CONTENTS

Introduction (i)-(iv)

Recasting of Cash Limited Budgets (v)

Budget Summary (vi)

Council Tax Information (vii)

Description of Codes and Headings (viii)-(xi)

Detailed Budgets

Environment amp Technical ( Gold Sheet ) 1

Planning amp Regulatory ( Dark Green Sheet ) 2

Social Care ( Yellow Sheet ) 3

Education amp Early Intervention (Grey Sheet) 4

Housing and Economy ( Mid Blue Sheet ) 5

Housing Revenue Account ( Dark Blue Sheet ) 6

Finance ( Lilac Sheet ) 7

Governance amp Customer ( Pink Sheet ) 8

Repairs and Maintenance ( Orange Sheet ) 9

Chief Executive (Ivory Sheet) 10

Corporate and Central Expenditure ( Salmon Sheet ) 11

Management of Key Risks 12-15

(i)

WREXHAM COUNTY BOROUGH COUNCIL 201920 BUDGET

Report of Head of Finance

BACKGROUND

1 The local authority budget planning process in Wrexham as elsewhere requires an early view to be taken about the Councilrsquos budget prospects based on national economic indicators and government planning totals for local authority spending

2 The budget planning process and timetable for 201920 was outlined to members in an information report in April 2018 At an all member budget workshop on 23 April 2018 members were informed of an estimated budget shortfall of around pound117m over the next two years of which pound39m related to the 201920 financial year (after savings of pound46m identified as part of the 201819 budget process)

3 Additional savings proposals for the 201920 financial year were formulated during the summer and a public consultation was undertaken in the autumn Various processes were used in the consultation including an online survey using social media and a face to face presence at a market stall event The results of 3350 peoplersquos views that were gathered as part of this Difficult Decisions discussion were considered by Members before Christmas

4 The Councilrsquos medium term financial plans have been developed using the following parameters

bull An assumed decrease in grant funding of 01 in 2019-20 followed by 0 for 202021 and 202122

bull Estimated inflation assumptions

lsaquo average pay awards of 28 for 201920 25 for 202021 and 202122 lsaquo general price increases of 0 for 201920 and 2 for 202021 and 202122

bull Known unavoidable commitments

bull preliminary estimates of council tax increases of 55 for 202021 and 202122

5 The medium term financial plan will be reviewed on a periodic basis

Review of the Current Year 201819

6 The budget for the year is cash limited at pound232871963

7 The budget has been closely monitored and controlled during the year in accordance with the procedures approved by Council A number of service pressures and increased costs have been identified in the financial year and it has been agreed that action should be taken by officers to control spending and to keep service spending within the approved cash limited budget totals

(ii)

8 All budgets will continue to be carefully scrutinised in accordance with the agreed procedures and the actual outturn will be reported in the summer In accordance with the rules of cash limited budgeting any over or underspending may be carried forward to 201920

Welsh Government (WG) Revenue Settlement

9 The grant allocation for individual authorities is dependant on the standard spending assessment (SSA) formula For 2019-20 there were no significant changes to the formula

10 The WG announced its final revenue settlement details for local authorities on 19 December 2018 The settlement gave local authorities in Wales on average a 02 grant increase (after taking into account of transfers of grants) and Wrexhamrsquos share was a decrease of 01

11 The Local Government Finance Act 1992 gives the Cabinet Secretary for Finance and Local Government power to limit or cap the budget requirement of any local authority which he considers to be excessive No announcement has been made relating to assumptions about the Councilrsquos spending level for 201920 The Councilrsquos standard spending assessment the notional assessment for grant distribution purposes of the Councilrsquos need to spend on its services totalled pound242950741

201920 Budget

12 The budget for next year as outlined in Page (vi) has been built up in accordance with the framework agreed by Council The budget in the current year (ie the cash limited budget amended for the transfers of grants into the Revenue Support grant) has been adjusted for the cost of inflation unavoidable commitments and savings

13 The total net revenue expenditure is estimated at pound236853291

14 It is a requirement of the Local Government Act 2003 that I should report to members on the robustness of the estimates made for the purpose of calculating the net budget requirement I should therefore draw your attention to a number of key risk areas that I have identified in the budget and how these may be managed These are outlined in Page 12 to 15 Issues relating to these key risks will be reported to members during the forthcoming year as necessary as part of the budget monitoring and control procedures

Reserves and Balances

15 A local authority requires a prudent level of working balances to maintain adequate cash flow especially during the first part of the financial year prior to the receipt of council tax income and to meet unforeseen expenditure

16 There are no planned contributions to balances for 201920 However I am satisfied that the level of balances and reserves is adequate for the forthcoming financial year and the authorityrsquos medium term financial strategy

17 There is still uncertainty on the impact of pay and other inflation costs and the reduction in specific grants on the Councilrsquos budget

(iii)

18 An analysis of the Councilrsquos key estimated earmarked reserves and balances for the year ahead is as follows

Actual Balance

at 1 April 2018 poundk

Estimated Balance

at 1 April 2019

poundk

Movement in year

poundk

Estimated Balance

at 31 March

2020 poundk

Council Fund balance 7018 7018 0 7018 School Balances 2012 164 0 164 Service Reserves 1054 665 (351) 314 Other Earmarked Reserves (including grant reserves)

15769 9967 (2645) 7322

Total Balances and Reserves

25853 17814 (2996) 14818

19 The estimated balances at 1 April 2019 in the table above are based on the best estimates available at the time of writing the report The movement in the Council Fund balance includes the reported position in the current year The reported position will change following the closure of the 201819 accounts and will be reported to members after the end of the financial year Of the 201920 in year planned movement on service reserves of pound351k none will be used to fund recurrent expenditure

20 In accordance with the Councilrsquos Reserve Strategy Other Earmarked reserves will be reviewed to ensure they continue to be held according to an agreed plan or returned to the Council Fund balance for more appropriate allocation

Income

WG Grant Funding

21 Revenue Support Grant ndash The County Boroughrsquos share of the final Revenue Support Grant has been set at pound132327762

22 Business Rates ndash the business rate poundage for 201920 has been set at 526p in the pound The County Boroughrsquos share of national non-domestic rate income in 201920 is pound42924171

23 In total the Council will receive general grants from WG of pound175251933

Council Tax

24 After taking account of the general grants and contribution from balances the balance of net expenditure totalling pound61601358 remains to be funded by council taxpayers

25 It is proposed to charge as a special expense part of the cost of footway lighting to the four community areas within the town (pound498 at band D) the community of Llangollen Rural (pound1646 at band D) Chirk (pound1081 at band D) and Glyntraian (pound1275 at band D)

26 After adjusting for special expenses of pound119254 the balance to be found as general expenses from council taxpayers is pound61482104

(iv)

27 The council tax base calculation for 201920 is 53421 band D equivalent properties after allowing for

bull band reductions for the disabled bull exempt properties bull single occupier discounts bull double discounts on unoccupied properties bull premium for properties classified as either long term empty or a second home bull factors to reflect the relative charge at different bands bull the estimated collection rate bull contributions in lieu from Ministry of Defence

The overall tax base is built up from the same calculations for each of the 34 community areas and the ldquoband D equivalentsrdquo are shown in Page (vii)

28 Dividing the balance of net expenditure (pound61482104) by the tax base of 53421 will give a pound115090 charge to be borne by a full-paying household whose home is valued at band D For band A property the charge is six ninths of this figure through to band I properties where the charge is twenty one ninths of the band D figure In many cases these figures will be adjusted for disabled and other discounts and of course for council tax benefit

29 Page (vii) sets out the council tax rate for the band D taxpayer for each community council area and shows that when the police authorityrsquos precept is included the total average council tax at band D for 201920 is pound148063

