3FE 1FE 2FE Shortfall
• This option would mean that there would be a reasonable surplus in 2019. • It would also reduce the shortfall for 2021 to 2023. • It was proposed that Carter should increase by +60 from 2019/20. • A 2FE increase at Carter would bring the school in line with the majority of Poole Secondary schools which are 6FE (PAN 180) and would also support the school in its ambitions to improve. • St Aldhelm’s agreed to increase by +30 if required as a contingency in the event of increased migration.
5 Apendix 3iv I • Forecasts suggest that the Hamworthy/Town Centre regeneration area will potentially generate demand for an additional 2FE in all year groups.
C) Carter - PAN increase +30 from 2019/20 and by a further +30 from 2021/22 onwards and St Aldhelm’s PAN increase +30 from 2019/20
Year 7 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Surplus 4 34 -118 -65 -88 43 35 places Surplus 64 94 -28 25 2 133 125 after +90 places added Remaining 2FE 1FE Shortfall
• The Steering Group decided that it was too soon to make concrete plans for 2021 to 2023. As trends continue to change over time, the fine tuning of the number of places that are required will continue. • The information gathered in the second stage of the options study shows that it would be more cost effective to do all the building works needed to expand Carter by 2FE as a single project.
2.15 The Steering Group agreed to recommend that:
1) Proposals for securing the additional places needed for September 2019 should be taken forward. 2) Carter Community School should increase by 2FE (60 places) in September 2019. 3) The Steering Group should meet again later in 2016 to further consider options for securing the additional school places needed over the three year period 2021/22 to 2023/24.
3 PUPIL PLACE PLANNING IMPLICATIONS
3.1 GP registration data for 2015 indicate that live births for 2014/15 have remained stable at the lower level seen in 2012/13 and 2013/14. This means Year 7 numbers will fall significantly in 2024 and are expected to remain at this lower level for September 2025 and 2026. Demand beyond 2026 will depend on future levels of births and migration in particular.
6 Apendix 3iv I 3.2 National data show the highest levels of net migration on record for 2014/15 - a 40% increase from 2013/14. Levels of net migration to Poole for pre-school age children have increased for the most recent year 2014/15, after two years at reduced levels.
3.3 Additional school places required (estimated at 4FE) as a result of housing developments in the Regeneration Area and Town Centre and the Poole- Bournemouth main transport routes are not included in the Pupil Projections. It is important to note that the precise impact from the planned housing cannot be fully known until planning permission has been granted and the developments have been built out and become occupied.
3.4 The fall in births in 2013 will result in significant numbers of surplus places in Year 7 in September 2024. Therefore, depending on how the additional places needed over the period 2021 to 2023 are secured, there may be enough places to accommodate Secondary age children arising from housing developments without the need for additional places.
3.5 The school pupil forecasts are updated annually or sooner if new significant information becomes available. As trends continue to change over time, the fine tuning of the number of places that are required will continue. Therefore, developing a strategy with 1-2 FE flexibility is important.
4. ADMISSIONS IMPLICATIONS
4.1 The law requires admissions authorities to meet parental preference wherever possible. Parental preference can result in some schools being over- subscribed and therefore guaranteed to be full to capacity but it can also result in surplus places being concentrated in other schools that are less popular. The pattern of parental preference can change over time and just because a school is popular now does not mean that it will remain popular in the future and vice versa.
4.2 Surplus places are needed to ensure that there are school places for people moving into and within Poole. Accommodating parental preference also requires surplus capacity. Currently surplus places are concentrated in a small number of schools and under-subscribed schools, in particular, face challenges in planning their budget and staffing. Unfortunately the Admissions Code does not allow surplus places to be evenly spread across the Borough.
4.3 2% surplus would represent approximately 30-33 empty school places in a year group across the whole of Poole. The number of surplus places would rise after the initial allocation of places as some parents were successful in their appeals for places at their preferred schools. However, the overall number of surplus places would remain much lower than is currently available. For September 2015 the number of surplus school places at the point places were offered in March was 190.
7 Apendix 3iv I 4.4 A low number of surplus places could have an impact on the Home to School Transport budget as more pupils are likely to travel further to get to school and therefore have a statutory entitlement to assistance.
4.5 The drop in births in 2013 means that the additional places needed for the three year period 2021 to 2023 are not required in 2024. The Steering Group has considered whether temporary PAN increases or schools admitting over PAN could be a way of managing this bulge. The Steering Group agreed that this strategy was best suited as a contingency for fluctuations in demand, such as increased migration.
5. FINANCIAL IMPLICATIONS
5.1 The plan to secure the additional Secondary school places needed must take account of the limited funding available and that the majority of the places are only needed for 3 years.
5.2 The estimated costs of increasing the capacity of Carter Community School from 600 places (5 year groups of 120) to 900 (5 year groups of 180) are in the region of £6.5m to £7m for completion in 2019. These estimates are derived from the second stage feasibility study report in January 2015.
5.3 Two options for Carter Community School were considered in the feasibility study: 1) 1FE increase and 2) 2FE increase. The costs of a 1FE increase for completion in 2019 were estimated to be £5.5m compared with £6.5m-£7m for a 2FE increase. Costs per pupil place for a 1FE increase were estimated at £36,800 and for a 2FE increase £23,100. This shows that it would be more cost effective to do all the building works needed to expand Carter by 2FE as a single project.
5.4 The Capital Funding Needs Analysis 2015-2019 at Appendix F has been updated to include a budget allowance of £7m for the costs of expanding Carter Community School in September 2019. Final budget approval will be sought in future once design proposals have been developed.
5.5 The Steering Group decided that it was too soon to make concrete plans for 2021 and they agreed to meet again later in 2016 to consider options for securing the additional school places needed from 2021 to 2023. As trends continue to change over time, the fine tuning of the number of places that are required will continue. A budget allowance of approximately £1.9m is identified in the Capital Strategy for these additional school places.
6. LEGAL IMPLICATIONS
6.1 The Council has a statutory duty to secure sufficient and suitable school places for Poole resident children of statutory school age.
8 Apendix 3iv I 6.2 The law requires admissions authorities to meet parental preference wherever possible. Schools within Poole are required to publish information to parents on the number of applications and places offered. In addition, the LA is required to complete a return to the DfE regarding the percentage of first, second, third and no preferences that are met for all Poole residents through the admissions process. The information is then published and the data for each local authority, along with regional and national data, is given.
6.3 There is a legal presumption that popular schools should expand to meet parental demand and over the course of the past year, the Department for Education has made changes to the system of school organisation to make this process simpler for schools.
7. RISK MANAGEMENT IMPLICATIONS
7.1 The Pupil Projections are updated as new information is received and reported annually to the Department for Education through the SCAP data submission. As trends continue to change over time, the fine tuning of the number of places that are required will continue. Therefore, 1-2FE flexibility is advisable in planning additional Secondary places with long lead in times for the delivery of capital projects. The Steering Group has agreed that temporary PAN increases and schools admitting over PAN would be suitable as a contingency for fluctuations in demand, such as increased migration.
7.2 The Department for Education monitors local authorities’ performance in securing new school places through the Basic Need Scorecard. The scorecard measures three factors:
1) progress in securing the number of new school places needed. 2) the quality of the new places added according to the Ofsted rating of the school in which they have been added. The typical position is for around 80% of places to be added in good or outstanding schools. 3) whether the average amount spent on each school place is relatively high or low compared with other local authorities.
7.3 Carter Community School is currently in the Ofsted category “Requires Improvement”. The academy trust, United Learning, is confident that the school can improve to become Good or Outstanding.
7.4 A low number of surplus places means that children, especially those moving into or within Poole after the initial allocation of places, are likely to have to travel further to school. This is likely to add additional pressures to the mainstream Home to School Transport budget.
8. EQUALITIES IMPLICATIONS
8.1 In planning and delivering new school places, the needs of all pupils will be considered. The need to give parents a range of provision must also be taken into account in the proposals that are put forward.
9 Apendix 3iv I
BOROUGH OF POOLE
AUDIT COMMITTEE 14 JANUARY 2016
CABINET 9 FEBRUARY 2016
COUNCIL 23 FEBRUARY 2016
TREASURY MANAGEMENT STRATEGY STATEMENT 2016/17
PART OF PUBLISHED FORWARD PLAN: YES
STATUS – STRATEGIC POLICY
1. Purpose & Policy Content
1.1 The purpose of this report is to present to Members the Treasury Management Strategy Statement and Prudential Indicators for the 2016/17 financial year which is required annually by the Council’s Treasury Management Policy.
2. Decisions Required
It is recommended that the Audit Committee recommend to Cabinet and Council;
1) 2016/17 Treasury Management Strategy for the Council including the Housing Revenue Account.
2) The Annual Minimum Revenue Provision statement explaining the policy for making a prudent minimum revenue provision in 2016/17.
3) The revised Prudential Indicators for 2015/16 and future years 2016/17 to 2018/19, attached as Appendix A.
4) To increase the maximum non-specified investments from 50% to 60% to allow for increased investment in high quality Covered and Corporate Bonds, (see 9.4 below).
5) To increase the maximum investments permitted into future periods from £10m to £20m (see 9.5 below).
3. Background
3.1 The Council’s treasury activities are strictly regulated by statutory requirements and a professional code of practice. The Council adopted the CIPFA Treasury Management Code of Practice with effect from 1 April 2002 as amended by subsequent revisions of the Code. The Code sets out a framework of operating procedures for Members and Officers in order to reduce treasury risk and
1 Appendix 4
improve dialogue about the Council’s Treasury position. Treasury Management is defined as “the management of the organisation’s 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.”
3.2 Local Authorities also need to comply with the requirements of The Local Government Act 2003, this states that the Annual Strategy Statement should provide details of the use of non-specified investments (See Section 9 below).
3.3 The production of a Treasury Management Strategy Statement details the expected activities of the Treasury function in the forthcoming 2016/17 financial year. The proposed strategy is based upon existing policies and approved strategies including the Council’s Medium Term Financial Plan (MTFP) as well as the Chief Financial Officer’s views on interest rates, supported with market forecasts from a variety of sources.
3.4 The report covers:
• Debt and Investment Projections 2015/16 – 2018/19;
• Treasury Management Prudential Indicators 2015/16 – 2018/19;
• Objectives of the Strategy;
• Prospects for Interest Rates 2016/17;
• The Strategy for 2016/17;
• Approved Organisations for Investments;
• Annual Minimum Revenue Provision Statement (MRP) 2016/17;
• Treasury Management Policy, Practices and Schedules;
• External Fund Managers and Treasury Advisers.
4. Debt and Investment Projections 2015/16 – 2018/19
4.1 The table below highlights the current debt and investment levels for the General Fund and the Housing Revenue Account (HRA) together with the anticipated changes over the next 3 years.
