Cabinet Budget Proposals for Consultation 2016-17 to 2018-19 · The revenue budget forecast identified a funding gap of £22.3m for 2018/19.The actions identified in our budget proposals

Cabinet Budget Proposals for Consultation 2016/17 to 2018/19

These budget proposals are being brought forward in unprecedented circumstances.

We are facing continued massive reductions in the financial support we receive from central Government – reductions that will continue until 2020;

These reductions are also linked to major changes in the way that local government is

funded, and the possibility of significant changes in the responsibilities we are required to meet from our available resources;

Now the Council faces the task of leading the recovery from the largest and most extreme

flooding to affect the Borough since it was created in 1974. The strength of Calderdale’s financial performance has been based on clear and robust long-term planning. In the face of the exceptional challenges set out above, it is our hope that there can be a broad cross-party consensus on the main elements of a forward strategy which will enable officers and partners to plan ahead with certainty. This consultation budget therefore sets out a new approach which brings together four elements:-

Clear spending and savings proposals for the next two years to provide certainty and security to protect key services whilst achieving a balanced budget;

The creation of a three million pound flood recovery and resilience fund; A vision of the shape of the Council in 2020; and A change programme to reshape the council which will also have the capacity to address

the projected budget gap in 2018-19.

THE FLOOD RECOVERY AND RESILIENCE FUND The Boxing Day floods have caused huge damage to homes, businesses and communities across Calderdale. The community response has been exceptional, but it is clear the recovery will be a long-term process – and that we need to invest in the future not only to make the case for better flood defences, but in other actions to protect our communities and strengthen our ability to bounce back. We are working strongly to secure adequate funding from Central Government to repair damaged infrastructure, support homes and businesses, and invest in flood prevention. And we will pursue every other possible channel of support, from the Leeds City Region to Europe. But the Council must also be able to play its part both in immediate action and long-term response. We are therefore making it a priority to identify resources to create a fund of £3m in 2016/17 which will be available to address gaps in funding and underpin the longer-term planning required.

We have also earmarked £0.5m towards those costs of the initial recovery and clean-up phase that cannot be met through the Bellwin formula. To ensure that there is strong cross-party support for this vital work, it is our proposal that the priorities for allocating this fund should be determined through the all-party Economic Investment Panel.

SOCIAL CARE PRECEPT The Government has introduced a new power for local councils to levy an additional council tax precept of 2% per year to contribute to funding social care. There are legitimate concerns about this approach; nonetheless, the recognition that social care requires additional funding is welcome and we believe that Calderdale has no choice but to make full use of this facility.

COUNCIL TAX RATES The existing Medium Term Financial strategy proposes a Council Tax increase of 1% in 2016/17 and 2017/18, and 2% in 2018/19. Council Tax has only risen by 1% in total over the last six years; in the light of the exceptional costs now facing the Council, we believe that it is essential to maximise our available resources and we therefore propose that Council Tax should rise by 1.95% in 2016-17 and 2017-18. This is specifically to enable the creation of a dedicated fund to recover and rebuild from the impact of the devastating Boxing Day floods.

MANAGING WELL – BALANCING THE BOOKS WHILST PROTECTING SERVICES The Council has already identified savings of £78m since 2010, and had further saving plans in place that would have met the expected funding gap in 2016-17. However the Chancellor’s Autumn Statement and the subsequent Local Government Finance Settlement reduced our funding by a further £4.8m. We have been able to fund this through slightly higher than anticipated Council Tax and Business Rates receipts, plus planned changes to the way we finance our Capital Programme. The Council budget approved last year did not identify the specific savings required for 2017-18, and again this funding gap has since been increased by central Government decisions. “Your Council, Your Voice”, the major consultation exercise carried out in the autumn, has helped us identify the services that local people value most. Building on this evidence, together with a detailed review of services by officers and portfolio holders, we are able to bring forward proposals to increase efficiencies, provide services differently and target resources effectively which enable us to balance the books in 2017-18 whilst continuing to protect key services. In particular, the council will continue to develop responsive, flexible and appropriate care for vulnerable people, both young and old. We will invest in prevention and early intervention to continue to enhance well-being and reduce the need for long-term, expensive support packages. And we will maintain spending on the major front line services that keep our communities safe and our neighbourhoods clean and attractive. That’s why no cuts are proposed to winter maintenance, highways maintenance, or the safer, cleaner greener teams that keep our streets clean and look after our parks. Nor are there any reductions in libraries or children’s centres.

The revenue budget forecast identified a funding gap of £22.3m for 2018/19.The actions identified in our budget proposals meet £15.3m of this, leaving a further £7.0m funding gap. There are many uncertainties in the financial projections for 2018/19, which will be influenced by a number of Government decisions yet to be taken. In the sections below, we identify a number of programmes – under an entrepreneurial council, the proposals for a lean and effective council, and the co-operative council agenda – which will contribute substantially to meeting this funding gap.

TOWARDS 2020 – RESHAPING THE COUNCIL Government revenue support for local authorities will largely cease by 2020. We will be expected to fund ourselves through Council Tax and Business Rates. There will be some method to redistribute business rates between areas with high levels of business income and others, which will be important to Calderdale. There is no doubt that councils will continue to be asked to cover more responsibilities with fewer resources. These are our proposals to start to reshape the Council to respond to this challenge.

A STRONG COUNCIL TAX BASE Our budget proposes modest Council Tax increases to protect services and to fund vital flood recovery and resilience work. Beyond 2018, the Council will need to carefully balance Council Tax increases against the impact on individual households. To maximise our council tax base, we need to ensure sustainable growth in housing to meet local demand, and a continued drive to bring empty homes back into productive use.

GROWING THE BUSINESS RATE BASE For the last three years, councils have retained 50% of the growth in business rates. In future, all business rate income will remain within local government. We will pursue strategies to maximise the business rate base by encouraging appropriate development of new and refurbishment of existing commercial sites as part of our local plan and business support arrangements.

AN ENTREPRENEURIAL COUNCIL To meet the challenges of the future the Council will have to be more entrepreneurial; both in how we understand and support Calderdale businesses and in how we manage the Council itself.

We will continue to promote Calderdale as a business friendly Borough, ensuring our planning system and business support functions are used to support existing businesses and attract new ones. This will create jobs and prosperity for Calderdale residents. We will invest in the economy of our towns and in helping residents to develop new skills, such as through our expanded apprenticeship programme.

We will ensure value for money in all Council services and seek to generate new income to supplement Council Tax and Business Rates. We have developed commercial software that we sell to other Councils, we share training costs with other organisations and we will build further on such work. We are also innovative in introducing new ways of working that improve our services, for example developing a social care mutual. We have set financial targets in the confidence that the Council can challenge traditional ways of working and be more commercially minded in doing and supporting business.