CONCLUSION

30 Although there has been a slight decrease of 01 in the financial settlement for 201920 every effort has been made to prioritise schools and the most vulnerable

31 The Local Government Act 2003 requires the Council to monitor its budget and to take appropriate action The budget will therefore require close monitoring and control during the year and the financial position will need to be kept continuously under review

32 Finally I remain very grateful to all Members and Officers for their assistance cooperation and hard work in helping to prepare this budget

M S OWEN HEAD OF FINANCE

(i)

WREXHAM COUNTY BOROUGH COUNCIL 201920 BUDGET

Report of Head of Finance

BACKGROUND

1 The local authority budget planning process in Wrexham as elsewhere requires an early view to be taken about the Councilrsquos budget prospects based on national economic indicators and government planning totals for local authority spending

2 The budget planning process and timetable for 201920 was outlined to members in an information report in April 2018 At an all member budget workshop on 23 April 2018 members were informed of an estimated budget shortfall of around pound117m over the next two years of which pound39m related to the 201920 financial year (after savings of pound46m identified as part of the 201819 budget process)

3 Additional savings proposals for the 201920 financial year were formulated during the summer and a public consultation was undertaken in the autumn Various processes were used in the consultation including an online survey using social media and a face to face presence at a market stall event The results of 3350 peoplersquos views that were gathered as part of this Difficult Decisions discussion were considered by Members before Christmas

4 The Councilrsquos medium term financial plans have been developed using the following parameters

bull An assumed decrease in grant funding of 01 in 2019-20 followed by 0 for 202021 and 202122

bull Estimated inflation assumptions

lsaquo average pay awards of 28 for 201920 25 for 202021 and 202122 lsaquo general price increases of 0 for 201920 and 2 for 202021 and 202122

bull Known unavoidable commitments

bull preliminary estimates of council tax increases of 55 for 202021 and 202122

5 The medium term financial plan will be reviewed on a periodic basis

Review of the Current Year 201819

6 The budget for the year is cash limited at pound232871963

7 The budget has been closely monitored and controlled during the year in accordance with the procedures approved by Council A number of service pressures and increased costs have been identified in the financial year and it has been agreed that action should be taken by officers to control spending and to keep service spending within the approved cash limited budget totals

(ii)

8 All budgets will continue to be carefully scrutinised in accordance with the agreed procedures and the actual outturn will be reported in the summer In accordance with the rules of cash limited budgeting any over or underspending may be carried forward to 201920

Welsh Government (WG) Revenue Settlement

9 The grant allocation for individual authorities is dependant on the standard spending assessment (SSA) formula For 2019-20 there were no significant changes to the formula

10 The WG announced its final revenue settlement details for local authorities on 19 December 2018 The settlement gave local authorities in Wales on average a 02 grant increase (after taking into account of transfers of grants) and Wrexhamrsquos share was a decrease of 01

11 The Local Government Finance Act 1992 gives the Cabinet Secretary for Finance and Local Government power to limit or cap the budget requirement of any local authority which he considers to be excessive No announcement has been made relating to assumptions about the Councilrsquos spending level for 201920 The Councilrsquos standard spending assessment the notional assessment for grant distribution purposes of the Councilrsquos need to spend on its services totalled pound242950741

201920 Budget

12 The budget for next year as outlined in Page (vi) has been built up in accordance with the framework agreed by Council The budget in the current year (ie the cash limited budget amended for the transfers of grants into the Revenue Support grant) has been adjusted for the cost of inflation unavoidable commitments and savings

13 The total net revenue expenditure is estimated at pound236853291

14 It is a requirement of the Local Government Act 2003 that I should report to members on the robustness of the estimates made for the purpose of calculating the net budget requirement I should therefore draw your attention to a number of key risk areas that I have identified in the budget and how these may be managed These are outlined in Page 12 to 15 Issues relating to these key risks will be reported to members during the forthcoming year as necessary as part of the budget monitoring and control procedures

Reserves and Balances

15 A local authority requires a prudent level of working balances to maintain adequate cash flow especially during the first part of the financial year prior to the receipt of council tax income and to meet unforeseen expenditure

16 There are no planned contributions to balances for 201920 However I am satisfied that the level of balances and reserves is adequate for the forthcoming financial year and the authorityrsquos medium term financial strategy

17 There is still uncertainty on the impact of pay and other inflation costs and the reduction in specific grants on the Councilrsquos budget

(iii)

18 An analysis of the Councilrsquos key estimated earmarked reserves and balances for the year ahead is as follows

Actual Balance

at 1 April 2018 poundk

Estimated Balance

at 1 April 2019

poundk

Movement in year

poundk

Estimated Balance

at 31 March

2020 poundk

Council Fund balance 7018 7018 0 7018 School Balances 2012 164 0 164 Service Reserves 1054 665 (351) 314 Other Earmarked Reserves (including grant reserves)

15769 9967 (2645) 7322

Total Balances and Reserves

25853 17814 (2996) 14818

19 The estimated balances at 1 April 2019 in the table above are based on the best estimates available at the time of writing the report The movement in the Council Fund balance includes the reported position in the current year The reported position will change following the closure of the 201819 accounts and will be reported to members after the end of the financial year Of the 201920 in year planned movement on service reserves of pound351k none will be used to fund recurrent expenditure

20 In accordance with the Councilrsquos Reserve Strategy Other Earmarked reserves will be reviewed to ensure they continue to be held according to an agreed plan or returned to the Council Fund balance for more appropriate allocation

Income

WG Grant Funding

21 Revenue Support Grant ndash The County Boroughrsquos share of the final Revenue Support Grant has been set at pound132327762

22 Business Rates ndash the business rate poundage for 201920 has been set at 526p in the pound The County Boroughrsquos share of national non-domestic rate income in 201920 is pound42924171

23 In total the Council will receive general grants from WG of pound175251933

Council Tax

24 After taking account of the general grants and contribution from balances the balance of net expenditure totalling pound61601358 remains to be funded by council taxpayers

25 It is proposed to charge as a special expense part of the cost of footway lighting to the four community areas within the town (pound498 at band D) the community of Llangollen Rural (pound1646 at band D) Chirk (pound1081 at band D) and Glyntraian (pound1275 at band D)

26 After adjusting for special expenses of pound119254 the balance to be found as general expenses from council taxpayers is pound61482104

(iv)

27 The council tax base calculation for 201920 is 53421 band D equivalent properties after allowing for

bull band reductions for the disabled bull exempt properties bull single occupier discounts bull double discounts on unoccupied properties bull premium for properties classified as either long term empty or a second home bull factors to reflect the relative charge at different bands bull the estimated collection rate bull contributions in lieu from Ministry of Defence

The overall tax base is built up from the same calculations for each of the 34 community areas and the ldquoband D equivalentsrdquo are shown in Page (vii)

28 Dividing the balance of net expenditure (pound61482104) by the tax base of 53421 will give a pound115090 charge to be borne by a full-paying household whose home is valued at band D For band A property the charge is six ninths of this figure through to band I properties where the charge is twenty one ninths of the band D figure In many cases these figures will be adjusted for disabled and other discounts and of course for council tax benefit

29 Page (vii) sets out the council tax rate for the band D taxpayer for each community council area and shows that when the police authorityrsquos precept is included the total average council tax at band D for 201920 is pound148063

CONCLUSION

30 Although there has been a slight decrease of 01 in the financial settlement for 201920 every effort has been made to prioritise schools and the most vulnerable

31 The Local Government Act 2003 requires the Council to monitor its budget and to take appropriate action The budget will therefore require close monitoring and control during the year and the financial position will need to be kept continuously under review