2015/16 2016/17 2017/18 2018/19 Estimated Estimated Estimated Estimated £m £m £m £m Pool 1 - General Fund General Fund (GF) CFR (45.5) (48.5) (48.7) (46.9) PWLB debt at 31 March 0.0 0.0 0.0 0.0 Other debt (RIF) at 31 March (4.4) (1.0) 0.0 0.0 Total GF investments / (temporary 17.5 6.1 4.3 (2.4) borrowing) at 31 March
2 Appendix 4
Pool 2 – HRA HRA CFR (Maximum) (99.8) (99.8) (99.8) (99.8) HRA CFR (Anticipated) (96.0) (95.2) (94.4) (93.5) External debt at 31 March (82.0) (81.6) (81.2) (80.8) Internal debt at 31 March (14.0) (13.6) (13.2) (12.7) Total HRA investments at 31 March 8.1 7.5 3.0 3.0
Note - future borrowing may be subject to amendment due to:
a) the presentation and agreement of business cases which can support Prudential Borrowing on an invest to save basis.
4.2 It is currently estimated that the Council will not need to borrow significant additional long term finance from external sources during the life of the current MTFP. Balances held in the General Fund and HRA reserves together with school balances managed by the authority are expected to fall over the life of the MTFP. It is anticipated that the fall in balances can be accommodated by borrowing on a short term basis during February and March each year to cover any short term funding requirements. However, if the balances fall below the expected levels then it may become necessary to secure some borrowing on a longer term basis. The overall position will be continually reviewed during the course of the year to establish:
a) the exact financing requirements for 2016/17
b) the timing of any long term borrowing in the event that there are significant unforeseen cash flow events
c) the impact of any transfers of land or properties between the HRA and the General Fund
d) to assess whether the borrowing requirements are for the HRA or the General Fund
e) to assess whether any borrowing requirements of the General Fund can be met by transferring debt from the HRA
4.3 The Council’s Borrowing Strategy for 2016/17 will be to maximise the use of Internal Balances and avoid borrowing externally until it is absolutely necessary. There are two reasons for this:
a) firstly, sums invested are subject to investment risk e.g. the risk of an institution failing.
b) secondly, the cost of borrowing currently significantly exceeds the value that the Council is currently able to earn on investment activity. This is known as the “cost to carry”.
4.4 On 20 October 2010 the HM Treasury increased the PWLB rate by approximately 1% for all new loans, this has resulted in an increase in the cost of borrowing for Council’s. From the 1 November 2012 the HM Treasury have introduced a new “Certainty Rate” which is a discount of 0.2% for those authorities who provided
3 Appendix 4
them with future borrowing plans, it can be confirmed that the Borough of Poole continues to provide the relevant information and is on the Certainty Rate list.
4.5 The Government completed its reform of the Housing Revenue Account Subsidy system at the end of 2011/12. As a result of these reforms the Council has adopted a Two Pool approach to managing its debt. At the 1 April 2012 the Council notionally transferred all its external loans to the HRA which currently holds £82.4m of external long-term borrowing (against its debt cap of £99.8m), at an average fixed-interest rate of 3.78%. All future borrowings will be assigned to the relevant pool, although the Council retains the discretion to move debt between the pools.
4.6 The Council’s current average cash investment balance for 2015/16 is £58.4m and the estimated average investment interest rate return in 2015/16 is 0.64%.
4.7 The Council does not intend to use derivative instruments in order to manage its risks.
4.8 It is anticipated that the majority of future Medium to Long Term funding requirements of the General Fund could be met by transferring external debt from the HRA as and when the HRA is in a position to repay this debt. The benefit of this would be to avoid the General Fund having to take any future borrowing at a significantly higher interest rate than that of the current HRA external debt. A further benefit would be that by transferring the debt any external Premium or Discount for repaying the debt would be avoided.
5. Treasury Management Prudential Indicators
5.1 The revised CIPFA Treasury Management Code of Practice requires a number of treasury management prudential indicators to be compiled. These are attached to this report.
5.2 With regard to Treasury Management the following indicators are relevant
o Authorised Limit - The authorised limit sets a parameter for the level of affordable debt. It should not be set so high that it would never in any possible circumstances be breached. It should reflect a level of borrowing which, while not desired, could be afforded but may not be sustainable. In this way it may include provision for additional borrowing that may be required for a short period in order to deliver the agreed treasury management strategy. The appropriate limit for 2016/17 will be set at £143.8m.
o Operational Boundary -This indicator is the focus of day-to-day treasury management activity within the authority. It is a means by which the authority manages its external debt to ensure that it remains within the self-imposed authorised limit. The appropriate limit for 2016/17 will be set at £134.8m.
o Interest Rate Exposure – This indicator sets out the maximum level of borrowing, as a proportion of total borrowing, that would be taken out at
4 Appendix 4
variable or fixed rates. The current limit for 2016/17 is for a maximum of 50% to be taken out as Variable Rate Loans or 100% Fixed Rate Loans.
o Fixed Rate Debt Maturity Structure – This indicator sets out the maximum levels of borrowing, as a proportion of total borrowing, that would be taken out over different maturity profiles.
6. Objectives of the Strategy
6.1 The key objectives to be followed in 2016/17 are:
(a) Borrowing
i) To minimise the revenue costs of debt commensurate with exposure to future risk.
ii) To manage the Council’s debt maturity profile i.e. to leave no one future year with a disproportionately high level of debt principal repayments that could lead to difficulties in terms of re-borrowing (refinancing).
iii) To borrow in accordance with forecasted average future interest rates, (i.e. current best practice dictates that we borrow using short term and/or variable finance when rates are ‘high’, or use long term and fixed rate loans when rates are ‘low’. Similarly, maturity loans can be taken when rates are relatively low, to lock in the principal for the maximum period, annuity loans and equal instalments of principal loans when rates are considered higher). We remain in a period of uncertainty and as a result the Council may be asked to consider borrowing short term or variable rate loans at a time when it would normally elect to borrow longer term in order to manage day to day Treasury risks.
iv) To monitor and review the level of variable interest rate loans in order to take advantage of future forecasted interest rate movements.
(b) Investment
i) The Council’s investment priority is to maintain the security of capital.
ii) To maintain policy flexibility through liquidity of its investments.
iii) The Council will aim to achieve the optimum return on its investments commensurate with the proper levels of security and liquidity.
7. Prospects for Interest Rates 2016/17
7.1 The UK continues to have the status of a financial safe haven, the impact of this is that long term borrowing costs are being supressed.
5 Appendix 4
7.2 Bank Base Rate is currently 0.5% and has been since the 5th March 2009. Our Treasury advisers are forecasting that the first rise in UK Bank Rate will in Q3 of 2016. Risks remain weighted to the downside and the projection for future rises shows a slow gradual increase to the anticipated new norm of between 2% and 3%.
7.3 Low oil and commodity prices were a notable feature of 2015, and have contributed to annual CPI inflation falling to 0.1% in November. Wages are growing at 3% a year, and the unemployment rate has dropped to 5.4%. Mortgage approvals have risen to over 70,000 a month and annual house price growth is around 3.5%. These factors have boosted consumer confidence, helping to underpin retail spending and hence GDP growth, which was an encouraging 2.3% a year in the third quarter of 2015.
7.4 Credit outlook: The credit risk of banking failures has diminished, but not dissipated altogether. Regulatory changes in the UK, US and Europe have moved away from the bank bail-outs of previous years to bank resolution regimes in which shareholders, bond holders and unsecured creditors are ‘bailed in’ to participate in any recovery process. There are also proposals for EU regulatory reforms to Money Market Funds which may mean that the funds lose their ‘triple A’ credit rating status in addition the funds may move to a VNAV (variable net asset value) basis. These factors mean that diversification of investments between creditworthy counterparties will become even more important in the future.
7.5 The expected movements in interest rates are highlighted in the table below.
8. The Strategy for 2016/17
6 Appendix 4
Capital finance
8.1 To utilise all existing supported borrowing, all usable capital receipts and to maximise the use of capital grants. In addition to existing allocations financing on-going schemes, the Council plans to use Prudential Borrowing to finance the Fleet Replacement Programme and the Street Lighting Investment Project.
Borrowing
8.2 At the start of the current financial year the Council’s total HRA external debt stood at £82.4m. The Council, including its HRA has a significant underlying requirement to borrow over the coming years, however, it is anticipated that this requirement will be offset by Internal Balances and Reserves during the current MTFP period.
8.3 The Chief Financial Officer continues to monitor rates and is keen to ensure that borrowing occurs at the most advantageous time whilst also considering the impact on the MTFP and not unduly increasing investment risks.
Temporary investments
8.4 The Council has worked hard to follow advice received from the Council’s Treasury Advisers for 2015/16 whereby the maximum unsecured lending limit with any single Counterparty (or Group) was recommended to be no more than 5% of the Council’s total investments and no more than 10% with any counterparty when using secured investments, such as Covered Bonds. Whilst to some extent this advice was regarded to be an ideal in terms of spreading the investment risk, in practical terms it was always going to be extremely difficult to fully achieve this, mainly due to fluctuating balances and the need to maintain liquidity. Cash balances for 2016/17 are expected to fluctuate between £12m and £53m, so in order to fully comply with the advice received investments would need to be very flexible and be capable of being reduced in line with the total investments particularly at the year end. The Council has therefore endeavoured to significantly reduce its Counterparty risks by investing funds in high quality Corporate and Covered Bonds.
8.5 The Council continues to invest its temporary surplus funds prudently in accordance with its Treasury Management Policy. Priority is given to security and liquidity rather than yield, although it is reasonable to seek the highest rate of interest consistent with the proper levels of security and liquidity.
8.6 The Council is currently placing funds on call, in term deposits and Certificate’s of Deposit with various Financial Institutions as per the agreed Investment Policy.
8.7 The Council may place large amounts of money with the Debt Management Office at the Bank of England when overall market risks increase to unacceptable levels.
8.8 The Authority Banks with Barclays Plc, which currently meets the minimum credit criteria of BBB+ (or equivalent) long term rating. It should be noted that even if the credit rating falls below the authority’s minimum criteria there will continue to be a requirement to continue using Barclays Plc for short term liquidity
7 Appendix 4
requirements (overnight and weekend investments) and business continuity arrangements whilst the Council considers its position in the longer term.
9. Approved Organisations for Investment
9.1 The Chief Financial Officer continues to construct the Council’s lending list on the basis of the latest Long Term ratings from Fitch, Moody’s and Standard and Poor’s using a lowest common denominator method for selecting counterparties and setting individual investment limits. All credit ratings are checked and updated regularly, this is supplemented by up to date counterparty advice information received from the Council’s appointed Treasury Advisers.