A LEAN AND EFFECTIVE COUNCIL To deliver our priorities, Calderdale will continue to develop as a modern, effective council that learns from the best in both the public and private sector. So we will continue to drive forward and expand the transformation programmes which are already delivering cost savings and increasing effectiveness. These include:-

The Future Workforce programme, which seeks to manage change in staffing requirements sensitively whilst offering maximum scope for personal development and new opportunities;

Digital transformation, to apply new technology effectively to reduce costs and transform the way services are delivered;

Demand management and prevention.

There are existing targets for all of these activities, and we expect them to achieve further substantial savings to contribute to meeting the funding gap in 2018-19 and beyond. We are not going to repeat past mistakes by fixing arbitrary targets for these activities but will expect management to develop robust and deliverable programmes in each of these areas to feed into the update of the Medium Term Financial Strategy in September 2016.

A COOPERATIVE COUNCIL We will deliver our priorities better by working strongly in partnership with others as well as by working effectively across teams inside the Council.

We are increasingly working jointly with NHS colleagues to join health and social care service together and we will explore more opportunities for this, including more joint planning and commissioning of services.

We have a strong track record of working with communities to jointly change local services, including support for community asset transfers, support for volunteering and growing social enterprise. The strength of joint working with communities was clearly demonstrated in the recent floods, where community volunteers are playing a vital role. We will continue to work with communities to deliver more efficient services and grow the economies of our towns.

We work closely with others in the public sector where this makes good sense for Calderdale. We are members of a West Yorkshire Joint Services arrangement, a shared legal service and a wider procurement consortium, all of which reduces the cost of some of our services. We will look for more ways to share more services in future.

We are also part of the West Yorkshire combined authority where we co-operate with the other West Yorkshire Councils to improve transport links, increase access to high-level skills, and invest in business and economic growth.

MANAGING WELL IN CHALLENGING TIMES

Local and national evidence shows that the services provided by councils are highly valued by local people, and that most people would prefer to see local councils make decisions about the area they live in rather than remote ministers and civil servants. Despite this, since 2010, local government has been targeted for disproportionate cuts in the money we have to spend on these services. Cuts have consequences, but Calderdale Council has managed its budgets well and maintained services in the face of these challenges. These budget proposals will continue to build on that record, addressing the major challenge created by the Boxing Day floods and providing the strong base needed for our communities to recover, rebuild and thrive. Let us Know What you Think The attached information describes each area of service and the proposed changes in funding (growth and savings). The Cabinet meeting on Monday 18th January 2016 begins four weeks of consultation on the proposals. If you would like a full paper copy, or a copy in an alternative format, please contact [email protected]. Copies are also available at your local library and Customer First reception desk. Please let us know what you think by:-

Completing the form at the back of this document and emailing it to [email protected]. Or sending it by post (no stamp required) to Budget Consultation, FREEPOST, Licence number RTJK-SCKU-XGCL, Town Hall, Halifax HX1 1UJ

Attending a public meeting:-

o Wednesday 27th January at 6.30pm @ Brighouse High School Sixth Form Centre Mulberry Suite, Parsonage Lane, Brighouse HD6 1FB

o Thursday 28th January at 7pm @ Central Library, Halifax o Thursday 4th February at 6.30pm @ Todmorden Town Hall o Tuesday 9th February at 6.30pm @ Centre at 3Ways, Nursery Lane, Ovenden,

Halifax, HX3 5SX Specific services will also be examined at Scrutiny Panel meetings during this period. We are also planning to consult with partner organisations in the voluntary/community sector and the Equality Forum. Final decisions will be taken at the Annual Budget Council meeting on Monday 29th February 2016. Councillor Tim Swift

Leader

Budget Summary and Council Tax Requirement 2016/17

Standstill Budget Growth Savings

Proposed Budget

Revenue Budget Requirement 2016/17 2016/17£'000 £'000 £'000 £'000

7,676 0 0 7,67640,829 3,041 0 43,87032,243 0 0 32,24319,107 0 -480 18,62719,186 0 0 19,186

Corporate Assets and Facilities Management 8,933 0 0 8,933127,974 3,041 -480 130,535Savings to be identified 0 0

Centrally Controlled Budgets 26,405 -3,041 0 23,364ASC Growth Held in Centrally Controlled BudgetsTotal Revenue Budget Requirement 154,379 0 -480 153,899

Contribution From Budget Support Reserve -2,741 -1,700 -4,441Flood Resiliance & Recovery Fund 0 3,000 3,000Other Service Controlled earmarked reserves -491 -491Total Funding Requirement 151,147 151,967General Funding Revenue Support Grant -25,300 -25,303New Homes Bonus -4,200 -4,211Top-up -9,600 -9,638Small Business Rate Relief, Business Rate Cap -2,100 -2,156Education Services Grant -2,000 -1,973Housing &CT Admin subsidy -900 -900

Local TaxationRetained Rates -29,600 -29,632Adult Social Care Precept -1,481Council Tax -74,800 -75,545Total General Grant Funding and Local Taxation -148,500 -150,839Required Contribution from (-) / (+) to Balances

Planned use of Balances -1,200 -1 -1,128Budget Deficit -1,447 1,447 0

Calderdale MBC Council Tax for 2016/17 using the agreed Council Tax Base of 59,212.152015/16

Council Tax Band D Basic

Amount

Council Tax Band D

Change from Previous Years Basic Amount

Council Tax Income

£ p £ p % £'000Calderdale Council Tax - Basic Amount A 1,251.43 1275.83 1.95% 75,545

Adult Social Care Precept - 2% of Calderdale's Basic Amount B 25.02 2.0% 1,481

A+B 1,251.43 1300.85 3.95% 77,026

Economy & Environment

Directorate Service Controlled Expenditure - Cost of CMBC Services to the PublicChief Executive's OfficeAdult Health & Social CareChildren and Young People

Total Calderdale Council Tax Excluding Parishes

2016/17

Communities and Service Support

Total of Directorate Budgets

Contributions to/from Earmarked Reserves

Budget Summary and Indicative Council Tax Requirement 2017/18


Indicative Budget


7,436 0 -100 7,33640,971 5,983 -1,930 45,02432,503 0 -1,400 31,10319,623 0 -1,360 18,26319,497 0 -1,050 18,447

Corporate Assets and Facilities Management 9,253 0 0 9,253129,283 5,983 -5,840 129,426

Cross Council Initiatives 0 -1,500 -1,500Centrally Controlled Budgets 30,107 -5,983 0 24,124Total Revenue Budget Requirement 159,390 0 -7,340 152,050

Contribution From Budget Support Reserve -2,300 -2,300Other Service Controlled earmarked reserves -229 -1,000 -1,229Total Funding Requirement 156,861 148,521General Funding Revenue Support Grant -17,500 -17,492New Homes Bonus -3,700 -3,700Top-up -9,800 -9,828Small Business Rate Relief, Business Rate Cap -2,200 -2,200Education Services Grant -2,000 -2,000Housing &CT Admin subsidy -721 -721Improved Better Care Funding -300 -300