32 Finally I remain very grateful to all Members and Officers for their assistance cooperation and hard work in helping to prepare this budget

M S OWEN HEAD OF FINANCE

(ii)

8 All budgets will continue to be carefully scrutinised in accordance with the agreed procedures and the actual outturn will be reported in the summer In accordance with the rules of cash limited budgeting any over or underspending may be carried forward to 201920

Welsh Government (WG) Revenue Settlement

9 The grant allocation for individual authorities is dependant on the standard spending assessment (SSA) formula For 2019-20 there were no significant changes to the formula

10 The WG announced its final revenue settlement details for local authorities on 19 December 2018 The settlement gave local authorities in Wales on average a 02 grant increase (after taking into account of transfers of grants) and Wrexhamrsquos share was a decrease of 01

11 The Local Government Finance Act 1992 gives the Cabinet Secretary for Finance and Local Government power to limit or cap the budget requirement of any local authority which he considers to be excessive No announcement has been made relating to assumptions about the Councilrsquos spending level for 201920 The Councilrsquos standard spending assessment the notional assessment for grant distribution purposes of the Councilrsquos need to spend on its services totalled pound242950741

201920 Budget

12 The budget for next year as outlined in Page (vi) has been built up in accordance with the framework agreed by Council The budget in the current year (ie the cash limited budget amended for the transfers of grants into the Revenue Support grant) has been adjusted for the cost of inflation unavoidable commitments and savings

13 The total net revenue expenditure is estimated at pound236853291

14 It is a requirement of the Local Government Act 2003 that I should report to members on the robustness of the estimates made for the purpose of calculating the net budget requirement I should therefore draw your attention to a number of key risk areas that I have identified in the budget and how these may be managed These are outlined in Page 12 to 15 Issues relating to these key risks will be reported to members during the forthcoming year as necessary as part of the budget monitoring and control procedures

Reserves and Balances

15 A local authority requires a prudent level of working balances to maintain adequate cash flow especially during the first part of the financial year prior to the receipt of council tax income and to meet unforeseen expenditure

16 There are no planned contributions to balances for 201920 However I am satisfied that the level of balances and reserves is adequate for the forthcoming financial year and the authorityrsquos medium term financial strategy

17 There is still uncertainty on the impact of pay and other inflation costs and the reduction in specific grants on the Councilrsquos budget

(iii)

18 An analysis of the Councilrsquos key estimated earmarked reserves and balances for the year ahead is as follows

Actual Balance

at 1 April 2018 poundk

Estimated Balance

at 1 April 2019

poundk

Movement in year

poundk

Estimated Balance

at 31 March

2020 poundk

Council Fund balance 7018 7018 0 7018 School Balances 2012 164 0 164 Service Reserves 1054 665 (351) 314 Other Earmarked Reserves (including grant reserves)

15769 9967 (2645) 7322

Total Balances and Reserves

25853 17814 (2996) 14818

19 The estimated balances at 1 April 2019 in the table above are based on the best estimates available at the time of writing the report The movement in the Council Fund balance includes the reported position in the current year The reported position will change following the closure of the 201819 accounts and will be reported to members after the end of the financial year Of the 201920 in year planned movement on service reserves of pound351k none will be used to fund recurrent expenditure

20 In accordance with the Councilrsquos Reserve Strategy Other Earmarked reserves will be reviewed to ensure they continue to be held according to an agreed plan or returned to the Council Fund balance for more appropriate allocation

Income

WG Grant Funding

21 Revenue Support Grant ndash The County Boroughrsquos share of the final Revenue Support Grant has been set at pound132327762

22 Business Rates ndash the business rate poundage for 201920 has been set at 526p in the pound The County Boroughrsquos share of national non-domestic rate income in 201920 is pound42924171

23 In total the Council will receive general grants from WG of pound175251933

Council Tax

24 After taking account of the general grants and contribution from balances the balance of net expenditure totalling pound61601358 remains to be funded by council taxpayers

25 It is proposed to charge as a special expense part of the cost of footway lighting to the four community areas within the town (pound498 at band D) the community of Llangollen Rural (pound1646 at band D) Chirk (pound1081 at band D) and Glyntraian (pound1275 at band D)

26 After adjusting for special expenses of pound119254 the balance to be found as general expenses from council taxpayers is pound61482104

(iv)

27 The council tax base calculation for 201920 is 53421 band D equivalent properties after allowing for

bull band reductions for the disabled bull exempt properties bull single occupier discounts bull double discounts on unoccupied properties bull premium for properties classified as either long term empty or a second home bull factors to reflect the relative charge at different bands bull the estimated collection rate bull contributions in lieu from Ministry of Defence

The overall tax base is built up from the same calculations for each of the 34 community areas and the ldquoband D equivalentsrdquo are shown in Page (vii)

28 Dividing the balance of net expenditure (pound61482104) by the tax base of 53421 will give a pound115090 charge to be borne by a full-paying household whose home is valued at band D For band A property the charge is six ninths of this figure through to band I properties where the charge is twenty one ninths of the band D figure In many cases these figures will be adjusted for disabled and other discounts and of course for council tax benefit

29 Page (vii) sets out the council tax rate for the band D taxpayer for each community council area and shows that when the police authorityrsquos precept is included the total average council tax at band D for 201920 is pound148063

CONCLUSION

30 Although there has been a slight decrease of 01 in the financial settlement for 201920 every effort has been made to prioritise schools and the most vulnerable

31 The Local Government Act 2003 requires the Council to monitor its budget and to take appropriate action The budget will therefore require close monitoring and control during the year and the financial position will need to be kept continuously under review

32 Finally I remain very grateful to all Members and Officers for their assistance cooperation and hard work in helping to prepare this budget

M S OWEN HEAD OF FINANCE

(iii)

18 An analysis of the Councilrsquos key estimated earmarked reserves and balances for the year ahead is as follows

Actual Balance

at 1 April 2018 poundk

Estimated Balance

at 1 April 2019

poundk

Movement in year

poundk

Estimated Balance

at 31 March

2020 poundk

Council Fund balance 7018 7018 0 7018 School Balances 2012 164 0 164 Service Reserves 1054 665 (351) 314 Other Earmarked Reserves (including grant reserves)

15769 9967 (2645) 7322

Total Balances and Reserves

25853 17814 (2996) 14818

19 The estimated balances at 1 April 2019 in the table above are based on the best estimates available at the time of writing the report The movement in the Council Fund balance includes the reported position in the current year The reported position will change following the closure of the 201819 accounts and will be reported to members after the end of the financial year Of the 201920 in year planned movement on service reserves of pound351k none will be used to fund recurrent expenditure

20 In accordance with the Councilrsquos Reserve Strategy Other Earmarked reserves will be reviewed to ensure they continue to be held according to an agreed plan or returned to the Council Fund balance for more appropriate allocation

Income

WG Grant Funding

21 Revenue Support Grant ndash The County Boroughrsquos share of the final Revenue Support Grant has been set at pound132327762

22 Business Rates ndash the business rate poundage for 201920 has been set at 526p in the pound The County Boroughrsquos share of national non-domestic rate income in 201920 is pound42924171

23 In total the Council will receive general grants from WG of pound175251933

Council Tax

24 After taking account of the general grants and contribution from balances the balance of net expenditure totalling pound61601358 remains to be funded by council taxpayers

25 It is proposed to charge as a special expense part of the cost of footway lighting to the four community areas within the town (pound498 at band D) the community of Llangollen Rural (pound1646 at band D) Chirk (pound1081 at band D) and Glyntraian (pound1275 at band D)

26 After adjusting for special expenses of pound119254 the balance to be found as general expenses from council taxpayers is pound61482104