9.2 In the main the Council intends to use Specified investments, which are relatively short-term investments up to one year which offer high security and high liquidity. To qualify automatically as Specified Investments the investment must be:
• in sterling and with a maturity of no more than a year;
• such short-term investments made with the UK Government or a local authority or parish council will automatically count as specified investments;
• in addition, short-term sterling investments with bodies or investment schemes with “high credit ratings” (i.e. with a Fitch Short, or equivalent rating of F1 or better).
9.3 As a result of The Financial Services (Banking Reform) Act 2013 the Council is now seeking to ensure that future risks are minimised by further diversification of its investments including more use of non-specified investments such as investing with Registered Providers or Asset Backed Covered Bonds.
9.4 Over the last 12 months the Council has invested funds in non-specified investments such as high quality Corporate and Covered Bonds. In view of the relatively low investment risk involved in investing funds in Covered Bonds it is recommended that the investment limit is increased from a maximum of 50% to 60% of the total investments outstanding (with no more than 20% or £7.5m of non specified investments being in A rated, BBB rated or unrated investments) at the time of investment. Non specified investments may be:
• any investment of more than a year (including Corporate and Covered Bonds in excess of a year)
• investments with unrated Building Societies
• investments with unrated Registered Providers (Housing Associations)
9.5 Given the extensive use of Corporate and Covered Bonds in order to reduce investment risk the Council has reached the maximum permitted investments in excess of a year, into future periods for 2016/17 and 2017/18. The current limit is £10m per annum, when these limits were set it was envisaged that the Council would be predominantly investing in term deposits or structured deposits which carry a certain level of risk. However, the current maximum limit of £10m is now
8 Appendix 4
restricting the amount that we can invest in relatively short term Covered Bonds. In order to continue the strategy to reduce investment risk it is now necessary to invest in Covered Bonds for longer periods, this is not ideal based on our latest long term cash flow projections. The alternative would be to continue to place funds in the current year in what are perceived to be slightly more risky investments, these investments may be subject to “Bail in” which could result in higher losses in the event of a default. This scenario was not considered when the original policy was written therefore it is now recommended that the maximum investments permitted into future periods be increased from £10m to £20m to allow for more investments in short term AAA rated Covered Bonds, noting the maximum of 20% or £7.5m in lesser quality investments as outlined in 9.4 above.
9.6 The Council continues to delay longer term borrowing thus reducing Cash Balances and Deposits in recognition of the increased Counterparty risks.
10. Annual Minimum Revenue Provision Statement 2016/17
10.1 Where the Authority does not finance capital expenditure from grants, capital receipts, third party contributions or direct revenue contributions, it will finance it by making revenue provision from future years’ revenue accounts. Regulation requires that the Authority shall determine an amount of minimum revenue provision that it considers to be prudent. This is supplemented by Department for Communities and Local Government (DCLG) guidance on what constitutes prudent provision.
10.2 This guidance provides four ready made options for calculating the minimum revenue provision. These are likely to fulfil most scenarios, however the guidance allows the use of alternative approaches if an authority can demonstrate that it is consistent with the statutory duty to make a minimum provision. In the majority of cases this authority is applying the two options shown in section 10.3. The exception to this is where the business case provides an alternative profile of repayments. This profile must adhere to the requirement that expenditure is financed over a period of time where the authority is receiving the benefits of the scheme but may for example have lower repayments at the start of the scheme. Typically this may be for invest to save schemes for example that agreed for street lighting.
10.3 The two options that are being recommended from the guidance for use in the majority of cases are set out below. This recommendation is a formality and does not change the current financial provision made. The first option deals with government supported borrowing and the second deals with unsupported borrowing.
i. Approach 1: Regulatory Method For expenditure incurred before 1st April 2008 MRP is equal to the amount determined in accordance with the former regulations 28 and 29 of the 2003 Regulations, as if they had not been revoked by the 2008 regulations. For expenditure incurred after this date that is financed by supported borrowing a 4% charge will be made in accordance with the regulations.
ii. Approach 2 : Asset Life Method
9 Appendix 4
Where capital expenditure on an asset is financed wholly or partly by unsupported borrowing or credit arrangements, MRP is to be made in equal annual installments over the life of the asset, in accordance with the following formula: A – B C
Where:-
A is the amount of the capital expenditure in respect of the asset financed by borrowing or credit arrangements.
B is the total provision made before the current financial year in respect of that Expenditure.
C is the inclusive number of financial years from the current year to that in which the estimated life of the asset expires.
This does not preclude the repayment over a shorter period than the life of the asset.
11. Treasury Management Policy, Practices and Schedules
11.1 There are no changes recommended to the Treasury Management Policy, Practices and Schedules since it was reported to you in February 2015, a copy of the latest approved Lending List is attached at Appendix B for information.
11.2 In the event that it is necessary to use any of the main UK Banks where the rating falls below the minimum accepted level then this will be reported to the Audit Committee.
12. External Fund Managers and Treasury Advisers
12.1 The Council appointed Arlingclose as its treasury management advisers from May 2011. The company provides advice and support to the Council in the following ways:
• Economic and interest rate analysis
• Debt Management Advice including advice on Debt Rescheduling and the timing of new borrowing
• Credit Rating information from the three main credit rating agencies
• Technical support on treasury matters
12.2 Whilst the advisers provide support to the Council’s treasury function, under current market rules and the CIPFA Treasury Management Code of Practice the final decision on treasury matters remains with the Council.
12.3 The Council is not currently using External Fund Managers to manage its investment portfolio.
10 Appendix 4
13. Financial Implications
13.1 The financial implications are as outlined within the report.
14. Legal Implications
14.1 There are no legal implications.
15. Risk Management Implications
15.1 The Treasury Management Strategy looks to consider and minimise various risks encountered when borrowing or investing cash through the money markets. The aim in accordance with the CIPFA Code of Practice for Treasury Management is to place a greater emphasis on the security and liquidity of funds rather than the return gained on investments.
15.2 The Council has adopted the revised CIPFA Treasury Management Code of Practice.
16. Equalities Implications
16.1 The Treasury Management Strategy does not directly impact on any of the services provided to the Council’s stakeholders or how those services are structured. However the success of the policy will have an impact on the extent to which sufficient financial resources are available to fund services to all members of the community.
16.2 In consideration of the Council’s Treasury Management Strategy and its equality obligations the Council will be mindful of the equality implications within the Borough of Poole Policy and any subsequent amendments. The Council does not knowingly invest in non-ethical investments.
ADAM RICHENS CHIEF FINANCIAL OFFICER
Contact Officers Adam Richens – Chief Financial Officer Telephone: (01202) 63.3183 Email: [email protected]
Mandy May – Finance Manager Telephone: (01202) 63.3178 email: [email protected]
Martin Moore – Management Accountant Telephone: (01202) 63.3397 email: [email protected]
Background Papers - Nil Date: 22 December 2015
11 Appendix 4 PRUDENTIAL CODE INDICATORS
2015/2016 2016/17 2017/18 2018/19
Capital Expenditure £M £M £M £M - General Fund 23.70 30.20 16.09 13.97 - HRA 11.70 11.16 11.33 10.29
Ratio Affordability Measure % % % % - General Fund 1% 1% 1% 1% - HRA 33% 34% 34% 34%
Incremental Impact on Council Tax £ £ £ £ - Supported Borrowing -1.13 -1.08 -0.97 -1.00 - Unsupported Borrowing 2.52 -6.19 2.67 2.82 Total Impact on Council Tax 1.39 -7.27 1.70 1.82
Incremental Impact on Housing Rents £ £ £ £ - Supported Borrowing 0.08 0.00 0.00 0.00 - Unsupported Borrowing 0.00 0.00 0.00 0.00 Total Impact on Housing Rents 0.08 0 0 0
Capital Financing Requirement (closing) £M £M £M £M - General Fund CFR 46.7 50.4 50.6 49.7 - HRA CFR 96.1 95.2 94.4 93.5 HRA Limit on Indebtedness £M £M £M £M - HRA Debt Cap (as prescribed by CLG) 99.8 99.8 99.8 99.8 - Difference between Debt Cap and HRA CFR 3.7 4.6 5.4 6.3
Authorised Limit £M £M £M £M - Long Term Liabilities 1.0 1.0 1.0 1.0 - Borrowing 135.9 145.6 145.0 143.3
Operational Boundary £M £M £M £M - Long Term Liabilities 1.0 1.0 1.0 1.0 - Borrowing 133.8 136.6 136.0 134.3
External Debt £M £M £M £M Long Term - PWLB 82.0 81.6 81.2 80.8 - Other Rif Loan 4.4 1.0 0.0 0.0 Short Term - Other 0.0 0.0 0.0 0.0 Gross Debt 86 83 81 81 Investments £M £M £M £M - Investments 25.6 13.6 7.3 0.6 Total Principal Sum (excluding premiums) Invested to £M £M £M £M final maturities beyond the period: 20.0 20.0 20.0 20.0
Interest Rate Exposure Upper Limit Upper Limit Upper Limit Upper Limit % % % % - Variable Rate 50 50 50 50 - Fixed Rate 100 100 100 100
Debt Maturity Structure (Fixed Rate) Upper Limit Lower Limit % % Under 12 Months 20 0 1-2 Years 20 0 2-5 Years 50 0 5-10 years 75 0 10-20 years 100 0 20-30 years 100 0 30-40 years 100 0 40-50 years 100 0
Appendix 4a Prudential Indicators
Adoption of the CIPFA Code of Practice in Treasury Management - the Council adopted the CIPFA Treasury Management Code of Practice with effect from 1 April 2002 as amended by subsequent revisions of the Code.
Capital Expenditure - this indicator is set to ensure that the level of proposed capital expenditure remains within sustainable limits and, in particular, to consider the impact on Council Tax and in the case of the HRA, housing rent levels.
Ratio Affordability Measure - this is an indicator of affordability and highlights the revenue implications of existing and proposed capital expenditure by identifying the proportion of the revenue budget required to meet financing costs. The definition of financing costs is set out in the Prudential Code.
Incremental Impact on Council Tax and Housing Rent - this is an indicator of affordability that shows the impact of capital investment decisions on Council Tax and Housing Rent levels. The incremental impact is calculated by comparing the total revenue budget requirement of the current approved capital programme with an equivalent calculation of the revenue budget requirement arising from the proposed capital programme.
The Capital Financing Requirement (CFR) measures the Council’s underlying need to borrow for a capital purpose. The calculation of the CFR is taken from the amounts held in the Balance Sheet relating to capital expenditure and its financing.
The Authorised Limit sets the maximum level of external borrowing on a gross basis (i.e. not net of investments) for the Council. It is measured on a daily basis against all external borrowing items on the Balance Sheet (i.e. long and short term borrowing, overdrawn bank balances and long term liabilities. This Prudential Indicator separately identifies borrowing from other long term liabilities such as finance leases. It is consistent with the Council’s existing commitments, its proposals for capital expenditure and financing and its approved treasury management policy statement and practices.