Locally Raised TaxesRetained Rates -30,200 -30,200Adult Social Care Precept -3,004Council Tax -75,900 -77,330

Total General Grant Funding and Local Taxation -142,321 -146,775

Required Contribution from (-) / (+) to BalancesPlanned use of Balances -2,200 454 -1,746Budget Deficit -12,340 12,340.00 0

Calderdale MBC Indicative Council Tax for 2017/18 using the estimated Council Tax Base of 59,4522016/17


Amount

Council Tax Band D

Change from Previous Years Basic Amount

Council Tax Income

£ p £ p % £'000Estimated Calderdale Council Tax - Basic Amount A 1,275.83 1300.71 1.95% 77,330

Estimated Adult Social Care Precept - 2% of Calderdale's Basic Amount 2017/18 25.51 2.0% 1,517Adult Social Care Precept - 2% of Calderdale's Basic Amount 2016/17 25.02 25.02 1,487

B 25.02 50.53 3,004

Total Estimated Calderdale Council Tax Excluding Parishes A+B 1,300.85 1351.24 3.87% 80,334

Total Estimated Adult Social Care Precept for 2017/18

2017/18




Directorate Service Controlled Expenditure - Cost of CMBC Services to the PublicChief Executive's OfficeAdult Health & Social CareChildren and Young PeopleEconomy & Environment

Budget Summary and Indicative Council Tax Requirement 2018/19


Indicative Budget


7,420 0 -100 7,32041,113 8,924 -2,300 47,73732,841 0 -2,400 30,44120,148 0 -1,400 18,74819,667 0 -1,050 18,617

Corporate Assets and Facilities Management 9,574 0 0 9,574130,763 8,924 -7,250 132,437

Cross Council Initiatives 0 -1,500 -1,500Savings to be identified -7,032 -7,032Centrally Controlled Budgets 33,403 -8,924 0 24,479Total Revenue Budget Requirement 164,166 0 -15,782 148,384

Other Service Controlled earmarked reserves -130 -130Total Funding Requirement 164,036 148,254General Funding Revenue Support Grant -12,400 -12,357New Homes Bonus -3,000 -3,000Top-up -10,000 -10,118Small Business Rate Relief, Business Rate Cap -2,200 -2,200Education Services Grant -2,000 -2,000Housing &CT Admin subsidy -300 -300Improved Better Care Funding -3,300 -3,300

Locally Raised TaxesRetained Rates -30,800 -30,800Adult Social Care Precept -4,569Council Tax -77,700 -79,156

Total General Grant Funding and Local Taxation -141,700 -147,800

Required Contribution from (-) / (+) to BalancesPlanned use of Balances 0 -454 -454Budget Deficit -22,336 22,336 0

Calderdale MBC Indicative Council Tax for 2018/19 using the estimated Council Tax Base of 59,6922017/18


Amount

Council Tax Band D

Change from Previous

Years Basic Amount

Council Tax Income

£ p £ p % £'000Estimated Calderdale Council Tax - Basic Amount A 1,300.71 1326.07 1.95% 79,156

Estimated Adult Social Care Precept - 2% of Calderdale's Basic Amount 2018/19 26.01 2.0% 1,553Adult Social Care Precept - 2% of Calderdale's Basic Amount 2017/18 25.51 25.51 1,523Adult Social Care Precept - 2% of Calderdale's Basic Amount 2016/17 25.02 25.02 1,493

B 50.53 76.54 4,569

Total Estimated Calderdale Council Tax Excluding Parishes A+B 1,351.24 1402.61 3.80% 83,725

Total Estimated Adult Social Care Precept for 2018/19

2018/19




Directorate Service Controlled Expenditure - Cost of CMBC Services to the PublicChief Executive's OfficeAdult Health & Social CareChildren and Young PeopleEconomy & Environment

Growth and Savings Proposals for Consideration during this Consultation

2016/17 2017/18 2018/19Total Total Total£000 £000 £000

Adult Health and Social CareSocial Services Demographics 500 1,000 1,500Estimated impact of New Living Wage on Adult Social Care Contracts 1,300 2,500 3,700Increase in Social Care Contracts 1,241 2,483 3,724

Total Growth Proposals for Consideration 3,041 5,983 8,924

Savings Proposals2016/17 2017/18 2018/19

Total Total Total£000 £000 £000

Chief Executive's OfficeFinance Review 0 -100 -100

Chief Executive's Office - Total Proposed Savings 0 -100 -100

Adults Health and Social CareDevelopment of a Mutual Approach to Social Care 0 -1250 -1250Addition of Learning Disability and Mental Health Services to the Mutual Approach

0 -250 -500Changes to Supported Living Accommodation Including the use of new Technology 0 -150 -250

Collaborative arrangements around Shared Lives 0 -50 -70Review of Support Planning Arrangements 0 -80 -80Integration of Health and Social Care (following Vanguard Pilot) 0 -150 -150

Adults, Health and Social Care - Total Proposed Savings 0 -1,930 -2,300

Children and Young PeopleEfficiency Savings from Procurement of Services Across Childrens, Adults and Public Health 0 -200 -200

Integration of Health and Social Care Commissioning 0 0 -1000Children's Social Care Demand Management (including increased effectiveness of early intervention) 0 -1000 -1000

Sharing/merging functions in the Council or with other bodies (e.g. IROs, LADO, domestic violence) 0 -50 -50

Limit school minor repairs funding to loans 0 -150 -150Children and Young People's Services - Total Proposed Savings 0 -1,400 -2,400

Economy and EnvironmentEfficiencies in the Waste Contracts -350 -750 -750Introduction of a new closed landfill maintenance contract 0 -50 -50Reduced inflation on Waste Contract -130 -240 -280Reduced Inflation on Highways budget 0 -120 -120Parking Services Review 0 -200 -200

Economy and Environment - Total Proposed Savings -480 -1,360 -1,400

Communities and Service SupportCommunications income generation and service review 0 -100 -100IT and Business & Systems - Income generation, Commercialisation and Procurement efficiencies

0 -350 -350Customer Services channel shift 0 -150 -150Move to digital benefit verification/revise visiting processes 0 -200 -200HR Service review (including commercialisation opportunities and contract efficiencies

0 -250 -250

Communities and Service Support - Total Proposed Savings 0 -1,050 -1,050

Cross CouncilFees and Charges 0 -1000 -1000Leaner Management Structures 0 -500 -500

Cross Council - Total Proposed Savings 0 -1,500 -1,500

Total Saving Proposals for Consideration -480 -7340 -8750

BRIEF DESCRIPTION

BRIEF DESCRIPTION

Head of Finance’s Report The Local Government Act 2003 requires that in making decisions in relation to setting its Council Tax that the Authority’s Chief Finance Officer must report on:

a) the robustness of the estimates made for the purpose of the calculations, and

b) the adequacy of proposed financial reserves. These, in conjunction with the balanced budget requirement of The Local Government Finance Act (1992), mean that Members are required to have regard to the Head of Finance’s report when making their budget setting decisions. The budget builds upon the existing savings targets and plans which are in place following previous decisions made at Budget Council and which are summarised in the table below:-