(iv)

27 The council tax base calculation for 201920 is 53421 band D equivalent properties after allowing for

bull band reductions for the disabled bull exempt properties bull single occupier discounts bull double discounts on unoccupied properties bull premium for properties classified as either long term empty or a second home bull factors to reflect the relative charge at different bands bull the estimated collection rate bull contributions in lieu from Ministry of Defence

The overall tax base is built up from the same calculations for each of the 34 community areas and the ldquoband D equivalentsrdquo are shown in Page (vii)

28 Dividing the balance of net expenditure (pound61482104) by the tax base of 53421 will give a pound115090 charge to be borne by a full-paying household whose home is valued at band D For band A property the charge is six ninths of this figure through to band I properties where the charge is twenty one ninths of the band D figure In many cases these figures will be adjusted for disabled and other discounts and of course for council tax benefit

29 Page (vii) sets out the council tax rate for the band D taxpayer for each community council area and shows that when the police authorityrsquos precept is included the total average council tax at band D for 201920 is pound148063

CONCLUSION

30 Although there has been a slight decrease of 01 in the financial settlement for 201920 every effort has been made to prioritise schools and the most vulnerable

31 The Local Government Act 2003 requires the Council to monitor its budget and to take appropriate action The budget will therefore require close monitoring and control during the year and the financial position will need to be kept continuously under review

32 Finally I remain very grateful to all Members and Officers for their assistance cooperation and hard work in helping to prepare this budget

M S OWEN HEAD OF FINANCE

(iv)

27 The council tax base calculation for 201920 is 53421 band D equivalent properties after allowing for

bull band reductions for the disabled bull exempt properties bull single occupier discounts bull double discounts on unoccupied properties bull premium for properties classified as either long term empty or a second home bull factors to reflect the relative charge at different bands bull the estimated collection rate bull contributions in lieu from Ministry of Defence

The overall tax base is built up from the same calculations for each of the 34 community areas and the ldquoband D equivalentsrdquo are shown in Page (vii)

28 Dividing the balance of net expenditure (pound61482104) by the tax base of 53421 will give a pound115090 charge to be borne by a full-paying household whose home is valued at band D For band A property the charge is six ninths of this figure through to band I properties where the charge is twenty one ninths of the band D figure In many cases these figures will be adjusted for disabled and other discounts and of course for council tax benefit

29 Page (vii) sets out the council tax rate for the band D taxpayer for each community council area and shows that when the police authorityrsquos precept is included the total average council tax at band D for 201920 is pound148063

CONCLUSION

30 Although there has been a slight decrease of 01 in the financial settlement for 201920 every effort has been made to prioritise schools and the most vulnerable

31 The Local Government Act 2003 requires the Council to monitor its budget and to take appropriate action The budget will therefore require close monitoring and control during the year and the financial position will need to be kept continuously under review

32 Finally I remain very grateful to all Members and Officers for their assistance cooperation and hard work in helping to prepare this budget

M S OWEN HEAD OF FINANCE

(v)

RECASTING OF CASH LIMITED BUDGETS

1 The cash limited budgets on page (vi) have been recast in order to reflect the total cost of services to include support costs

2 Departmental support costs have been fully recharged to the services which they support this includes an element which has been reallocated to Corporate and Central Expenditure This is reflected in column J on page (vi) and in the body of the budget pages

3 It can be recognised from the summary page (vi) and the individual budget pages that the Chief Executive Finance Governance amp Customer Services and Repairs amp Maintenance all have had their Cash Limited Budgets recharged across the other services this reallocation of cost is based upon matrices that have been identified as appropriate

4 As part of the Code the central costs have been re-arranged into

bull Corporate amp Democratic Core (including Democratic Representation amp Management and Corporate Management)

bull Non Distributed Costs (including Past Service Costs and costs associated with unused shares of IT facilities)

bull Central Services to the Public (including Council Tax collection costs Coroners Electoral Registration etc)

bull Other Operating Income amp Expenditure (including levies from other bodies and capital financing)

5 Whilst these are significant adjustments for accounting purposes the underlying spending power of service remains exactly as approved by Council

6 The Cash Limited Budgets for 2018-19 on individual pages for those services impacted by the management restructure reflect the reallocation in Column C of the summary on page (vi)

(vi)

20192

0 R

even

ue

Bu

dg

et

Su

mm

ary

20181

9

Cash

Lim

ited

Bu

dg

et

aft

er

Wels

h

20181

9

Man

ag

em

en

t M

an

ag

em

en

t G

overn

men

t 20192

0

20192

0

Cash

Lim

ited

R

estr

uctu

re

Restr

uctu

re

Fu

ncti

on

al

Pay

O

ther

Un

avo

idab

le

Serv

ice

C

ash

Lim

ited

R

ecast

Bu

dg

et

Ch

an

ges

C

han

ges

C

han

ges

In

flati

on

In

flati

on

C

om

mit

men

ts

Savin

gs

B

ud

get

Bu

dg

et

A

BC

DE

FG

HI

J

pound

poundpound

poundpound

poundpound

poundpound

pound

Environm

ent amp

Pla

nnin

g E

nvironm

ent amp

Technic

al

338

375

21

(2

2887

84)

315

487

37

0

2811

17

5223

15

0

(1

230

00)

322

291

69

365

873

82

Pla

nnin

g amp

Regula

tory

0

22

887

84

22

887

84

0

871

51

0

0

(9

80

00)

22

779

35

29

243

68

Adult S

ocia

l C

are

S

ocia

l C

are

419

292

45

147

756

70

56

7049

15

0

5341

11

8832

87

7878

47

(1

8990

00)

570

111

60

635

315

96

Schools

807

189

97

0

807

189

97

3438

26

18

790

28

0

15

060

14

(9

52

000)

834

958

65

834

958

65

Education

E

ducation

amp E

arly Inte

rvention

56

118

05

3564

76

59

682

81

0

3248

33

0

1415

83

(3

840

00)

60

506

97

2

22

169

63

Child

rens

Socia

l C

are

151

321

46

(1

51

321

46)

0

0

0

0

0

0

0

0

Housin

g amp

Econom

y

66

591

81

0

66

591

81

0

2412

74

0

0

(8

240

00)

60

764

55

107

042

02

Fin

ance

50

174

32

14

495

51

64

669

83

0

1631

53

0

1720

00

(3

300

00

) 64

721

36

0

Corp

ora

te amp

Custo

mer

Serv

ices

Govern

ance

amp C

usto

mer

80

283

60

(4

5371

15)

34

912

45

0

914

84

0

0

(3

40

00)

35

487

29

0

Repairs amp

Main

tenance

19

049

75

0

19

049

75

0

0

0

2500

00

0

21

549

75

0

Chie

f E

xecutive

0

37

245

94

37

245

94

0

979

33

0

0

(4

420

00)

33

805

27

0

To

tal N

et

Serv

ice

Exp

en

dit

ure

1988

396

62

6370

30

1994

766

92

3438

26

37

000

84

14

056

02

28

574

44

(5

0860

00)

2026

976

48

2194

603

76

Corp

ora

te a

nd

Centr

al E

xpenditure

Genera

l 169

924

88

(6

370

30)

163

554

58

1971

47

61

12

0

36

80

76

(4

610

00)

164

657

93

(2

969

35)

Fire

Levy

66

546

23

0

66

546

23

0

0

0

3610

01

0

70

156

24

70

156

24

Council

Tax R

eduction

Schem

e

103

851

90

0

103

851

90

0

0

54

76

77

0

(2

586

41)

106

742

26

106

742

26

TO

TA

L N

ET

EX

PE

ND

ITU

RE

2328

719

63

0

2328

719

63

5409

73

37

061

96

19

532

79

35

865

21

(5

8056

41)