The Operational Boundary links directly to the Council’s estimates of the CFR and estimates of other cashflow requirements. This indicator is based on the same estimates as the Authorised Limit reflecting the most likely, prudent but not worst case scenario but without the additional headroom included within the Authorised Limit.
Gross Debt - This is a key indicator of prudence, the Council should ensure that debt does not, except in the short term, exceed the total of capital financing requirement in the preceding year plus the estimates of any additional capital financing requirement for the current and next two financial years.
Actual External Debt - this indicator is obtained directly from the Council’s balance sheet. It is the closing balance for actual gross borrowing plus other long-term liabilities. This Indicator is measured in a manner consistent for comparison with the Operational Boundary and Authorised Limit.
Total Principal Sum Invested to final maturities beyond the period - the purpose of this limit is to contain exposure to the possibility of loss that may arise as a result of the Council having to seek early repayment of the sums invested.
Interest Rate Exposure - these indicators allow the Council to manage the extent to which it is exposed to changes in interest rates.
Debt Maturity Structure (Fixed Rate) - this indicator highlights the existence of any large concentrations of fixed rate debt needing to be replaced at times of uncertainty over interest rates and is designed to protect against excessive exposures to interest rate changes in any one period, in particular in the course of the next ten years.
Credit Risk - the Council considers security, liquidity and yield, in that order, when making investment decisions. Credit ratings remain an important element of assessing credit risk, but they are not a sole feature in the Council’s assessment of counterparty credit risk. The Council also considers alternative assessments of credit strength, and information on corporate developments of and market sentiment towards counterparties. The following key tools are used to assess credit risk: · Published credit ratings of the financial institution (minimum A- or equivalent) and its sovereign (minimum AA+ or equivalent for non-UK sovereigns); · Sovereign support mechanisms; · Credit default swaps (where quoted); · Share prices (where available); · Economic fundamentals, such as a country’s net debt as a percentage of its GDP); · Corporate developments, news, articles, markets sentiment and momentum; · Subjective overlay. The only indicators with prescriptive values remain to be credit ratings. Other indicators of creditworthiness are considered in relative rather than absolute terms.
Appendix 4a
The minimum level of credit rating for an approved counterparty will be as follows:
Lowest Equivalent Long Amount Maximum % Maximum Period Term Rating Banks and other organisations and securities (including Corporate Bonds and Covered Bonds) whose lowest published long-term credit rating from Fitch, Moody’s and Standard & Poor’s is: AAA £10,000,000 20% 10 Years AA+ £10,000,000 20% 5 Years AA £10,000,000 20% 4 Years AA- £10,000,000 20% 3 Years A+ £10,000,000 15% 2 Years A £7,500,000 15% 364 Days A- £5,000,000 15% 364 Days BBB+ £2,500,000 5% 100 Days AAA Money Market Funds £5,000,000 33% Instant access (any one fund) (sector limit) The Authority’s current £2,500,000 5% O/N account bank (Barclays Bank plc) if it fails to meet the above criteria Other Institutions Debt Management Office £50,000,000 100% (DMO maximum (DMO) period is 6 months) U.K. Local Authorities & other £10,000,000 20% (with 1 10 Years Public Bodies authority) maximum 33% sector limit UK Registered Providers of £5,000,000 15% (with 1 10 Years Social Housing whose lowest provider) published long-term credit maximum 33% rating is [A-] or higher sector limit UK Registered Providers of £5,000,000 10% (with 1 5 Years Social Housing whose lowest provider) published long-term credit maximum 33% rating is lower than [A-] or sector limit those without credit ratings UK Building Societies without £1,000,000 10% 6 months credit ratings
* The maximum may be exceeded on a short term basis with the Council’s own bank as from time to time larger amounts of cash may need to be deposited with them to meet liquidity requirements. e.g. payroll.
Appendix 4b Borough of Poole’s Equality Impact Assessment on the Medium Term Financial Plan
1.0 Background
1.1 The Medium Term Financial Plan (MTFP) is a 4-year plan that is reviewed, updated and rolled forward annually to deliver the Council’s priorities. It is fundamental to the Council’s policy and service planning cycle. It outlines the likely challenges to be faced by the organisation and seeks to align resources to priorities in setting out the overall financial direction over the coming four years. The annual budget is produced in accordance with the parameters of the MTFP, with specific proposals for the year ahead. It is brought forward for Council approval in February each year.
1.2 In recent years, Poole has responded well to an unprecedented challenge with shrinking resources as demand for services, in particular for vulnerable children, adults and older people, continues to rise. Over the past five years the Council’s core government funding has been cut by 56% and savings of nearly £60M have already been made in Poole.
1.3 We now face further significant reductions and by 2019 the amount Poole receives from Government to pay for local services will to reduce from £15M a year to zero. This is two years earlier than previously assumed, which is much more challenging. This reduction is the equivalent of £230 a year for every household in Poole. In addition central government will require the Council to pay it a further £1.4 million from the business rates it collects. This will, in effect, reduce the amount of business rates (currently 25p in the £) the Council is currently allowed to keep.
1.4 All this means that in order to pay for local services, the Council will rely on the money it raises locally through Council Tax, business rates and other sources of income (i.e. fees and charges). This may be supplemented by small grants from government for specific purposes.
1.5 The Council has worked very hard to balance its budget for 2016/17. However, the combination of these factors means the Council must make further savings of £12M over the next four years over and above the plans it has already made. The challenge of delivering the Council’s priorities and making savings on this scale cannot be underestimated. Every effort will be made to deliver our priorities and protect local services but the scale of savings required means we need to think radically about changing the way the Council works. To meet this challenge the Council will act responsibly and prepare for the future with the best interests of Poole at heart.
1.7 The scale of savings, outlined above, inevitably means changes to the way services are delivered and service reductions. This will have impacts on equality groups in Poole. Clearly the more reliant people are on our services the more affected they may be. Impacts were considered at different stages of the change process (see Annex 1). This Equality Impact Assessment (EQIA) identifies the action the Borough has and is taking to proportionately minimise the overall impact.
1 Appendix 5 - EQIA
2.0 Our approach to minimising impacts
2.1 In September 2015, the Council agreed a new corporate strategy which outlines its priorities going forward. It reminds us that as well as providing universal services, such as street lighting and road maintenance, its work continues to be focused on the most vulnerable in Poole. For example, to support and care for older and disabled people, providing services to those facing domestic abuse, and to protect children from neglect and abuse. In addition, we continue to offer preventative services, for example, activities to reduce the isolation of older people and support carers.
2.2 In terms of minimising impact our general approach has been to:
- further cut costs and redesign services - work more closely with partners to deliver services - generate new income streams to support local services - review fees and charges
2.3 We have seen a significant reduction in staffing levels and support functions, which has safeguarded frontline services but created capacity issues in a time of demanding and complex change.
2.4 The Council is therefore considering a completely different approach by looking, with other local authorities, at future options for the structure of local government in Dorset. This could provide an opportunity to improve and maintain important frontline services and drive economic prosperity, create local jobs and attract funding.
2.5 To minimise impacts on equality groups the Council has:
a) Found efficiencies and made service improvements, for example by:
- Providing more services online that can be accessed 24/7 - Making better use of Council buildings and assets by reducing our office space, investing in Beach Huts, and Solar PV programmes - Reviewing Council pay and cost of employment policies - Extending our range of free email newsletters to keep residents informed - Implementing SMS texting to make contact and send reminders to housing customers regarding their appointments and upcoming direct debits
b) Kept Council Tax at the same level for five years.
c) Developing an External Funding Strategy to provide the Borough with a structured, co-ordinated approach to the submission of bids, ensuring that external funding is adding value to Poole’s priority areas.
d) Worked closely with partners and the community to attract substantial new funding and investment from grant bodies and programmes for our key strategic projects.
2 Appendix 5 - EQIA
For example:
- for transport improvements - for a domestic abuse perpetrator programme - from the European and Structural Investment Fund - through Big Local with Bourne Valley Action Group as the lead organisation - a Heritage Lottery Fund Bid for Poole Park e) Raised new income by, for example:
- Offering payroll services to schools and academies - Setting up the ‘new to you’ service which rescues items from landfill, promotes recycling and supports people in need - Extending our emergency alarm ‘Lifeline’ service - Providing an MOT service to the public f) Where charges are being raised or introduced to generate income, or eligibility criteria have changed, services have researched and benchmarked others’ practice, consulted stakeholders as appropriate, and recommended changes on that basis.
g) Reviewed contracts to keep contract costs or fee increases down where possible. An example of this was for our ‘Cash and Valuables in Transit’ contract, which resulted in a cost reduction.
h) Continued to support our Localism agenda. To support this, community development resources have been maintained and focus in areas of highest deprivation and on Black and Minority Ethnic, disabled and older people. Some services are making better use of volunteers and partnerships with the community, voluntary and faith sectors; and continued to support the implementation of the Community Rights and Neighbourhood Planning provisions in the Localism Act.
i) Purchased and are promoting ‘Grantfinder’ to help source external funding for our services and partnerships, as well as “Open4 Community” for statutory, community, voluntary and faith sector partners to use for free and at their convenience. We offer funding searches to some organisations where we are reducing their funding.
j) Sustained funding to Poole’s Council for Voluntary Services, which supports the voluntary and community sector and advises them on funding opportunities; and provided funding to fund voluntary, community and faith organisations, including to Citizens Advice Bureau, Healthwatch Dorset and Dorset Race Equality Council;
In addition, the Council will:
a) Continue to analyse and monitor the ongoing local impacts of Welfare Reform, including for people with a learning disability or health condition, and use this to inform future decision making;
b) Continue to implement our Fairness for All policy and offer a range of corporate equality training. Equality objectives are embedded in the Council’s Corporate Strategy and progress is shared annually, and we regularly promote community
3 Appendix 5 - EQIA
cohesion and awareness raising activities via social media;
c) Continue to monitor the make up of our workforce and address areas of under- representation and other issues that arise. For example, continuing to deliver Springboard courses, a women’s development programme; and to participate in Stonewall’s Diversity Champions;
d) Ensure that any Election related cost savings specifically exclude any adaptations, enhancements or services which help voters who need additional assistance;
2.6 Set out below is a summary of the ways specific groups will be affected and how we intend to minimise and mitigate the impacts.
3.0 Understanding the impacts of specific service changes in 16/17
3.1 The council has an adopted equalities policy – Fairness for All – which outlines the authority’s commitment to understanding, managing and monitoring the impact of service changes. As outlined in section 1 of this report, the Council is facing an unprecedented challenge and this has led to a requirement to reduce funding for some services in order to set a balanced budget.