Savings Required 2014/15 2015/16 2016/17 2017/18 Budget Council 2010 Budget Council 2011 Budget Council 2012 Budget Council 2013 Budget Council 2014 Budget Council 2015

£13.9m £29.0m £13.7m £9.5m £2.1m

£13.9m £29.0m £13.7m £15.4m £6.0m

£13.9m £29.0m £13.7m £15.4m £14.2m £0.1m

£13.9m £29.0m £13.7m £15.4m £14.2m £9.6m

Total £68.2m £78.0m £86.3m £95.8m The budget provides clear proposals for action to deliver longer term cost reductions and efficiency savings for 2016/17 and 2017/18 based on previous decisions made at Budget Council and the detail behind each of those savings proposals. The individual savings which have already been agreed by Council for the next two years are shown in the budget papers. The previous proposals for 2017/18 which were based on broad themes have now been replaced with more detailed proposals with accompanying information. In addition, a detailed review of underlying budgets was undertaken in updating the standstill budget position. This included a complete review of identifiable pay and prices changes. All centrally controlled budgets have been updated and a detailed assessment made of debt and borrowing costs over the plan period. The standstill position provides, within centrally controlled budgets, an assumed provision for demographic growth and social care demand and cost pressures. The Cabinet budget proposals show this being released in to the Adults, Health and Social Care budget. This is part funded by the proposed use of the Social Care Precept on Council Tax. The budget proposals for 2018/19 still require at this stage the Council to identify additional savings of around £7.0m. Clear plans for these savings will need to be developed through the transformation programmes and budget process next year. The draft budget maintains unallocated balances (financial reserves) above £5m. The minimum level is in line with my overall assessment of major financial risks, as set out in the Council’s Medium Term Financial Plan. It also reflects the recommendation of the Council’s appointed external auditors. This level of balances relates to non-school spending, as schools retain balances of their own. There is an opportunity to use any excess balances over and above the minimum level in support of short-term non-recurring budget initiatives. The budget proposals include the use of balances over the period 2016/17 to 2018/19 to support the revenue budget. In addition to the unallocated balances referred to above, the Council holds earmarked reserves to cover potential future costs to the Council of issues such as workforce planning and insurance. The earmarked reserves are mainly for specific purposes and do not carry a recommended level or limit. As such it is of vital importance that these reserves are reviewed periodically in order to ascertain their continued validity and level. Regular consideration should be given to whether they could be put to better use elsewhere in subsequent years.

The earmarked reserves are formally reviewed three times a year. Firstly, this is done as part of the development of the Medium Term Financial Strategy, secondly as part of the formal budget setting process and finally as part of the closedown procedures at the end of the financial year. Monitoring and further reviews are also undertaken throughout the year as part of the Quarterly Revenue Monitoring processes. The adequacy of all major reserves and balances has been examined to ensure that they are sufficient to support the key financial assumptions held within the Medium Term Financial Strategy which also underpins the Cabinet Revenue Budget Proposals for Consultation for the three year period 2016/17 to 2018/19. The latest review as part of the budget process has identified that the level of reserves and balances is adequate for this purpose and that around £1m can be released to support the budget in 2017/18. Given the uncertainties of the economic environment and the scale of the expenditure reductions required, there will inevitably be significant risks involved in delivering a balanced budget. The Head of Finance has therefore taken a risk management approach to the budget process and has set out below the key risks associated with the proposed budget and how they can be managed. Each agreed saving identified the risk associated with each proposal. These have been considered by the Head of Finance who is confident that Directors are aware of the risks involved and their potential impact. Although the Council continues to manage its finances in a prudent manner some assumptions and forecasts have necessarily had to be made where information is not yet available. The key assumptions within the budget are considered to be:-

Government grant will be reduced over the period 2016/17 to 2018/19 in line with the provisional local government finance settlement. There remain however a number of risks around other forms of Government grant such as the New Homes Bonus, the Education Services Grant and reforms to the local government finance system to allow the full retention of business rates by local authorities.

Council tax increases of 1.95% per annum over the three year period below the current referendum limit.

An additional social care precept of 2% per annum to part fund the additional cost of protecting adult social care services.

All agreed savings targets and budget pressures will be contained within existing budgets Any additional costs arising from the flooding in the borough will be met from a combination of

existing resources, the additional reserve incorporated within the budget proposals or from future budget decisions if required.

The additional 2% flexibility on council tax levels to fund growing demand for adult social care was announced initially within the Chancellors Spending Review in November 2015. I have notified the Department for Communities and Local Government that the Council is minded to take up this flexibility (as required by DCLG) but clearly this is ultimately a decision for Budget Council. I am also required to complete a template for DCLG which demonstrates that the additional funding has been used on adult social care based on our statutory budget returns to Government after allocation of corporate overheads and savings. The template based on Cabinet’s consultation budget proposals is set out below: Table for s151 Officer to complete and return with the letter in respect of 2016/17

2015/16 Budget

2016/17 Budget

(before ASC precept)

% Change 2015/16 to

2016/17 (before ASC

precept)

2016/17 Budget

After ASC precept

% Change 2015/16 to

2016/17 (After ASC

precept)Net Current Expenditure 345,798 352,702 2.0% 354,183 2.4%Adult Social Care Expenditure 46,130 46,750 1.3% 48,231 4.6%

The Council has an embedded savings monitoring process already in place which has been used to good effect since 2010. This involves regular review meetings between The Leader, Deputy Leader, Chief Executive, Directors and Head of Finance. Finally, due to the three year planning process in place, there is sufficient lead-in time for contingency plans to be formulated in future budget rounds should problems become apparent.

Chief Executive’s Office - Summary of Services Provided This Service provides the whole Council with specialist support in three specific areas:- FINANCE The Finance Service provides a range of financial services both directly to the public and as a support service to the work of all other Council services. The key functions are: To prepare the Council’s medium term financial plans, annual budgets, capital programme and

production of its statutory financial statements To ensure that payments to suppliers for the provision of goods and services are made in a timely

manner. To provide a comprehensive internal audit function and a range of other functions including the

provision of general financial advice, insurance, and specialist financial support staff within other directorates.