2368

532

91

2368

532

91

Fu

nd

ed

by

Wels

h G

overn

ment F

undin

g

1746

363

90

1752

519

33

Council

Tax Incom

e

582

355

73

616

013

58

TO

TA

L I

NC

OM

E

2328

719

63

2368

532

91

(vii) WREXHAM COUNTY BOROUGH COUNCIL

COUNCIL TAX INFORMATION 201920

Tax Base Community

WCBC General

Expenses

WCBC Special

Expenses

N Wales Police

Precept

Community Precepts TOTAL

496 5720

591 650

Abenbury Acton Bangor Isycoed Bronington

115090 115090 115090 115090

498 27810 27810 27810 27810

2520 2596 3130 2923

145420 145994 146030 145823

2831 1945 3795 2260

Broughton Brymbo Caia Park Cefn

115090 115090 115090 115090

498

27810 27810 27810 27810

5034 5125 5824 6756

147934 148025 149222 149656

161 1672 1711

223

Ceiriog Ucha Chirk Coedpoeth Erbistock

115090 115090 115090 115090

1081 27810 27810 27810 27810

1242 6750

10871 531

144142 150731 153771 143431

1421 383

2640 3895

Esclusham Glyntraian Gresford Gwersyllt

115090 115090 115090 115090

1275 27810 27810 27810 27810

6525 4935 3371 5628

149425 149110 146271 148528

371 843 226 865

Hanmer Holt Isycoed Llangollen Rural

115090 115090 115090 115090 1646

27810 27810 27810 27810

2224 3677 5442 6484

145124 146577 148342 151030

478 1763

699 590

Llansantffraid Glyn Ceiriog Llay Maelor South Marchwiel

115090 115090 115090 115090

27810 27810 27810 27810

6276 4296 2604 5424

149176 147196 145504 148324

705 4208

696 1127

Minera Offa Overton Pen-y-cae

115090 115090 115090 115090

498 27810 27810 27810 27810

5914 4396 7401 6234

148814 147794 150301 149134

2757 3276 1810 1799

Rhosddu Rhosllanerchrugog Rossett Ruabon

115090 115090 115090 115090

498 27810 27810 27810 27810

2974 7627 3608 4447

146372 150527 146508 147347

320 494

Sesswick Willington Worthenbury

115090 115090

27810 27810

938 2104

143838 145004

53421 Total Average 115090 223 27810 4940 148063

NOTE Tax Base = Band D Equivalent for a full Council Taxpayer

(viii)

Description of Codes and Headings used in the Budget Book

Description Includes Employee Costs

Total Pay Management amp Administration Teachers Caretakers Cleaners etc Gross Pay Overtime Employers Contribution NI amp Superannuation

Other Employee Costs Training Costs Expenses Contributions Advertising Detriment etc

Premises Costs Repairs amp Maintenance Building Repairs amp Maintenance

Grounds Maintenance

Housing Repairs Painting etc

Energy Costs Electric Gas Oil Fuel etc

Rent and Rates Rent NNDR amp Council Tax

Water Services Water Rates Sewerage etc

Fixtures amp Fittings Purchases Rentals amp Leases

Operational Expenditure Premises Costs - Security etc

Cleaning Expenditure Building amp Window Cleaning Cleaning Contractors Supplies - Chemicals etc Waste Removal Skip Hire Pest Control

Transport Costs Direct Vehicle Costs VehiclePlant Purchase or Lease Costs

VehiclePlant Repairs amp Maintenance Contract Hire MOT Tests Licences Parts Running Costs - Petrol Oil etc

Transport Recharges VehiclePlant Recharges

Hire amp Operational Leases HireLeasing Costs Excess Charges

Car Allowances Casual User Costs

Transport Insurance Transport Insurance amp Insurance Excess

(ix)

Description of Codes and Headings used in the Budget Book

Supplies amp Services Equipment amp Materials Equipment Purchase amp Leasing

Equipment Repairs amp Maintenance General Materials including First Aid supplies floral decorations and other specialist items depending on the service

Catering Expenditure Catering Supplies Services amp Groceries Bar Supplies Vending Supplies

ClothingLaundry Expenses Protective Clothing amp Uniforms Laundry

Office Expenses Printing Photocopying Stationery - General and Specialist Books Periodicals General Publications etc MicrofilmMicrofiche

Professional Fees amp Services Consultancy Fees Legal Fees Licence Fees Other Professional Fees ExamCourse Fees General Hire Fees

Communications amp Computing Postage Costs Phone Costs - Central Mobile Pager etc Computer PurchaseMaintenanceRecharges SoftwareHardware Costs Computer StationeryConsumables CCTV Costs

Expenses amp Subsistence General Subsistence Travelling Expenses Credit Card Recharges Child Minding Fees

Grants amp Subscriptions Grants amp Subscriptions

Financial Provisions Provisions - Bad Debts Losses etc

Miscellaneous Insurance Costs AdvertisingMarketing Costs Hospitality Costs Bank Charges Audit Fees amp Cash Collection

(x)

Description of Codes and Headings used in the Budget Book

3rd Party Payments Other Authority Charges Other Authorities Community Councils

Joint Agreements

Health Charges Betsi Cadwaladr University Health Board

Voluntary Organisations Payments under Service Level Agreements

Private Contractors Payments under Contracts

Other Agencies Staff Agencies Other Agencies Engineers Fees

Transfer Payments Rent Allowances Benefit Payments amp Scholarships

Council Tax Benefit Housing Benefit Rent Allowances

Support Services Central Support Services FinanceICT Recharges

Human Resources Recharges Legal Recharges Property Design Recharges Public Offices Recharges Central Training amp Translation Recharges Security Recharges Insurance Repairs amp Maintenance Recharges

Departmental Support Services Departmental Administration Recharges

Outside General Fund Recharges Recharges from Outside General Fund

Capital Financing Capital Finance Charge Depreciation Impairment

Debt Charges Interest Payments Minimum Revenue Provision

Premiums Premiums on Debt Restructuring

(xi)

Description of Codes and Headings used in the Budget Book

Income Government Grants Central Government Grants

Welsh Government Grants European Grants

Other Grants amp Contributions Other Grants Other Contributions Recharges - Outside Bodies Other Services Public Departmental etc

Customer Receipts General Sales CateringBar Sales Commission Miscellaneous Income

Fees amp Charges General Fees Fines amp Court Costs Admissions etc Car Park Income Membership Fees HomeDay Care Charges Cremation Fees

Rent amp Lettings Rent Sporting Rights Facility Hire Storage Hire

Interest Received Interest Received

Recharges Central Support Recovery Departmental Support Recovery School Support Recovery

Corporate amp Central Expenditure Recharges to Corporate and Democratic Core Non Distributed Costs Central Services to the Public Advice to Members

Environment amp Technical BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CEMETERIES amp CREMATORIA -759361 -671058 -510323 REFUSE COLLECTION amp DISPOSAL 20000257 20238371 23495289 OTHER CLEANSING 1119747 1450668 1771597 PARKS amp OPEN SPACES 2244780 2279410 2505668 INTEGRATED TRANSPORT 4898024 4891379 1941574 CAR PARKING amp ENFORCEMENT -558190 -551862 -466310 ROAD SAFETY amp SCHOOL CROSSING PATROLS 114321 125373 236438 HIGHWAYS MAINTENANCE 3984669 4093225 7613449 DEPARTMENTAL SUPPORT 504490 373663 0