3.3 While the emphasis has been on protecting front line services, where service changes are proposed these have been subject to individual Equality Impact Assessments and in some cases consultation prior to decisions being made. The major changes and links to this year’s specific EQIAs or reports are set out below:
3.3.1 Changes to the Local Council Tax Support Scheme
In April 2013 Government devolved responsibility for Council Tax Benefit to local authorities but with a reduced budget for this. Using this reduced funding local authorities had to design and implement their own local scheme. In 2012 Borough of Poole, after extensive consultation and accepting a transitional grant from Government, implemented a 91.5% of net council tax eligible scheme (a minimum of 8.5% contribution). However, in April 2014 it recognised that it would need to consult on reverting back to a 20% scheme because of a funding pressure.
Having considered the consultation, Poole’s Local Council Support Scheme will increase the minimum contribution from 14% to 20% from April 2016. It will also remove the Family Premium for new claims only from May 2016 onwards; and backdating of Council Tax Support will be reduced to a maximum of 1 month.
None of these changes will have an impact on currently protected claimants; and £17,500 will be used to increase the Exceptional Hardship Fund and for the provision of debt advice, particularly in Children’s Centres. Another £7,000 will be given to the Stour Valley and Poole Partnership to support the additional costs of collection, making arrangements with claimants and for sign-posting debt advice. £17,500 will be savings to support the budget for 2016/17. See equality implications in the decision making reports.
4 Appendix 5 - EQIA
3.3.2 Reduction in Council subsidies for bus services
The majority of bus routes in Poole operate without subsidy. However, many evening and weekend services, plus those operating away from main roads, require financial support to be viable. The Council began reducing the existing subsidises in 2011 but have worked hard with the bus companies to minimise the impact on passengers.
Following public consultation in late 2014, all bus services were retained but there was a change to the route of the Yellow Bus 20 service, avoiding duplication with the Morebus 52 service. Morebus agreed to retain the winter timetables on its 50 and 52 routes without subsidy from the council. Also, from 1 April 2015, fares on the Route ONE bus service will increase to £1 for a single journey and £1.80 for a day ticket.
The changes will save the council £39,200 a year and are on top of the £100,000 savings achieved following an initial consultation in 2013/14. See the linked EQIA.
3.3.3 Withdrawal of the Mobile Library Service
We have withdrawn the mobile library service. It was costing £50,000 per year but was being used less and less. The vehicle will be relocated to Talbot Primary School, providing a community library for residents in Wallisdown. As an alternative we have been supporting community libraries and book swaps which are proving popular. In addition, the Home Library Service has expanded to support customers in sheltered housing and residential homes. A downloadable audio book and an e-book service is also available. Here is the link to the EQIA.
3.3.4 Changes to the Waste Collection Strategy
Phase 1 of the Waste Strategy project was completed in 2014, which swapped over 30,000 bins to the new standard sizes of a 240 litre blue recycling bin and a 180 litre black refuse bin. Since these changes, there has been an increase of 7.78% in blue bin recycling and a decrease of 6.7% in black bin waste collected at the kerbside.
The Council will now implement an Alternate Weekly Collection system without a separate food waste collection service from Autumn 2016. All households will continue to use their blue bin and black bin, unless they meet the exceptions criteria for medical needs, large households or those with children in nappies. In these cases, additional capacity will be assessed and provided as necessary.
These changes will have environmental benefits as well as creating savings for the Council. Here are the decision-making reports, which include the equality impacts.
3.3.5 Changes to the SLM (Leisure Centres) contract
The Council has agreed to renegotiate and extend its contract with SLM who run the Borough’s leisure centres. As part of this the Council intends to invest in some improvements to facilities and equipment. This change will save £971,000 over five years and it is anticipated that it will enable an additional 30,000 centre visits a year.
5 Appendix 5 - EQIA
The measures necessary to reduce the contract costs will however include the withdrawal of Silver Swim Sessions (free for over 60s) and a reduction in discount offered to Access to Leisure and Learning Cardholders (ATL&L) on swimming (casual and lessons) and OLGA (gymnastics). Both changes will take affect in 2016.
It should be noted that the new ATL&L card discounted rate is still comparable with other local authorities, and over 60s will be able to swim during any public swim session at a reduced rate of £2.20. Over 60s free swimming will still be available at two pools. Other free activities will remain on offer and the intention is to investigate whether other services could be added to the ATL&L scheme. See the full EQIA.
1 Impact on people from different equalities groups
4.1.1 Demographic information about older people:
a) In 2014, 22% of Poole’s residents were aged 65 or over compared to 18% for England. 5,200 residents were aged 85 or over and their number is projected to increase by 35% between 2014-2024. Whilst many older people living in the Borough are classed as being affluent, 13% of older people could be described as living in poverty in 2012/13 (English Indices of Deprivation, 2015).
4.1.2 Impacts on services for older people and actions to minimise these by:
a) When assessing the health and social care needs of both adults and children, services will be looking to address individual’s needs in relation to their ethnicity, faith, sexual orientation and disability;
b) Working with NHS partners and neighbouring councils we continue to review and plan for increasing numbers of older and disabled people with more complex needs. The Better Together Programme focusses on integrating services to deliver a better experience for patients and service users, with a greater emphasis on prevention and financial savings across the sector;
c) Delivering high-quality care services to older people, people with a learning disability and people with a physical disability through Tricuro, a Local Authority Trading Company formed on behalf of Poole, Bournemouth and Dorset Councils.
d) Continuing to fulfil our duties in relation to adult safeguarding; statutory mental health functions (particularly Deprivation of Liberty Safeguards); and to protect and ensure advocacy for people who lack mental capacity. We have brought in some additional resources to support DOLs processes;
e) Delivering a campaign and appropriate safeguarding training to ensure all Borough employees understand their responsibilities to keep people safe and report concerns;
1 Note that some of the mitigating actions will be listed under one protected characteristic but also apply to another. For example, some that apply to older people include disabled people.
6 Appendix 5 - EQIA f) Monitoring the impact of the introduction of the Care Act, the most significant change to how adult social care and health services will be delivered; g) Implementing new ways of working which support people with care needs to manage more independently at home. These include the use of assistive technology, information and advice services, a more responsive approach to discharge from hospital and greater support for carers as a result of the Care Act. In doing this the demand for more expensive domiciliary and residential care is moderated and savings are made against the predicted demographic growth in older people; h) Utilising funding transferred from the health sector to invest in reablement services which will help people regain and sustain their independence for longer; i) Transferring high cost care needs of a group of people who would have been entitled to Continuing Healthcare funding to the NHS; j) Continuing to monitor those affected by the Fairer Charging Policy, and actively signposting people to other services, particularly the Poole Well-Being Collaborative. If people’s circumstances change they are encouraged to approach Social Services for new assessment of their needs and circumstances; k) Undertaking financial assessments for clients so they pay for their care according to their means under the revised Adult Social Care Fairer Contribution Policy; l) Working with partners, particularly with the Poole Well-Being Collaborative, to reduce isolation, loneliness and improve the feeling of wellbeing for older people; m) Working with partners, including Dorset Clinical Commissioning Group, the Alzheimer’s Society and the Poole Well-Being Collaborative, so that Poole becomes a dementia friendly town; n) Continuing to roll out the personalisation of Adult Social Care and increasing take-up of personal budgets and direct payments. This enables service users and carers to receive a personal response to their individual needs which takes into account gender; disability; sexual orientation; ethnicity; and religion and/or belief etc; o) Providing My Life, My Care, an online resource with up to date advice, information and support for all adults in Poole, Bournemouth and Dorset, particularly those with care and support needs; p) Working with Better Together partners to create a more consistent approach to assessment to prevent the need for multiple assessments from different agencies and the easier transfer of information for those moving across local authority boundaries; q) Working to prevent and delay the onset, or worsening, of care needs by responding promptly with appropriate information and advice; r) Adding an online alternative to initial contact with Adult Social Care to provide as many routes in to services as possible;
7 Appendix 5 - EQIA
s) Working with partner organisations to create a new charter to promote safe and appropriate information sharing;
t) Working with partners in Better Together and Health to better link various computer systems in use across the county to allow better access to information;
u) Delivering a 54 flat Extra Care housing scheme in partnership, with Poole Housing Partnership and the Homes and Communities Agency, which will ensure that additional supported accommodation with care provision on site is available as an alternative to residential care;
v) Securing funding in partnership with other Dorset authorities for the Healthy Homes initiative that will improve the energy efficiency of housing for older and vulnerable people;
w) Poole Housing Partnership are retendering their utilities contract and will aim to keep heating charges at the same level as 2015/16, as well as keeping their charges for warden costs and support people charges low;
x) PHP have introduced a reduction to service charges and/ or major works charges if the leaseholder will suffer exceptional hardship in paying these charges;
y) Maintaining investment in Lifeline Services and providing 24/7 cover for Telecare and emergency responses, with no price increases in 2015/16 or planned in 16/17;
z) Providing a highly regarded Library service to care homes and extending the Home Library Service for people with disabilities and complex needs who require a home delivery service, in partnership with the Royal Voluntary Service (RVS);
aa) Continuing to assess equality impacts on future bus subsidisies.