Key outputs: Around 90,000 invoices are processed annually, over 90% by BACS

DEMOCRATIC AND PARTNERSHIP SERVICES Democratic and Partnership Services provides legal, administrative and partnership services to the public, elected Members and other Council Services. The key functions are: To provide a secretarial and administrative service for Councillors and Committees To support the Council’s scrutiny function and to undertake the duties of Monitoring Officer To prepare for, organise and conduct all elections, polls and referenda To provide a timely, accurate and cost effective legal service to the Council Key outputs: The electoral register is compiled annually, for c 150,000 Calderdale voters

PUBLIC HEALTH Responsibility for Public Health transferred from Primary Care Trusts to Local Authorities from 01 April 2013.The Director of Public Health is the chief source of public health leadership and advice within the Council and works closely with the Director of Adult Services (DASS) and the Director of Children and Young People's Services (DCYP) to improve the health and wellbeing of Calderdale residents

The key to improving health and wellbeing is to take action to address the determinants of health (biological e.g. age, lifestyle e.g. diet, environmental e.g. culture and access to services). The Council has 5 mandatory responsibilities for the National Child Measurement Programme, the NHS Health Check assessments, sexual health services, dealing with health protection incidents and advising NHS commissioners on Public Health issues.

In addition local authorities other responsibilities include:

Tobacco control and smoking cessation services Alcohol and drug misuse services Public Health services for children and young people aged 0-19 Interventions to tackle obesity Increasing levels of physical activity etc

Savings Approved At Previous Budget Council Meetings Although the new savings being proposed in this budget mainly affect 2017/18 and beyond, the Council has already agreed savings in previous budget rounds that need to be delivered by the Directorate in 2016/17 as well, as can be seen in the table below:-

Chief Execs Office Agreed Savings 2015/16 £000s

2016/17 Onwards

£000s Integration of Public Health 750 750 Review of cost of democracy 100 200 Review of Finance 0 100 Total 850 1,050

Chief Executive’s Office Budget after Proposed Savings

2016/17 2017/18 2018/19Indicative Budget £'000

Indicative Budget £'000


Gross External Service Controlled ExpenditureChief Executive's Management 243 245 248Democratic and Partnership Services 2,575 2,597 2,620Finance 2,985 2,881 2,910Members Services 914 916 918Public Health 15,747 15,186 14,713

22,464 21,825 21,409

Gross External Service Controlled ExpenditureEmployee Related 6,541 6,690 6,783Premise Related 46 46 46Transport Related 33 33 33Supplies and Services 3,456 3,128 3,019Agency (External Contracts) 12,388 11,928 11,528

22,464 21,825 21,409

Gross External Service Controlled IncomeGrants and Contributions -14,538 -14,238 -13,838Customer Client Receipts -291 -292 -292

-14,829 -14,530 -14,130

Net External Service Controlled Expenditure 7,635 7,295 7,279

Internal Costs/Charges - Service ControlledInternal Recharge Expenditure 773 568 493Internal Recharge Income -732 -527 -452

41 41 41

Total Service Controlled Budget 7,676 7,336 7,320

Use of Earmarked ReservesContributions to 0 0 0Contributions from -469 -205 -130

-469 -205 -130

Total Service Controlled Budget after use Earmarked Reserves 7,207 7,131 7,190

Total Centrally Controlled Budget -2,110 -2,110 -2,110

Net Cost to the Public 5,097 5,021 5,080

Chief Executive’s Office Proposed Savings


Finance Review 0 -100 -100

Savings Total 0 -100 -100

BRIEF DESCRIPTION

Adults, Health and Social Care – Summary of Services Provided ADULT SERVICES (Learning Disability, Mental Health, Older People and Disability Services) The service exists in order to provide assessment, care and support to adults with learning disabilities, mental health needs, physical and sensory impairment and older people. In doing so the service works in partnership to ensure the protection of these people and to ensure their health, wellbeing, independence, choice, control and personal dignity is maximised. Key elements within the service include: Gateway to Care – This element of the service provides a first contact for the people of Calderdale in the

provision of information and advice. The team also deals with referrals, self assessments and where necessary will make arrangements for a social care worker to visit

Assessment and Care Management - The assessment, care management and review teams respond to initial referrals and enquiries, undertake assessment of need and arrange for service provision. There are four Locality Teams and a team which is based in Calderdale Royal Hospital.

Home Support Services - There is a variety of home care and home sitting services which are provided or commissioned for adults, some of which are available 24 hours a day. Direct Payments are available for these services.

Day Services - Day services for adults are provided both by the local authority and independent sector providers both directly and by way of Direct Payments.

24 hour support - Both the Local Authority and Independent Sector providers provide a variety of residential, nursing and supported living support.

Support staff – help to ensure that the services provided are good value for money, are of a good quality and are accessible to everyone.

Key Outputs: Calderdale Council supports 582 older people in permanent residential & nursing care. 317 people with learning difficulties and mental health needs receive day care services from the Council. The Council helps around 400 individuals to live independent and healthy lives by supporting them with home care services so that they can continue to live in their own homes. To do this, we provide 3,700 hours of service per week. Calderdale provides housing support to approximately 791 vulnerable people through its Supporting People programme. The Council also supports 2,054 adult social care service users who receive a personal budget which enables them to have control over the social care they receive. 614 people receive a cash or part cash payment so that they can purchase care directly which is appropriate to their requirements. 560 people receive an Individual Service Fund.


Adult Health & Social Care Agreed Savings 2015/16 £000s

2016/17 Onwards

£000s Efficiency savings 100 100 Transformation of AHSC 2,000 2,000 Fairer charging 400 400 Review of Mental Health 300 300 Review of OTAS 300 300 Review of in-house shared lives 0 250

Total 3,100 3,350

Adults, Health and Social Care Budget after Proposed Growth & Savings




Gross External Service Controlled ExpenditureDirectors Office 34,202 32,607 32,256Partnerships & Personalisation 33,200 35,928 38,748Safeguarding and Quality 2,943 2,964 2,985

70,345 71,499 73,989

Gross External Service Controlled ExpenditureEmployee Related 14,660 14,803 14,836Premise Related 360 360 360Transport Related 334 334 334Supplies and Services 3,058 3,058 2,943Agency (External Contracts) 36,304 36,899 39,054Transfer Payments 15,629 16,045 16,461

70,345 71,499 73,988

Gross External Service Controlled IncomeGrants and Contributions -16,047 -16,047 -15,823Customer Client Receipts -11,271 -11,271 -11,271

-27,318 -27,318 -27,094


Internal Costs/Charges - Service ControlledInternal Recharge Expenditure 1,215 1,215 1,215Internal Recharge Income -372 -372 -372

843 843 843


Use of Earmarked ReservesContributions to 0 0 0Contributions from 0 0 0

0 0 0


Total Centrally Controlled Budget 5,483 5,483 5,483


Adults, Health and Social Care Proposed Growth


Social Services Demographics 500 1,000 1,500Estimated impact of New Living Wage on Adult Social Care Contracts

1,300 2,500 3,700

Increase in Social Care Contracts 1,241 2,483 3,724

Growth Total 3,041 5,983 8,924

BRIEF DESCRIPTION

Proposed Savings


Development of a Mutual Approach to Social Care 0 -1250 -1250Addition of Learning Disability and Mental Health Services to the Mutual Approach 0 -250 -500