TOTAL BUDGET 31548737 32229169 36587382

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 11041678 11472532 11974108

PREMISES COSTS 1617476 1695224 1695224

TRANSPORT COSTS 7850492 7856492 7856492

SUPPLIES amp SERVICES 1154503 1121472 1121472

3RD PARTY PAYMENTS 23161987 23545004 23545004

SUPPORT SERVICES 0 0 3905272

CAPITAL FINANCING 352109 352109 6753697

TOTAL EXPENDITURE 45178245 46042833 56851269

INCOME

GRANTS amp OTHER CONTRIBUTIONS -9968694 -10132850 -10132850

FEES CHARGES amp OTHER INCOME -3471841 -3491841 -3491841

RECHARGES -188973 -188973 -6639196

TOTAL INCOME -13629508 -13813664 -20263887

TOTAL BUDGET 31548737 32229169 36587382

1

Planning amp Regulatory BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DEVELOPMENT MANAGEMENT amp PLANNING POLICY 353984 367934 976867 DEPARTMENTAL SUPPORT 445144 449478 0 EMERGENCY PLANNING 123000 123000 0 LOCAL LAND CHARGES -66032 -64364 0 FOOD HEALTH amp SAFETY 508345 500426 686251 ENVIRONMENTAL PROTECTION amp CONTROL 625465 620334 809084 LICENSING TRADING STANDARDS 298878 281127 452166

TOTAL BUDGET 2288784 2277935 2924368

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3463595 3503850 3624125

PREMISES COSTS 98795 28295 28295

TRANSPORT COSTS 95587 95629 95629

SUPPLIES amp SERVICES 161268 174268 174268

3RD PARTY PAYMENTS 215428 215428 215428

SUPPORT SERVICES 17671 18025 1176944

CAPITAL FINANCING 0 0 75711

TOTAL EXPENDITURE 4052344 4035495 5390400

INCOME

GRANTS amp OTHER CONTRIBUTIONS -194757 -187757 -543163

FEES CHARGES amp OTHER INCOME -1568803 -1569803 -1569803

RECHARGES 0 0 -353066

TOTAL INCOME -1763560 -1757560 -2466032

TOTAL BUDGET 2288784 2277935 2924368

2

Social Care BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

OLDER PEOPLE 18991466 19819040 22454927 PHYSICAL DISABILITY amp SENSORY IMPAIRMENT 5418068 5128535 4907265 GENERIC SERVICES -1245909 -1778978 -396632 MENTAL ILLNESS 2954612 3039485 2855788 LEARNING DISABILITIES 14178696 13599832 16292099 CHILDRENS SOCIAL CARE 14775670 15536148 17411182 SENIOR MANAGEMENT SUPPORT SERVICES 1632312 1667098 6967

TOTAL BUDGET 56704915 57011160 63531596

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 21743720 21975245 22961930

PREMISES COSTS 236795 221109 221109

TRANSPORT COSTS 632527 622540 622540

SUPPLIES amp SERVICES 1862072 1746378 1746378

3RD PARTY PAYMENTS 39223257 40127191 40127191

TRANSFER PAYMENTS 8174883 8160790 8160790

SUPPORT SERVICES 6533 6533 13791205

CAPITAL FINANCING 0 0 255175

TOTAL EXPENDITURE 71879787 72859786 87886318

INCOME

GRANTS amp OTHER CONTRIBUTIONS -7104245 -7728599 -7728599

FEES CHARGES amp OTHER INCOME -7907477 -7956877 -7956877

RECHARGES -163150 -163150 -8669246

TOTAL INCOME -15174872 -15848626 -24354722

TOTAL BUDGET 56704915 57011160 63531596

3

Education amp Early Intervention BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DELEGATED SCHOOL BUDGETS 80718997 83495865 83495865

TOTAL FOR SCHOOLS 80718997 83495865 83495865

EDUCATION ENRICHMENT AND INTERVENTION 1841053 1856769 2572995 EARLY YEARS EDUCATION 628787 631879 713246 SUPPORTING ACHIEVEMENT 3498441 3562049 18930722

TOTAL FOR NON SCHOOLS 5968281 6050697 22216963

TOTAL BUDGET 86687278 89546562 105712828

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 86769755 90472451 91883291

PREMISES COSTS 5392048 4883430 4889505

TRANSPORT COSTS 263300 255559 255559

SUPPLIES amp SERVICES 9072713 8616077 8616077

3RD PARTY PAYMENTS 2865901 2853901 2853901

TRANSFER PAYMENTS 32733 32733 32733

SUPPORT SERVICES 1141145 1141145 13452042

CAPITAL FINANCING 120000 120000 5000229

TOTAL EXPENDITURE 105657595 108375296 126983337

INCOME

GRANTS amp OTHER CONTRIBUTIONS -14476852 -14476852 -14476852

FEES CHARGES amp OTHER INCOME -154644 -13061 -13061

RECHARGES -4338821 -4338821 -6780596

TOTAL INCOME -18970317 -18828734 -21270509

TOTAL BUDGET 86687278 89546562 105712828

4

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

(vi)

20192

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pound

poundpound

poundpound

poundpound

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pound

Environm

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807

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56

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151

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g amp

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y

66

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Corp

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mer

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Govern

ance

amp C

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mer

80

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(4

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34

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Repairs amp

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1988

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Genera

l 169

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30)

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1971

47

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Council

Tax R

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103

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0

(2

586

41)

106

742

26

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RE

2328

719

63

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2328

719

63

5409

73

37

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96

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79

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21

(5

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2368

532

91

2368

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91

Fu

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Wels

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ment F

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g

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363

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1752

519

33

Council

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e

582

355

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58

TO

TA

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OM

E

2328

719

63

2368

532

91

(vii) WREXHAM COUNTY BOROUGH COUNCIL

COUNCIL TAX INFORMATION 201920

Tax Base Community

WCBC General

Expenses

WCBC Special

Expenses

N Wales Police

Precept

Community Precepts TOTAL

496 5720

591 650

Abenbury Acton Bangor Isycoed Bronington

115090 115090 115090 115090

498 27810 27810 27810 27810

2520 2596 3130 2923

145420 145994 146030 145823

2831 1945 3795 2260

Broughton Brymbo Caia Park Cefn

115090 115090 115090 115090

498

27810 27810 27810 27810

5034 5125 5824 6756

147934 148025 149222 149656

161 1672 1711

223

Ceiriog Ucha Chirk Coedpoeth Erbistock

115090 115090 115090 115090

1081 27810 27810 27810 27810

1242 6750

10871 531

144142 150731 153771 143431

1421 383

2640 3895

Esclusham Glyntraian Gresford Gwersyllt

115090 115090 115090 115090

1275 27810 27810 27810 27810

6525 4935 3371 5628

149425 149110 146271 148528

371 843 226 865

Hanmer Holt Isycoed Llangollen Rural

115090 115090 115090 115090 1646

27810 27810 27810 27810

2224 3677 5442 6484

145124 146577 148342 151030

478 1763

699 590

Llansantffraid Glyn Ceiriog Llay Maelor South Marchwiel

115090 115090 115090 115090

27810 27810 27810 27810

6276 4296 2604 5424

149176 147196 145504 148324

705 4208

696 1127

Minera Offa Overton Pen-y-cae

115090 115090 115090 115090

498 27810 27810 27810 27810

5914 4396 7401 6234

148814 147794 150301 149134

2757 3276 1810 1799

Rhosddu Rhosllanerchrugog Rossett Ruabon

115090 115090 115090 115090

498 27810 27810 27810 27810

2974 7627 3608 4447

146372 150527 146508 147347

320 494

Sesswick Willington Worthenbury

115090 115090

27810 27810

938 2104

143838 145004

53421 Total Average 115090 223 27810 4940 148063

NOTE Tax Base = Band D Equivalent for a full Council Taxpayer

(viii)