4.2.1 Demographic information about children and young people:
a) In 2014 there were 32,900 residents persons aged 0-19 in Poole. Their number is projected to increase 9% between 2014 and 2024.
b) Over the decade the population aged 0-4 will be more or less stable. 5-12 year olds will increase by 14%; 13-19s numbers will fall over the first three years of the decade but then rise, ending the decade 9% higher than at the start.
c) Child Poverty has fallen from 18% in 2008 to 16% in Poole in 2012, using the IDACI measure of child poverty. (Also see section 4.8.1 b)
4.2.2 Impacts on services for children and young people and actions to minimise these:
In recent years and in line with Central Government legal and policy changes, services for children, young people and their families have undergone significant changes and budget reductions. The Council’s focus has been on creating back
8 Appendix 5 - EQIA
office savings and prioritising frontline services where possible. Moving forward, there is an increasing focus on providing early help to prevent problems escalating, with potential life long impacts. We are working to minimise impacts by: a) Working with schools to rapidly improve educational standards, particularly at Key Stage 2 and for vulnerable children by:
- Allocating an additional £140,000 to increase the capacity of our support for school improvement; - Working in partnership with school leaders to develop a new strategy for Supporting School Improvement 2015-2018, which sets out a clear vision and ambition and identifies key areas for improvement supported by targets for individual schools; - Establishing a cross-party working group of councillors to monitor the implementation of our new strategy to all schools; b) Sustaining services to all schools which support school attendance and early support for families; c) Providing school places for every pupil and sustaining services, which secure good school attendance and school standards; d) Undertaking a significant change programme related to early help services and improving intensive support for families and young people; e) Developing and improving the ‘transitions process’ for those moving from Children’s to Adult Social Care; f) The Borough acts as corporate parents to children in care and as care leavers, and will be providing an additional £680,000 for residential, fostering and independent living services, as well as £386,000 additional investment for adoption services; g) Fulfilling our statutory responsibilities by increasing resources to help children in care with more complex needs and children who need safeguarding; h) Improving our Children’s Centres in line with Ofsted recommendations, and ensuring they provide both universal and targeted offer for our families; i) Further developing the volunteer programme in Children Centres and the award winning Starting Out programme for early home learning; j) Investing in five new social workers and additional legal advice to support court proceedings around specialist domestic abuse, children in care and homelessness in 16 to 17 years old; k) Creating a Children Services Referral Information and Advice Hub to support effective information sharing and action in relation to child welfare and safeguarding concerns and ensure that children receive the ‘right help at the right time’ promptly;
9 Appendix 5 - EQIA l) Promoting the development of sufficient local availability of specialist residential/ respite care for children with disabilities; m) Work with health to support and develop the role of health visitors; n) Providing resources to support the development of new early intervention programmes in both Under 5’s Services and working with schools on support for pupils at transition between primary and secondary; o) Working with the Child and Adolescent Mental Health Service to ensure improved access to counselling service; p) Developing work to improve the mental resilience and well being of young people through schools and other services; q) Ensuring the voice of young people reaches into the heart of decision making within the authority; r) Refining our approach to children at risk of sexual exploitation and providing a Pan- Dorset specialist ‘Missing Children’ outreach service for children and young people at risk of this and who are missing; s) Giving Bookstart Baby packs and Bookstart Treasure packs to every child at age 4 months and 3-4 years to encourage parents to share stories, rhymes and books with their children; t) Maintaining the domestic abuse family intervention service for children and young people who are affected by this; u) Continuing to develop use of digital channels, such as Twitter and Facebook which is helping improve our reach, particularly to young people; v) Continuing to develop a sustainable apprenticeship scheme within Poole.
4.3.1 Demographic information about disabled people:
a) In the 2011 Census, over 27,200 people said they had a Limiting Long-term Illness – 18% of Poole’s population. In 2002, 4,130 people in Poole were claiming Disability Living Allowance. This had risen to 6,240 by May 2013 (Nomisweb).
b) People with learning disabilities experience an increased risk of early death and life expectancy is shortest for those who have the most support needs. They also experience a greater variety, complexity and range of health problems. People with a learning disability are also particularly vulnerable to abuse.
c) People who have a serious mental illness are also likely to have other long term conditions and have reduced life expectancy. People who experience severe mental illness also are more likely to live in poor and unsettled accommodation and be less likely to have and sustain paid employment. Also see Understanding Equality and Diversity: Disability Digest.
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4.3.2 Impact on services and actions to minimise these by:
a) Continuing the ‘bespoke housing’ scheme, which aims to meet some of the most challenging housing needs of disabled families via new build, conversion or property purchase. We will continue to provide Disabled Facilities Grants for adaptions;
b) Enable people to find their route to suitable housing through the development of housing pathways for those with mental illness, physical and learning disabilities, autistic spectrum disorders, offending histories, older people, young people/ parents and victims of domestic abuse;
c) Ensuring we apply additional support considerations and criteria when designing our local council tax support scheme to minimise the impact on some of the most vulnerable people in Poole;
d) Working with people with learning disabilities, their families, carers and Dorset County Council to produce a new Pan-Dorset Big Plan for implementation from April 2016;
e) Offering a wider range of courses to ensure that adults can develop skills in literacy, numeracy and employment and offer courses and support to people with learning and physical disabilities;
f) Actively promoting and increasing the take up of Poole’s Access to Leisure and Learning Scheme, a discount scheme that allows disabled people, people on low incomes and those in full-time education (aged 16 years and over) to take part in leisure and sports activities at reduced rates;
g) Continuing to be able to reduce the harm caused by anti-social behaviour and supporting vulnerable victims with three dedicated ASB officers and a part-time Victim Support Officer;
h) Ensuring easier access to British Sign Language and Communications Support providers for our deaf residents via a corporate arrangements;
i) Continuing to consult with the ‘Getting About Group’, a group of older and disabled people about access to transport and how to improve their experience of getting around Poole. The group aims to ensure equality of access for all - by walking, cycling, public/community transport, mobility scooter and wheelchair;
j) Continuing our commitment to being a ‘Positive about Disabled People’ employer;
k) Signing and implementing a ‘Time to Change’ action plan to challenge the stigma of mental health for Borough employees;
l) Developing a work experience programme aimed at people with barriers to employment aimed at people with limited capabilities and young people in care and care leavers.
Also see mitigating actions under older people and children and young people.
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4.4.1 Demographic information for people of different faiths or beliefs a) Little detailed data exists regarding different faith groups in Poole. However, the 2011 Census provides top-level data on the population by religion. Almost two thirds categorised themselves as Christian, 30% stated they had no religion, for 8% religion was not stated, and the remaining 2% belong to other denominations.
4.4.2 Impacts on services for people of different faiths or beliefs and actions to minimise these by:
a) Sustaining our partnership work with Faith Links, an interfaith project. The project promotes a positive exchange between people of different faiths and those who do not follow a faith, and aims to develop a better understanding of the issues that are important to local faith groups to feed into our service planning. They also provide Chaplaincy, which gives pastoral support for employees of all faiths and none;
b) Supporting our employees to get involved with the Jewish community’s Mitzvah Day of social action each year. We do this in partnership with Faith Links;
c) Liaising regularly with the Dorset REC’s Muslim contact group and the Dorset Islamic Centre in Poole;
d) Continuing to work in partnership with the Prejudice Free Dorset Group to improve hate crime reporting and support to victims. We also monitor community tensions and feed this into Safer Poole’s multi-agency operational meetings. This work particularly applies to people of different faith and/or beliefs, Black and Minority Ethnic people, disabled people, Gay, Lesbian, Bisexual and Trans people;
e) Supporting local Holocaust Memorial Trust activities, including a Holocaust Memorial Day event which is well attended and regarded locally;
f) Using social media to promote religious festivals and awareness raising days;
4.5.1 Demographic information about women and men in Poole:
a) Of the 145,100 residents in Poole in 2014, 49% were male and 51% female.
b) Although life expectancy is good in Poole, there is a difference of 7.9 years for men moving from the least to most deprived neighbourhoods and a 6.4 year difference for women.
c) In 2011, there were 3,596 lone-parent households in Poole, most of whom were women. Lone parents accounted for 45% of all Council Tax Benefit claimants.
d) In 2015, the median hourly pay rate (excluding overtime) for all women working in Poole was £10.34 compared to £12.75 for men. An estimated 29% of women earn less than the living wage of £8.25 per an hour, compared to 16% of males.
e) In 2012, nationally 80% of offenders sentenced for criminal offences were male. Men, particularly aged 16-24, are more at risk of violence from strangers and
12 Appendix 5 - EQIA
acquaintances. Women have a higher risk of domestic violence.
4.5.2 Impacts on services aimed at women and men and actions to minimise these by:
a) Providing a wide range of information and services to support carers, and offer a carers assessment to ensure they are getting information and available help;
b) Co-producing with carers a new pan-Dorset partnership vision for how we will support them for the period 2016 – 20. This covers young carers, bereaved carers and carers of people in residential care, not just those who have ‘eligible needs’ under the Care Act 2012;
c) Commissioning a wider range of ways in which carers can take a break in order to maintain their health and well being. This will include providers of services that may have more appeal to young adult carers, and aims to support them to transition from young carers support to adult services;
d) Working across Dorset to commission services that will support carers with the emotional and financial pressures they face;
e) Celebrating Carers week across Bournemouth and Poole through an event that provided specialist advice and information about their community; as well as promoting support for employees who are carers via our intranet;
f) Monitoring and evaluating the mitigating actions taken as a result of the Local Council Tax Scheme Equality Impact Assessment;
g) We have run two Springboard (women’s development courses) in the last year and will run another in 2016. They have been well-received and enabled women to develop support networks across the organisation;
h) Prioritising addressing the harm caused by domestic and sexual abuse by continuing to invest in domestic abuse services and securing additional funding from a range of sources to support an Outreach Service, the Refuge, Pattern Changing and ‘Freedom’ programmes;
i) Working with partners to reduce reoffending rates of Domestic Violence perpetrators, as well as challenging and changing perpetrators’ behaviour;
j) Implementing a pilot perpetrator programme called ‘Up2U’ from 2016, working with male and female perpetrators aged 16 and above;
k) Working to prevent sexual violence from happening by challenging the attitudes and behaviours that foster it;
l) Rolling out Honour Based Violence and Female Genital Mutilation training to frontline employees and partners in collaboration with Karma Nirvana.
13 Appendix 5 - EQIA
Also see the mitigations under children and young people and older people’s sections.
4.6.1 Demographic information on Black and minority ethnic people:
a) In 2011, 11,947 residents in Poole were from Black and minority ethnic groups2, comprising 8% of the total population. Since the 2001 Census, the BME population in Poole has more than doubled.
4.6.2 Impacts on services for Black and minority ethnic people and actions to minimise these by:
a) Continuing to work in partnership with Prejudice Free Dorset to improve hate crime reporting and support to victims; and continuing to implement the action plan from the Scrutiny Review about people in Poole’s experiences of prejudice. This should positively impact on BME, disabled, and LGB and T people in particular;
b) Continuing to fund Dorset Race Equality Council (REC) and work with them and other BME groups to celebrate diversity and promote access to our services;
c) Strengthening our engagement with BME groups to make sure that we are better able to respond to their specific needs. For example, through BME people working with Children’s Services to address cultural differences and approaches to children’s safeguarding. We are also planning a research project that specifically looks at BME residents experiences of living in Poole;
d) Continuing to support and manage our Gypsy and Traveller residential site and Gypsy and Travellers that visit the Borough during the summer months. We are working with a community group to challenge the media portrayal of the community and will promote Gypsy and Traveller History Month activities;
2 Gypsy or Irish Traveller and Arab are new ethnic group categories introduced into the 2011 Census that were not included in the previous 2001 Census.
14 Appendix 5 - EQIA
e) Working with Black and minority people and library services to develop appropriate collections and events. Examples are a Polish book collection and a Russian reading group.
4.7.1 Demographic information about LGB and T people:
a) The government uses the figure of 5-7% of the national population as a reasonable estimate of the LGB community. Recent research revealed that over half of gay male respondents (51%), 61% of lesbians and 25% of bisexual people felt that they had experienced disadvantage as a result of their sexual orientation. Examples given varied widely but included issues relating to neighbourhoods, experiences at school and universities, problems with family, living in secret and openly homophobic verbal and physical abuse (Beyond Tolerance, 2009, Equality and Human Rights Commission). See Understanding Equality and Diversity: Sexual Orientation Digest.