Changes to Supported Living Accommodation Including the use of new Technology 0 -150 -250

Collaborative arrangements around Shared Lives 0 -50 -70Review of Support Planning Arrangements 0 -80 -80Integration of Health and Social Care (following Vanguard Pilot) 0 -150 -150

Savings Total 0 -1,930 -2,300

BRIEF DESCRIPTION

Children and Young People - Summary of Services Provided SAFEGUARDING AND FAMILY SUPPORT Safeguarding and Family Support is responsible for assessing and meeting the needs of children in need, looked after children and care leavers and children subject to a Child Protection Plan. It also provides a range of family support services. Social care for children and families provides help to families to enable them to meet the needs of their children. The service can provide support to families and more specialist help when it is needed to enable children to be brought up and cared for within their own families. The following services are available:- protecting children relies upon working in partnership with children, parents and other organisations providing care for children who, for whatever reason, cannot be cared for by their own families offering help and advice and support to families including Educational Psychology Early Intervention is responsible for providing a range of flexible and accessible preventative, early intervention and support services, aimed at preventing the need to escalate children to the higher tiers of the Continuum of Need. The service plays an important role in improving outcomes for children, young people and their families by increasing the support at an earlier stage particularly for children with disabilities and additional needs. The services provided include integrated youth support services and the Youth Offending Team. LEARNING Learning Services is responsible for monitoring, supporting and challenging schools to improve attainment and the quality of provision for children and young people aged 3 to 19. There are over 18,000 primary and 15,500 secondary pupils being educated in schools in Calderdale. The service also has the responsibility to intervene in schools when necessary. The service carefully targets resources provided towards those schools needing the most support to secure improvement in teaching and learning and the attainment and achievement of pupils.This service also provides:- Strategic planning management an oversight of the allocation, monitoring and management of the

dedicated schools grant. Co-ordination of the schools forum support to children and young people who need extra help in school Early years care and learning including Children’s Centres, play services and support for early years

settings. COMMISSIONING AND PARTNERSHIPS This service area provides a range of support services under Directorate Support and Commissioning and Partnerships. The area of Directorate Support provides a range of front-line and support services to customers including parents, children, young people and schools. Strategic planning for schools capital Asset management support for schools including health and safety Planning and commissioning school places

Responsibility for admissions and the management of admissions appeals Strategic planning and management of home-school transport service assessing the needs of disabled children and young people

all services to disabled children and their families Short breaks for disabled children Support for individual schools on strategic budget management Liaison with corporate finance

Commissioning and Partnership Services are responsible for co-ordinating and administering the Children and Young People’s Partnership Executive and the Children and Young People’s Commissioning Group including responsibility for the partnership children and young people’s plan and commissioning plan. This area has responsibility for the Calderdale Safeguarding Children Board and the Independent Reviewing Officers providing reviews for looked after children and the child protection conferencing service.


Children & Young Peoples Services Agreed Savings

2015/16 £000s

2016/17 Onwards

£000s Review of Early Years in Mixenden 30 30 Impact of early intervention on placement costs 900 900 Review of disabled children’s short breaks 100 100 Review of contracts held by commissioning team 80 80

Total 1,110 1,110

Children and Young People Budget after Proposed Savings




Gross External Service Controlled ExpenditureCommissioning & Partnerships 26,848 26,896 26,070Learning Services 6,829 6,726 6,773Safeguarding & Family Support 23,669 22,651 22,837

57,346 56,273 55,680

Gross External Service Controlled ExpenditureEmployee Related 21,398 21,605 21,821Premise Related 137 137 137Transport Related 1,741 1,740 1,741Supplies and Services 19,683 19,743 19,833Agency (External Contracts) 13,299 11,960 11,060Transfer Payments 1,088 1,088 1,088

57,346 56,273 55,680

Gross External Service Controlled IncomeGrants and Contributions -11,639 -11,706 -11,773Dedicated Schools Grant -13,838 -13,838 -13,838Customer Client Receipts -1,193 -1,193 -1,195

-26,670 -26,737 -26,806


Internal Costs/Charges - Service ControlledInternal Recharge Expenditure 2,809 2,809 2,809Internal Recharge Income -1,242 -1,242 -1,242

1,567 1,567 1,567



0 0 0




Children and Young People Proposed Savings


Efficiency Savings from Procurement of Services Across Childrens, Adults and Public Health

0 -200 -200

Integration of Health and Social Care Commissioning 0 0 -1000Children's Social Care Demand Management (including increased effectiveness of early intervention)

0 -1000 -1000

Sharing/merging functions in the Council or with other bodies (e.g. IROs, LADO, domestic violence)

0 -50 -50

Limit school minor repairs funding to loans 0 -150 -150Savings Total 0 -1,400 -2,400

BRIEF DESCRIPTION

Economy and Environment – Summary of Services Provided HOUSING AND ENVIRONMENT Housing: Strategic planning of housing provision and allocation, housing advice, homelessness prevention services, temporary accommodation, homes energy efficiency, housing improvements, disabled adaptations, private sector housing renewal and energy efficiency work within Council buildings. Key Outputs: Over 10,000 customers assisted at the ‘Doorways’ centre each year, while more than 2000 Calderdale households benefit from home improvement measures Environmental Protection: Enforcement of legislation including food safety, workplace safety, animal welfare, prevention of pollution as well as tackling fly tipping, noise and air pollution, drainage and dangerous housing conditions. Key Outputs: The service deals with around 10,000 service requests per annum. Waste Services: Collection, disposal and recycling of waste Key Outputs: Annually the Council collects 80000 tonnes of waste from households in the borough and more than 40% of this is now recycled. PLANNING Development Management: Determination of planning and other applications, planning appeals, advice and guidance, enforcement of planning control, conservation of the built environment. Key output: determination of up to 2500 planning applications and 650 planning enforcement matters each year. Development Strategy: Manages the statutory Local Development Framework, lead on Indicators relating to CO2 reduction and climate change. Key outputs: Develop around 800 dwellings pa; ensuring Co2 in the district is reduced by 34% by 2020 against the 1990 baseline. Building Control: Ensuring compliance with Building Regulations and fire safety and access legislation. Corporate responsibility for dealing with dangerous structures. Key output: determination of up to 1600 Building Regulation applications and about 140 dangerous buildings/structures each year. HIGHWAYS AND ENGINEERING Highways and Engineering: Management and maintenance of the highway network, street lighting and rights of way. Management of parking services, road safety, flooding and land drainage. Key outputs: Maintain and improve over 1200km of highway & 1300km of rights of way, manage in the region of 3,000 off-street parking spaces. Markets: Provision of indoor and outdoor retail markets, car boot sales and specialist ad hoc markets. Key outputs: provision of 7 regular Markets, 2 car boot sales and ad hoc specialist markets. Transport Services: The procurement, maintenance and operation of the Council’s fleet and the corporate planning of transport requirements including home to school transport. Key outputs: Our 200 vehicle fleet carries 1200 passengers per day. CORPORATE ASSET AND FACILITIES MANAGEMENT Responsibility for the Council’s assets (incl. management of major regeneration capital projects, maintenance of its assets and assurance work for health and safety compliance, facilities management, property acquisition & disposal and valuation advice). Key outputs: Total property asset value c. £450m. Around 350 buildings managed; around 9,000 maintenance jobs handled per year; over £10m per year spent on new building works and on maintaining, refurbishing or extending existing buildings. RENEWAL Business & Economy: Promote economic development in the Borough through helping people to access employment, supporting existing, new and social enterprises, attracting funding/inward investment and providing strategies and support to key growth sectors. Key aims: Support over 500 businesses per year, secure 100 new businesses start ups per year, assist 200 people per year into employment and identify sites for new business investment.