Description of Codes and Headings used in the Budget Book

Description Includes Employee Costs

Total Pay Management amp Administration Teachers Caretakers Cleaners etc Gross Pay Overtime Employers Contribution NI amp Superannuation

Other Employee Costs Training Costs Expenses Contributions Advertising Detriment etc

Premises Costs Repairs amp Maintenance Building Repairs amp Maintenance

Grounds Maintenance

Housing Repairs Painting etc

Energy Costs Electric Gas Oil Fuel etc

Rent and Rates Rent NNDR amp Council Tax

Water Services Water Rates Sewerage etc

Fixtures amp Fittings Purchases Rentals amp Leases

Operational Expenditure Premises Costs - Security etc

Cleaning Expenditure Building amp Window Cleaning Cleaning Contractors Supplies - Chemicals etc Waste Removal Skip Hire Pest Control

Transport Costs Direct Vehicle Costs VehiclePlant Purchase or Lease Costs

VehiclePlant Repairs amp Maintenance Contract Hire MOT Tests Licences Parts Running Costs - Petrol Oil etc

Transport Recharges VehiclePlant Recharges

Hire amp Operational Leases HireLeasing Costs Excess Charges

Car Allowances Casual User Costs

Transport Insurance Transport Insurance amp Insurance Excess

(ix)

Description of Codes and Headings used in the Budget Book

Supplies amp Services Equipment amp Materials Equipment Purchase amp Leasing

Equipment Repairs amp Maintenance General Materials including First Aid supplies floral decorations and other specialist items depending on the service

Catering Expenditure Catering Supplies Services amp Groceries Bar Supplies Vending Supplies

ClothingLaundry Expenses Protective Clothing amp Uniforms Laundry

Office Expenses Printing Photocopying Stationery - General and Specialist Books Periodicals General Publications etc MicrofilmMicrofiche

Professional Fees amp Services Consultancy Fees Legal Fees Licence Fees Other Professional Fees ExamCourse Fees General Hire Fees

Communications amp Computing Postage Costs Phone Costs - Central Mobile Pager etc Computer PurchaseMaintenanceRecharges SoftwareHardware Costs Computer StationeryConsumables CCTV Costs

Expenses amp Subsistence General Subsistence Travelling Expenses Credit Card Recharges Child Minding Fees

Grants amp Subscriptions Grants amp Subscriptions

Financial Provisions Provisions - Bad Debts Losses etc

Miscellaneous Insurance Costs AdvertisingMarketing Costs Hospitality Costs Bank Charges Audit Fees amp Cash Collection

(x)

Description of Codes and Headings used in the Budget Book

3rd Party Payments Other Authority Charges Other Authorities Community Councils

Joint Agreements

Health Charges Betsi Cadwaladr University Health Board

Voluntary Organisations Payments under Service Level Agreements

Private Contractors Payments under Contracts

Other Agencies Staff Agencies Other Agencies Engineers Fees

Transfer Payments Rent Allowances Benefit Payments amp Scholarships

Council Tax Benefit Housing Benefit Rent Allowances

Support Services Central Support Services FinanceICT Recharges

Human Resources Recharges Legal Recharges Property Design Recharges Public Offices Recharges Central Training amp Translation Recharges Security Recharges Insurance Repairs amp Maintenance Recharges

Departmental Support Services Departmental Administration Recharges

Outside General Fund Recharges Recharges from Outside General Fund

Capital Financing Capital Finance Charge Depreciation Impairment

Debt Charges Interest Payments Minimum Revenue Provision

Premiums Premiums on Debt Restructuring

(xi)

Description of Codes and Headings used in the Budget Book

Income Government Grants Central Government Grants

Welsh Government Grants European Grants

Other Grants amp Contributions Other Grants Other Contributions Recharges - Outside Bodies Other Services Public Departmental etc

Customer Receipts General Sales CateringBar Sales Commission Miscellaneous Income

Fees amp Charges General Fees Fines amp Court Costs Admissions etc Car Park Income Membership Fees HomeDay Care Charges Cremation Fees

Rent amp Lettings Rent Sporting Rights Facility Hire Storage Hire

Interest Received Interest Received

Recharges Central Support Recovery Departmental Support Recovery School Support Recovery

Corporate amp Central Expenditure Recharges to Corporate and Democratic Core Non Distributed Costs Central Services to the Public Advice to Members

Environment amp Technical BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CEMETERIES amp CREMATORIA -759361 -671058 -510323 REFUSE COLLECTION amp DISPOSAL 20000257 20238371 23495289 OTHER CLEANSING 1119747 1450668 1771597 PARKS amp OPEN SPACES 2244780 2279410 2505668 INTEGRATED TRANSPORT 4898024 4891379 1941574 CAR PARKING amp ENFORCEMENT -558190 -551862 -466310 ROAD SAFETY amp SCHOOL CROSSING PATROLS 114321 125373 236438 HIGHWAYS MAINTENANCE 3984669 4093225 7613449 DEPARTMENTAL SUPPORT 504490 373663 0

TOTAL BUDGET 31548737 32229169 36587382

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 11041678 11472532 11974108

PREMISES COSTS 1617476 1695224 1695224

TRANSPORT COSTS 7850492 7856492 7856492

SUPPLIES amp SERVICES 1154503 1121472 1121472

3RD PARTY PAYMENTS 23161987 23545004 23545004

SUPPORT SERVICES 0 0 3905272

CAPITAL FINANCING 352109 352109 6753697

TOTAL EXPENDITURE 45178245 46042833 56851269

INCOME

GRANTS amp OTHER CONTRIBUTIONS -9968694 -10132850 -10132850

FEES CHARGES amp OTHER INCOME -3471841 -3491841 -3491841

RECHARGES -188973 -188973 -6639196

TOTAL INCOME -13629508 -13813664 -20263887

TOTAL BUDGET 31548737 32229169 36587382

1

Planning amp Regulatory BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DEVELOPMENT MANAGEMENT amp PLANNING POLICY 353984 367934 976867 DEPARTMENTAL SUPPORT 445144 449478 0 EMERGENCY PLANNING 123000 123000 0 LOCAL LAND CHARGES -66032 -64364 0 FOOD HEALTH amp SAFETY 508345 500426 686251 ENVIRONMENTAL PROTECTION amp CONTROL 625465 620334 809084 LICENSING TRADING STANDARDS 298878 281127 452166

TOTAL BUDGET 2288784 2277935 2924368

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3463595 3503850 3624125

PREMISES COSTS 98795 28295 28295

TRANSPORT COSTS 95587 95629 95629

SUPPLIES amp SERVICES 161268 174268 174268

3RD PARTY PAYMENTS 215428 215428 215428

SUPPORT SERVICES 17671 18025 1176944

CAPITAL FINANCING 0 0 75711

TOTAL EXPENDITURE 4052344 4035495 5390400

INCOME

GRANTS amp OTHER CONTRIBUTIONS -194757 -187757 -543163

FEES CHARGES amp OTHER INCOME -1568803 -1569803 -1569803

RECHARGES 0 0 -353066

TOTAL INCOME -1763560 -1757560 -2466032

TOTAL BUDGET 2288784 2277935 2924368

2

Social Care BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

OLDER PEOPLE 18991466 19819040 22454927 PHYSICAL DISABILITY amp SENSORY IMPAIRMENT 5418068 5128535 4907265 GENERIC SERVICES -1245909 -1778978 -396632 MENTAL ILLNESS 2954612 3039485 2855788 LEARNING DISABILITIES 14178696 13599832 16292099 CHILDRENS SOCIAL CARE 14775670 15536148 17411182 SENIOR MANAGEMENT SUPPORT SERVICES 1632312 1667098 6967