4.7.2 Impact on services for LGB and T people and actions to minimise these by:
a) Continuing to fund SPACE Youth Group to reduce the isolation felt by some LGB and T young people and encourage their participation in other activities;
b) Continuing our commitment to the Stonewall Diversity Champions programme, which addresses LGB equality issues in our workplace, including implementing a ‘Straight Allies’ Programme;
c) Continuing to support the work of the Prejudice Free Dorset Group on hate crime reporting and implement the actions resulting from a Scrutiny Review on people’s experience of prejudice;
d) We will promote LGB and T History Month and also support Bourne Free (local Pride event) again in July.
4.8.1 Demographic information on socio-economic groups:
a) The Indices of Deprivation Scores 2015 show that 13% of older people (i.e. aged 60+) and 16% of young people (aged 0-15) in Poole were living in relative poverty. Although the average score for older people is 13% it varies across neighbourhoods, from 3% to 37%. The worst Lower Super Output Area (LSOA) is in Newtown.
b) Similarly for children, although the average score is 16% this varies from 2% to 46% across neighbourhoods, with Hamworthy West having nearly half the children living in relative poverty. There were 2 LSOAs in Poole that fell within the worst 10% in England, in Alderney and Hamworthy West. Ten LSOAS fell within the worst 25% of LOAs nationally.
4.8.2 Impact on services for people from socially and economically excluded groups and the actions to minimise these by:
a) Supporting local business and providing help to local people who face barriers to work. For example through Dorset Growth Hub, who are providing a new one-stop shop for business and growth advice; Jobs Hubs, which help people find and sustain
15 Appendix 5 - EQIA
work; and Tomorrow’s People who are supporting patients to find work and/ or reduce the number visits to GPs;
b) Providing an additional £25,000 funding a year for two years to Poole Citizen’s Advice Bureau to specifically support residents with entrenched debt problems to change behaviour and be more financially resilient;
c) Continuing to support people in housing need to access to the private sector with a tenancy deposit, loan scheme and discretionary housing payment;
d) Despite the loss of a government grant, the Borough has agreed to sustain, albeit from a reduced fund, the Poole Crisis Payment Scheme to support people who are unable to meet their own immediate needs and who are experiencing an emergency. e) Continuing to work with organisations across Dorset to implement Universal Credit; f) Implementing Phase 2 of the Troubled Families programme, which works with the most troubled families in the Borough to help them to address their own difficulties in a positive and sustainable way; g) Working with Bourne Estate Valley Action Group and partners to tackle health inequalities and build a more active, confident and resilient community; h) Continuing to identify land for affordable housing and to enable new homes to be built; preparing a programme of infill site development with PHP; and developing an extra care housing scheme; i) Ensuring the Council can continue its statutory responsibilities in relation to homelessness and anti-social behaviour; j) Working intensively to prevent homelessness and to minimise the number of people who need bed and breakfast accommodation and to help secure private rented accommodation using tenancy deposit loans and bonds; k) Reviewing our supported housing arrangements to ensure they are targeted to those in the most need, and deliver best possible value and outcomes for people in Poole; l) Continuing to fund successful joint initiatives, such as the under-occupation scheme with PHP. This gives practical help to under-occupying tenants to enable them to move to smaller homes, to free up larger homes for re-letting to those in greatest need and mitigate the impact of the spare room subsidy reductions; m) PHP are providing practical support and accommodation to the Coastal Credit Union; n) Referring people to “Your Money” project, which supports vulnerable individuals who would otherwise struggle to manage their money and apply for benefits; o) Providing extensive programmes through library, museum and arts to promote children’s reading, learning and enjoyment;
16 Appendix 5 - EQIA
p) Continuing to implement the Health and Wellbeing Strategy which has a priority to reduce health inequalities in areas of deprivation.
Responsible officer Jan Thurgood, Strategic Director
Contact: Tim Martin, Head of Corporate Strategy and Communications
January 2016
17 Appendix 5 - EQIA
Annex 1
MTFP Equality Impact Assessment Process
a) Since 2009, equality implications have been required to be considered and documented for future growth and saving proposals as part of the MTFP process. Senior Responsible Officers are required to carry out Equality Impact Assessments across their services.
b) All services have access to intelligence about our community make up in Poole.
c) More detailed EQIAs have been undertaken on significant service changes (see section 3 above).
d) The process for assessing savings and growth proposals for this MTFP was subject to critical evaluation by the Council’s Efficiency and Effectiveness Overview and Scrutiny Committee. This process enabled proposals to be examined in terms of their impacts on communities in Poole, including equalities groups. Complex and contentious proposals were referred to the Overview and Scrutiny process to ensure adequate consideration was provided.
Annexe 2 - Background papers
Cabinet Reports from the July, October and December 2015
18 Appendix 5 - EQIA
BOROUGH OF POOLE
CABINET
9 FEBRUARY 2016
Agenda Item 14 Medium Term Financial Plan 2016 to 2020 Update report (Including budget and Council Tax Setting for 2016/17)
The final Local Government Finance settlement for 2016/17 was issued on the 8 February 2016. In previous years the changes between the provisional settlement (issued just before Christmas) and the final settlement (issued in January) were minimal. This was not the case on this occasion.
The changes reflect the feedback the Government received to the provisional settlement including the submission from the Borough of Poole. This feedback highlighted concerns in respect of a new method for distributing Government grant reductions (which take into account local council tax resources) and the lack of consultation to this approach.
The main points nationally in respect of the final settlement are;
• No authority will receive a lower amount in the final (February 2016) settlement than the previously announced (December 2015) provisional settlement.
• £300m extra in the form of a transitional grant. This will be made available to the sum of £150m in both 2016/17 and 2017/18.
• £25m extra in the form of a Tariff / Top up adjustment. This will cover the 2 year period 2017/18 and 2018/19. The position for 2019/20 will be considered as part of the review of business rates.
• £91m in additional Rural Services Delivery Grant. Again this total will cover the 2 year period 2016/17 and 2017/18.
• £109m in potentially higher Council Tax increases for district councils over the 4 year period (now the higher of 2% or £5 for all district councils).
• There is no additional Government Funding for 2019/20 which means it is only the pace of the cuts which is being altered.
• There will be a review of the needs based assessment formula (which underpins the governments core grant allocation) to determine “what it should be in a world in which all local government spending is funded by local resources not central grant”. This will be used to determine the transition to 100% business rates.
• Councils will be given until Friday 14 October 2016 to respond to the offer of a 4 year settlement.
Agenda Item 14 – MTFP 2016 to 2020 - ADDENDUM Impact of the final settlement on the previously announced figures for Dorset Local Authorities in 2016/17
+ £4.099m Dorset County Council
+ £0.872m Poole Borough Council
+ £0.360m West Dorset District Council
+ £0.308m Bournemouth Borough Council
+ £0.232m East Dorset District Council
+ £0.228m North Dorset District Council
+ £0.121m Purbeck District Council
+ £0.107m Weymouth and Portland District Council
+ £0.104m Christchurch Borough Council
Impact on Poole
The cumulative position in relation to the severity of the government grant reductions over the 4 year period is unchanged.
However the pace of the reductions will be altered as follows (adjusted final column of Figure 7 in the substantive report).
Total Poole Central Government Grant reductions (cuts);
Provisional Final Variance Financial Year Settlement Settlement £000s £000s £000s 2016/17 5,634 4,762 (872) 2017/18 5,110 5,120 10 2018/19 2,675 3,537 862 2019/20 2,615 2,615 0 Total 16,034 16,034 0
The financial strategy is to apply any extra resources delivered by the final settlement in 2016/17 into the capital contingency to support the recognised shortfall in the resources which support the risks borne by the capital programme including the need to invest in key infrastructure projects. The capital contingency will be increased from £0.985m to £1.857m.
The extra resources in 2017/18 of £862k will alter the profile of the council's funding gap towards 2018/19 which will steepen the cost base adjustments that will be needed in that year. This also happens to be the year that the majority of the annual allocation from the Financial Planning earmarked reserve ends as the reserve will have been mostly utilised.
Agenda Item 14 – MTFP 2016 to 2020 - ADDENDUM Medium Term Financial Plan (update to figure 16 of the report)
9 February 2016 Cabinet report – based provisional settlement
2016/17 2017/18 2018/19 2019/20 Total £m £m £m £m £m Funding Gap 0 4.3 5 2.2 11.5
Cumulative Funding Gap 0 4.3 9.3 11.5
Addendum – based on the final settlement
2016/17 2017/18 2018/19 2019/20 Total £m £m £m £m £m Funding Gap 0 3.4 5.9 2.2 11.5
Cumulative Funding Gap 0 3.4 9.3 11.5
Attached as Appendix A and Appendix B are updates on the 2016/17 Budget Summary and the Summary MTFP.
Other grants
It should be noted that a number of other potential funding streams remain to be announced which have the potential to further amend the overall position. On the revenue side this includes the Public Health Grant and any Independent Living Fund allocations. In respect of capital this includes all the 2016/17 allocations including Disabled Facilities Grant, Social Care Capital Grant etc.
Other issues
As part of his speech the Secretary of State also announced a consultation on planning fees to allow well-performing planning departments to increase their fees in line with inflation at the most, providing that the revenue reduces the cross subsidy that the planning function currently gets from Council Tax payers.
Recommendations
It is recommended that Cabinet recommend to Council:
1) The amendments to the 2016/17 budget and Medium Term Financial Plan, as set out in this addendum, following the issuing of the final settlement on the 8 February 2016.
2) That Members acknowledge the potential further changes that may occur in respect of the currently outstanding revenue and capital grants.
3) On the assumption that there are no further significant changes, that Members accept that changes will be addressed as part of the 1st quarter Council Budget Monitoring Report for 2016/17.