Savings Approved At Previous Budget Council Meetings

Although the new savings being proposed in this budget mainly affect 2017/18 and beyond, the Council has already agreed savings in previous budget rounds that need to be delivered by the Directorate in 2016/17 as well, as can be seen in the table below:- Economy & Environment

2015/16 £000s

2016/17 Onwards

£000s Transport review 250 250 Review of AM/FM 0 200 Review of Environmental Health and Housing 50 50 Reduced transport for waste disposal 100 100 Cost of providing food bags 100 100 Improvements to Woodhouse landfill site 50 50 Total

550

750

Economy and Environment Budget after Proposed Savings




Gross External Service Controlled ExpenditureHighways & Engineering 12,790 12,623 12,787Housing, Environment & Renewal 16,366 16,160 16,450Markets 487 491 495Planning Services 2,329 2,347 2,365

31,972 31,621 32,097

Gross External Service Controlled ExpenditureEmployee Related 9,352 9,422 9,530Premise Related 2,112 2,219 2,326Transport Related 2,295 2,294 2,294Supplies and Services 2,428 2,467 2,443Agency (External Contracts) 15,785 15,219 15,504

31,972 31,621 32,097

Gross External Service Controlled IncomeGrants and Contributions -1,013 -1,013 -988Customer Client Receipts -8,956 -8,970 -8,985

-9,969 -9,983 -9,973


Internal Costs/Charges - Service ControlledInternal Recharge Expenditure 1,644 1,469 1,469Internal Recharge Income -5,020 -4,844 -4,845

-3,376 -3,375 -3,376



0 0 0




Economy and Environment Budget Capital Assets and Facilities Management – After Proposed Savings




Gross External Service Controlled ExpenditureCAFM Support 3,432 3,464 3,498Buildings - Adults Health and Social Care 435 453 469Buildings - Children and Young People 550 594 637Buildings - Economy and Environment 713 744 776Buildings - CAFM 1,417 1,458 1,499Buildings - Communities and Service Support 3,197 3,351 3,506

9,744 10,064 10,385Gross External Service Controlled ExpenditureEmployee Related 3,006 3,038 3,072Premise Related 8,635 8,923 9,210Transport Related 36 36 36Supplies and Services -1,933 -1,933 -1,933

9,744 10,064 10,385Gross External Service Controlled IncomeGrants and Contributions -47 -47 -47Customer Client Receipts -792 -792 -792

-839 -839 -839


Internal Costs/Charges - Service ControlledInternal Recharge Expenditure 195 195 195Internal Recharge Income -167 -167 -167

28 28 28



0 0 0

Total Service Controlled Budget after use Earmarked Reserves8,933 9,253 9,574



Economy and Environment Proposed Savings


Efficiencies in the Waste Contracts -350 -750 -750Introduction of a new closed landfill maintenance contract 0 -50 -50Reduced inflation on Waste Contract -130 -240 -280Reduced Inflation on Highways budget 0 -120 -120Parking Services Review 0 -200 -200

Savings Total -480 -1,360 -1,400

BRIEF DESCRIPTION

Communities and Business Change – Summary of Services Provided NEIGHBOURHOODS Commissioning and Locality Working: Works with local people and voluntary organisations through neighbourhood-based teams to ensure that public services meet their needs and are ‘joined up’ and accessible. Also provides financial support to voluntary organisations through the commissioning of services and the provision of small grants.

Community Safety and Resilience: Works closely with the Police and other partners to combat Anti-Social Behaviour, Domestic Violence and substance misuse, and helps to make people feel safer through the provision of a high quality, modern CCTV facility, together with a high visibility presence in town centres. Safer, Cleaner, Greener Service: Works with local people to look after parks, open spaces, play areas, Ogden Water, Jerusalem Farm and the wider countryside, and keeps Calderdale’s streets clean and free of graffiti, litter and fly tipping. Funeral Services: Provides a modern and efficient burial and cremation service from Park Wood Crematorium and 10 cemeteries across Calderdale, and looks after 25 closed cemeteries and heritage sites, including war memorials. Libraries and Information Services: The service is responsible for the Central Library in Halifax, five district libraries and 16 community libraries, 4 public halls used for a variety of functions. Tourism: The service provides business support to tourism-related businesses throughout Calderdale and supports the running of two Visitor Information Centres in Halifax & Hebden Bridge. Piece Hall operational management is part of the tourism function providing corporate organisation and support for events and festivals. Piece Hall will be transferred to the Piece Hall Trust on 1st April 2016. Museums, Galleries and Arts: The service runs four museums and art galleries - Shibden Hall, Bankfield, Smith Art Gallery and Heptonstall Museum, also providing education and outreach activities for schools, community groups and adult learners. CUSTOMER SERVICES Benefits and Revenues: Provide a range of financial services directly to the public including Council Tax/Business Rates collection from 93,479 homes & 8,800 non-domestic premises, Council tax & housing benefit and other assessment based allowances. Registration, Licensing and Land Charges: The Registration Service carries out statutory functions and ceremonies relating to births, deaths, marriages, civil partnerships etc. The Licensing Team processes and enforces a wide range of licences including taxi, alcohol, entertainment and gambling licences. The Local Land Charges Team compiles and maintains the common land registers and provides all property search data. Customer First and Contact Centres: Operate face-to-face from reception points around the Borough where Customers can access all services. The Council also operates a contact centre providing a high quality telephony service for all general enquiries along with a web-site/e-mail response service. Communications: The communications team ensures the Council keeps Calderdale residents and businesses in touch through council publications, branding, external communications, marketing, campaign management, media and filming enquiries. Sport: The service manages 5 leisure facilities/pools incl. North Bridge, Sowerby Bridge, Brighouse and Todmorden. It also manages the Shay Stadium and Spring Hall Running Track. The service also runs initiatives such as Better Living Team that delivers health interventions to public initiatives and also supports disabilities sports projects and Sportivate – young carers project. The service supports local clubs and volunteers to improve sports facilities across Calderdale and supports schools deliver fitness programmes. Victoria Theatre: The Victoria Theatre is a 1600/1900 capacity live arts and entertainment venue presenting about 170 performances throughout the year. 30% of the artistic programme comprises of community work liaising with local societies and businesses. The professional programme comprises of a broad range of music, theatre, opera, dance and comedy. The Web Team: The web team delivers the Council’s online presence which plays a key role in providing 24/7 access to information and Council services.