Agenda Item 14 – MTFP 2016 to 2020 - ADDENDUM GENERAL FUND BUDGET SUMMARY 2016/2017
Net Gross Gross Net Budget Expenditure Income Budget 2015/16 2016/17 2016/17 2016/17 £000's £000's £000's £000's
Theme Areas People - Children's Services 28,227 88,608 (58,255) 30,353
People - Adult Social Care 40,225 56,850 (16,077) 40,773
People - Other 8,862 23,781 (14,841) 8,940
Places 28,595 55,424 (27,081) 28,343
Business Improvement 6,184 71,298 (66,419) 4,879
Pensions 2,452 2,332 0 2,332
Non distributed costs - Surplus property costs 190 207 0 207
Efficiency Review Programme savings to be scheduled (104) (204) 0 (204)
Courts and Fisheries 260 254 0 254
Temporary expenditure 50 0 0 0
Cost of theme controlled services 114,941 298,550 (182,673) 115,877
Corporate Income and Expenditure Environment Agency 193 196 0 196 Interest on cash investments (304) 0 (249) (249) Investment Income (1,476) 351 (1,722) (1,371)
Net Operating Expenditure 113,354 299,097 (184,644) 114,453
Other financial items impacting on the general fund Notional depreciation charges included within cost of services (11,980) (13,472) (13,472) Contingency 0 0 0 0 Revenue contribution to capital - general 0 993 0 993 Revenue contribution to capital - ICT investment plan 165 165 0 165 Provision for repayment (MRP) 1,437 1,380 0 1,380 Provision for repayment of prudential borrowing 1,441 1,167 0 1,167
(8,937) 3,705 (13,472) (9,767)
Other funding before Council Tax Requirement Local Services Support Grant (15) 0 0 New Homes Bonus Grant (2,590) (3,184) (3,184) Council tax freeze grant (738) 0 0 Collection Fund Surplus Distribution (council tax) (807) (590) (590) Income from Business Rates (29,004) (29,530) (29,530) Tariff to Government 14,528 14,649 14,649 Grant - compensation for national business rate initiatives (net) (1,310) (998) (998) Collection Fund deficit distribution (business rates) 257 0 0 Revenue support grant (from Government) (14,840) (9,942) (9,942) Transitional Grant 0 (872) (872) (Use) of Earmarked Reserve (3,602) (4,516) (4,516)
(38,121) 14,649 (49,632) (34,983)
Total Council Tax Requirement 66,296 317,451 (247,748) 69,703
Note: debits to financial reserves are treated as expenditure, credits as income APPENDIX A Current Funding Gap: Latest Medium Term Financial Plan (MTFP)
4 year Pressures 16/17 17/18 18/19 19/20 Total £m £m £m £m £m Core Government Funding reductions 4.7 5.1 3.6 2.6 16.0 Housing benefit grant 0.1 0.1 0.2 Adult Social Care - Growth 2.6 1.8 1.7 2.2 8.3 Pay award (1% per annum) 0.6 0.7 0.6 0.6 2.5 Children’s Social Care – Growth 1.4 0.3 0.1 0.2 2.0 Incremental Drift 0.6 0.4 0.2 0.1 1.3 Inflation, Other Growth Pressures, adjustments 0.3 0.5 0.2 0.4 1.4 National Insurance (rebate lost due to Single State Pension) 1.1 1.1 Waste Disposal Costs (0.1) 0.1 0.2 0.2 0.4 Transport Inflationary & Other Cost Pressures (0.2) 0.2 0.2 0.2 Pension Costs (end of current benefit from payment in advance) 0.2 0.1 0.3 Children’s Services 0.2 0.2 Capital Charges and Investment income 1.1 (1. 2) (0.1) (0.1) (0.3) Total Additional Annual Pressures 12.4 8.0 6.7 6.5 33.6 Cumulative Pressures 12.4 20.4 27.1 33.6
4 year Additional Resources 16/17 17/18 18/19 19/20 Total £m £m £m £m £m Council Tax - Increases (3.99% from 2016/17 onwards) (2.7) (2.8) (2.9) (3.1) (11.5) Council Tax – Tax base Increases (collection levels, (0.5) (0.4) (0.5) (0.9) (2.3) expenditure LCTSS claimants, single person discounts, new properties) New Homes Bonus (new properties + commissioned exercise) (0.6) 1.2 0.1 0.7 Improved Better Care Fund (1.2) (1.4) (2.6) Financial Planning Reserve (2014/15 outturn) (1.4) 0.1 1.3 0.0 Reserve fully utilised (13/14 Budget Amendment/ Fin Plan Res) 0.4 3.0 3.4 Council Tax - Surplus Distribution 0.2 0.6 0.8 Savings & efficiencies General savings & efficiency proposals (4.1) (1.3) (0.4) (0.3) (6.1) Adult Social Care savings & efficiency proposals (2.8) (0.6) (3.2) Local Council Tax Support Scheme (0.2) (0.2) Prudential Borrowing (0.2) (0.2) Minimum Revenue Provision (MRP) (0.2) (0.2) Corporate Solar PV Investment Programme (0.1) (0.1) (0.2) Accommodation Strategy (0.1) (0.1) (0.2) Apprenticeship Scheme (0.1) (0.1) Total annual extra resource & savings (12.4) (4.6) (0.8) (4.3) (22.1) Cumulative extra resources & savings (12.4) (17.0) (17.8) (22.1) Cumulative MTFP – Net Funding Gap 0.0 3.4 9.3 11.5 Please note: Adult Social Care Growth now includes a significant sum in respect of the impact of the Living Wage
APPENDIX B
BUDGET 2016/2017
GLOSSARY
OF
TERMS
GLOSSARY OF TERMS
Arms Length Management Organisation – a company set up specifically to manage Poole Council’s housing stock. Poole’s ALMO is known as Poole Housing Partnership.
Authorised Limit – prudential indicator based limit, which sets a parameter for the level of affordable debt. It should not be set so high that it would never in any possible circumstances be breached. It should reflect a level of borrowing which, while not desired, could be afforded but may not be sustainable. In this way it may include provision for additional borrowing that may be required for a short period in order to deliver the agreed treasury management strategy.
Best Value – Poole has a duty under the Local Government Act 1999 to make arrangements to secure continuous improvement in the way in which its functions are exercised, having regard to a combination of economy, efficiency and effectiveness.
Budget – a statement defining the council’s policies over a specified period of time expressed in financial terms.
Capital Receipts – the proceeds from the disposal of land or other assets. These receipts can be used to finance capital but not revenue expenditure. If the amount received does not exceed £10,000 then the amount will not be treated as a capital receipt.
Capital Expenditure – acquisition, reclamation, enhancement or laying out of land; the acquisition, construction, preparation, enhancement or replacement of roads, buildings and other structures; the acquisition, installation or replacement of moveable or immovable plant, machinery and apparatus and vehicles and vessels.
Capping – a system whereby the government can limit and therefore control the budget requirement of the council because it deems it excessive or it is deemed to show an excessive increase over the previous year.
Comprehensive Spending Review (CSR) – the public expenditure planning process introduced by the government in 1997. The latest review was received in 2010 and covers the 4 years to 2014/15.
Council Tax Requirement – estimated amount of net expenditure on general fund services that needs to be financed from council tax.
Contingency – amount set aside to meet unforeseen items of expenditure or income shortfalls. Will also be used to cover items with a high degree of uncertainty.
GLOSSARY OF TERMS (Continued)
Council Tax – a charge on the residential property within Poole to finance a proportion of the Authority’s expenditure
Council Tax Benefit – assistance provided by the council to adults on low incomes to help them pay their council tax bills. The cost is met by the Department of Work and Pensions.
Dedicated Schools Grant – Funding from the Department of education for all provision, including schools, Early Years providers and Special Educational Needs.
Depreciation – the theoretical loss in value of an asset due to usage, wear and tear, deterioration or obsolescence.
Estimates – the amounts that are expected to be incurred as expenditure, or received as income, during specified financial year.
Fixed Rate Debt Maturity Structure – prudential indicator that sets out the maximum levels of borrowing, as a proportion of total borrowing, that would be taken out over different maturity profiles
General Fund – the main revenue fund of Poole Council. Day to-day spending and receipts are met from or paid into this fund.
Housing Benefit – an allowance to persons on low income to meet, in full or part, their rent. Benefit paid to Poole's own council tenants is known as rent rebate, and benefit paid to tenants in the private sector is referred to as rent allowance. The cost is met by the Department of Work and Pensions.
Housing Revenue Account – separate ring-fenced account of Poole Council, which records the income, and expenditure on the council’s landlord function. All other services are charged to the general fund.
Interest Rate Exposure – prudential indicator which sets out the maximum level of borrowing, as a proportion of total borrowing, that would be taken out at variable or fixed rates.
Local Education Authority (LEA) – any local authority, which is responsible for Education, is referred to as a Local Education Authority. Poole has this responsibility along with all unitary councils, county council’s, London boroughs and metropolitan districts.
GLOSSARY OF TERMS (Continued)
Medium Term Financial Plan (MTFP) – part of the Council’s business plan and corporate strategy. Statement of the council’s policies over more than one year (currently 3 years) expressed in financial terms. Aim is to enable the proactive management of the budget, enabling better forecasting and long term financial planning in order to meet Council priorities.
National Non-Domestic Rate (NNDR) – a levy on businesses, based on a national rate in the pound set by the government multiplied by the rateable value of their premises. Poole council collects NNDR on behalf of the government who then redistribute these resources as part the Council’s Formula funding.
Operational Boundary - prudential indicator that is the focus of day-to-day treasury management activity within the authority. It is a means by which the authority manages its external debt to ensure that it remains within the self- imposed authorised limit.
Provisions – amounts set aside for known future liabilities, which cannot accurately be quantified.
Prudential Code – Chartered Institute of Public Finance and Accountancy (CIPFA) professional code of practice to support local authorities in taking capital investment decisions.
Prudential Borrowing – borrowing by local authorities without government financial support, but in accordance with the CIPFA Prudential Code for Capital Finance in Local Authorities.
Reserves – amounts set aside, which every authority must maintain as a matter of prudence. The purpose of general reserves is to manage the risk to the council’s financial standing from the impact of excesses to the budget provision and unforeseen events.
Revenue Expenditure – current expenditure
Revenue Support Grant – a grant paid by central government to aid Poole Council services in general (as opposed to specific grants, which may only be used for defined purposes)
Section 151 Officer – officer of the council responsible for making arrangements for the proper administration of the Council’s financial affairs.
Service Charge – charge made by landlord to leaseholders or tenants for services as distinct from rent.
GLOSSARY OF TERMS (Continued)
Standing Orders – set of rules adopted by the council as part of its Constitution that establish the procedures by which it should conduct its business. Includes specific rules relating to financial regulation and contract procedures.
Supported Capital Expenditure (SCE) – amount of borrowing, which in theory is supported by the government that can be used to finance capital expenditure.
Supporting People – a government programme for giving vulnerable people a stable environment and thereby greater independence.
Tax base – is the estimated number of chargeable properties within Poole after allowing for non collection, expressed as a band D equivalent
Treasury Management Policy Statement (TMPS) – a statement that sets out the parameters which Poole council have approved for the management of treasury activity during the year.
Ultra Vires – Poole Council is only empowered to undertake activities that it has authorisation for by statute. If the council undertake anything beyond their powers it is said to be ultra vires.
Virement – Transfer of resources between budgets.
Whole of Government Accounts (WGA) – Harmonising the published accounts for all public sector organisations to enable the production of a set of consolidated accounts for the whole public sector.