HUMAN RESOURCES Human Resources provide an integrated and cohesive service to the corporate management of all matters affecting the human resources of the Council. The key functions are: To administer and develop procedures for the central recruitment of staff To provide a workforce development service and develop learning and development opportunities for

staff within the Council To manage and report on attendance issues and HR management information To provide a payroll service for the Council To provide strategic advice on health and safety matters To provide advice on equality and prevention of unfair discrimination at work Key outputs: Around 125,000 payroll payments per year are made by the Council BUSINESS CHANGE AND PERFORMANCE MANAGEMENT This Service delivers both Information & Communication Technology (ICT) and non-ICT functions:- To ensure that the ICT Policy and Strategy supports the Council’s objectives To support the improvement of Council services to citizens and businesses ICT support service for Members, Officers and partners To deliver cost effective, fit for purpose yet scalable ICT infrastructure To manage the risk to corporate ICT assets and define standards Council ICT users Support and develop the Council’s performance and programme management activities. To provide a central printing and copying service across the whole of the Council. Key outputs: The Service supports approximately 3,500 computer users across the Council

Savings Approved At Previous Budget Council Meetings Although the new savings being proposed in this budget mainly affect 2017/18 and beyond, the Council has already agreed savings in previous budget rounds that need to be delivered by the Directorate in 2016/17 as well, as can be seen in the table below:- Communities and Service Support

2015/16 £000s

2016/17 Onwards

£000s Access to Services stretch target 400 400 Review of commissioned services 220 220 Income generation 300 300 Review of HR and IT & Business Systems 500 500 Total

1,420

1,420

Communities and Service Support Budget after Proposed Savings




Gross External Service Controlled ExpenditureBusiness Change & Performance Management 6,292 5,985 6,025Customer Services and Communications 9,661 9,374 9,429Group Director 173 176 179HR & Change 3,817 3,595 3,637Neighbourhoods & Community Engagement 10,371 10,436 10,466

30,314 29,566 29,736

Gross External Service Controlled ExpenditureEmployee Related 23,931 24,153 24,365Premise Related 98 98 98Transport Related 278 278 278Supplies and Services 6,234 6,314 6,272Agency (External Contracts) -232 -1,282 -1,282Revenue Contribution to Capital 5 5 5

30,314 29,566 29,736

Gross External Service Controlled IncomeGrants and Contributions -896 -896 -896Customer Client Receipts -11,129 -11,120 -11,120

-12,025 -12,016 -12,016


Internal Costs/Charges - Service ControlledInternal Recharge Expenditure 1,085 1,085 1,085Internal Recharge Income -188 -188 -188

897 897 897


Use of Earmarked ReservesContributions to 0 0 0Contributions from -23 -24 0

-23 -24 0




Communities and Service Support Proposed Savings


Communications income generation and service review 0 -100 -100IT and Business & Systems - Income generation, Commercialisation and Procurement efficiencies

0 -350 -350

Customer Services channel shift 0 -150 -150Move to digital benefit verification/revise visiting processes 0 -200 -200HR Service review (including commercialisation opportunities and contract efficiencies

0 -250 -250


BRIEF DESCRIPTION

Central Accounts and Levies This area covers primarily payments to outside bodies. The balance is the net effect of financial accounting adjustments to ensure the net cost of service complies in full with the Service Accounting Code of Practice (SeRCOP). Direct or originating expenditure is managed and contained in Directorate budgets.

Savings Approved At Previous Budget Council Meetings In addition to the previously agreed service specific savings detailed in each of the directorate summaries there are a number of measures being taken to save money in 2016/17 which cut across the Council as a whole as can be seen in the following table:-

Cross Council

2015/16 £000s

2016/17 Onwards

£000s Reduced budget pressures & inflation provision 2,000 3,800 Collaboration with other organisations 100 300 Demand management 0 500 Review of subsidised services 0 150 Joint Services review 39 39 Future Workforce Programme 600 5,500 Total

2,739

10,289

Central Accounts and Levies




Joint Committees and Outside BodiesWaste Management 134 134 134Joint Services 329 329 329Probation 1 1 1Coroners 250 250 250West Yorkshire Magistrates -34 -34 -34Schools Prudential Borrowing -48 -48 -40Transport Fund 0 600 900

LeviesCombined Authority 9,155 9,155 9,155Environment Agency 88 88 88

Interest and Debt charges 6,721 6,446 6,523Unallocated and non distributed costs 5,054 6,863 8,357Cross Council savings -5,422 -6,816 -6,816Insurance 1,473 1,473 1,473Pension Costs 3,589 3,397 3,114

Technical adjustmentsSuperann True Rate Adjustment -4,840 -4,840 -4,840Capital Charges -21,182 -21,182 -21,182


Use of Centrally Controlled Earmarked Reserves -2,741 -2,300 0

Net Cost to the Public -7,473 -6,484 -2,588

Cross Council Proposed Savings


Fees and Charges 0 -1000 -1000Leaner Management Structures 0 -500 -500


BRIEF DESCRIPTION

Estimated level of Savings yet to be Identified


Savings as yet to be identified 0 0 -7,032

Savings Total 0 0 -7,032

BRIEF DESCRIPTION

Estimated Available Revenue Balances from 31st March 2015 to 31st March 2019 £'000 Revised available General Fund Revenue Balances as at 31st March 2015 12,642

Planned contribution to(+)/(-)from Balances 2015/16 -2,619

Flooding costs not met by Bellwin Scheme -500

Forecast Service Controlled Overspends 2015/16 -940 Estimated available General Fund Revenue Balances as at 31st March 2016 8,583


Estimated available General Fund Revenue Balances as at 31st March 2017 7,455



Planned contribution to(+)/(-)from Balances 2018/19 -454


Feedback Form - Cabinet Budget Proposals 2016/17 to 2018/19 for Consultation Which of the budget proposals do you support, and why? Which of the proposals do you not support, and why? What would you do instead? Any other comments Response type Public Organisation/Network/Business Staff Please return this form by email to [email protected] or by post (no stamp is required) to Budget Consultation, FREEPOST, Licence number RTJK-SCKU-XGCL, Town Hall, Halifax HX1 1UJ by Wednesday 10th February if possible. Thank you for your comments. Cabinet’s final proposals will be published on the Council’s website following the Cabinet meeting on the 15th February. Calderdale Council’s budget will then be agreed at Full Council on the 29th February 2016.

Documents

Cabinet Budget Proposals for Consultation 2016-17 to 2018-19 · The revenue budget forecast identified a funding gap of £22.3m for 2018/19.The actions identified in our budget proposals