TOTAL BUDGET 56704915 57011160 63531596

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 21743720 21975245 22961930

PREMISES COSTS 236795 221109 221109

TRANSPORT COSTS 632527 622540 622540

SUPPLIES amp SERVICES 1862072 1746378 1746378

3RD PARTY PAYMENTS 39223257 40127191 40127191

TRANSFER PAYMENTS 8174883 8160790 8160790

SUPPORT SERVICES 6533 6533 13791205

CAPITAL FINANCING 0 0 255175

TOTAL EXPENDITURE 71879787 72859786 87886318

INCOME

GRANTS amp OTHER CONTRIBUTIONS -7104245 -7728599 -7728599

FEES CHARGES amp OTHER INCOME -7907477 -7956877 -7956877

RECHARGES -163150 -163150 -8669246

TOTAL INCOME -15174872 -15848626 -24354722

TOTAL BUDGET 56704915 57011160 63531596

3

Education amp Early Intervention BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DELEGATED SCHOOL BUDGETS 80718997 83495865 83495865

TOTAL FOR SCHOOLS 80718997 83495865 83495865

EDUCATION ENRICHMENT AND INTERVENTION 1841053 1856769 2572995 EARLY YEARS EDUCATION 628787 631879 713246 SUPPORTING ACHIEVEMENT 3498441 3562049 18930722

TOTAL FOR NON SCHOOLS 5968281 6050697 22216963

TOTAL BUDGET 86687278 89546562 105712828

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 86769755 90472451 91883291

PREMISES COSTS 5392048 4883430 4889505

TRANSPORT COSTS 263300 255559 255559

SUPPLIES amp SERVICES 9072713 8616077 8616077

3RD PARTY PAYMENTS 2865901 2853901 2853901

TRANSFER PAYMENTS 32733 32733 32733

SUPPORT SERVICES 1141145 1141145 13452042

CAPITAL FINANCING 120000 120000 5000229

TOTAL EXPENDITURE 105657595 108375296 126983337

INCOME

GRANTS amp OTHER CONTRIBUTIONS -14476852 -14476852 -14476852

FEES CHARGES amp OTHER INCOME -154644 -13061 -13061

RECHARGES -4338821 -4338821 -6780596

TOTAL INCOME -18970317 -18828734 -21270509

TOTAL BUDGET 86687278 89546562 105712828

4

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

(vii) WREXHAM COUNTY BOROUGH COUNCIL

COUNCIL TAX INFORMATION 201920

Tax Base Community

WCBC General

Expenses

WCBC Special

Expenses

N Wales Police

Precept

Community Precepts TOTAL

496 5720

591 650

Abenbury Acton Bangor Isycoed Bronington

115090 115090 115090 115090

498 27810 27810 27810 27810

2520 2596 3130 2923

145420 145994 146030 145823

2831 1945 3795 2260

Broughton Brymbo Caia Park Cefn

115090 115090 115090 115090

498

27810 27810 27810 27810

5034 5125 5824 6756

147934 148025 149222 149656

161 1672 1711

223

Ceiriog Ucha Chirk Coedpoeth Erbistock

115090 115090 115090 115090

1081 27810 27810 27810 27810

1242 6750

10871 531

144142 150731 153771 143431

1421 383

2640 3895

Esclusham Glyntraian Gresford Gwersyllt

115090 115090 115090 115090

1275 27810 27810 27810 27810

6525 4935 3371 5628

149425 149110 146271 148528

371 843 226 865

Hanmer Holt Isycoed Llangollen Rural

115090 115090 115090 115090 1646

27810 27810 27810 27810

2224 3677 5442 6484

145124 146577 148342 151030

478 1763

699 590

Llansantffraid Glyn Ceiriog Llay Maelor South Marchwiel

115090 115090 115090 115090

27810 27810 27810 27810

6276 4296 2604 5424

149176 147196 145504 148324

705 4208

696 1127

Minera Offa Overton Pen-y-cae

115090 115090 115090 115090

498 27810 27810 27810 27810

5914 4396 7401 6234

148814 147794 150301 149134

2757 3276 1810 1799

Rhosddu Rhosllanerchrugog Rossett Ruabon

115090 115090 115090 115090

498 27810 27810 27810 27810

2974 7627 3608 4447

146372 150527 146508 147347

320 494

Sesswick Willington Worthenbury

115090 115090

27810 27810

938 2104

143838 145004

53421 Total Average 115090 223 27810 4940 148063

NOTE Tax Base = Band D Equivalent for a full Council Taxpayer

(viii)

Description of Codes and Headings used in the Budget Book

Description Includes Employee Costs

Total Pay Management amp Administration Teachers Caretakers Cleaners etc Gross Pay Overtime Employers Contribution NI amp Superannuation

Other Employee Costs Training Costs Expenses Contributions Advertising Detriment etc

Premises Costs Repairs amp Maintenance Building Repairs amp Maintenance

Grounds Maintenance

Housing Repairs Painting etc

Energy Costs Electric Gas Oil Fuel etc

Rent and Rates Rent NNDR amp Council Tax

Water Services Water Rates Sewerage etc

Fixtures amp Fittings Purchases Rentals amp Leases

Operational Expenditure Premises Costs - Security etc

Cleaning Expenditure Building amp Window Cleaning Cleaning Contractors Supplies - Chemicals etc Waste Removal Skip Hire Pest Control

Transport Costs Direct Vehicle Costs VehiclePlant Purchase or Lease Costs

VehiclePlant Repairs amp Maintenance Contract Hire MOT Tests Licences Parts Running Costs - Petrol Oil etc

Transport Recharges VehiclePlant Recharges

Hire amp Operational Leases HireLeasing Costs Excess Charges

Car Allowances Casual User Costs

Transport Insurance Transport Insurance amp Insurance Excess

(ix)

Description of Codes and Headings used in the Budget Book

Supplies amp Services Equipment amp Materials Equipment Purchase amp Leasing

Equipment Repairs amp Maintenance General Materials including First Aid supplies floral decorations and other specialist items depending on the service

Catering Expenditure Catering Supplies Services amp Groceries Bar Supplies Vending Supplies

ClothingLaundry Expenses Protective Clothing amp Uniforms Laundry

Office Expenses Printing Photocopying Stationery - General and Specialist Books Periodicals General Publications etc MicrofilmMicrofiche

Professional Fees amp Services Consultancy Fees Legal Fees Licence Fees Other Professional Fees ExamCourse Fees General Hire Fees

Communications amp Computing Postage Costs Phone Costs - Central Mobile Pager etc Computer PurchaseMaintenanceRecharges SoftwareHardware Costs Computer StationeryConsumables CCTV Costs

Expenses amp Subsistence General Subsistence Travelling Expenses Credit Card Recharges Child Minding Fees

Grants amp Subscriptions Grants amp Subscriptions

Financial Provisions Provisions - Bad Debts Losses etc

Miscellaneous Insurance Costs AdvertisingMarketing Costs Hospitality Costs Bank Charges Audit Fees amp Cash Collection

(x)

Description of Codes and Headings used in the Budget Book

3rd Party Payments Other Authority Charges Other Authorities Community Councils

Joint Agreements

Health Charges Betsi Cadwaladr University Health Board

Voluntary Organisations Payments under Service Level Agreements

Private Contractors Payments under Contracts

Other Agencies Staff Agencies Other Agencies Engineers Fees

Transfer Payments Rent Allowances Benefit Payments amp Scholarships

Council Tax Benefit Housing Benefit Rent Allowances

Support Services Central Support Services FinanceICT Recharges

Human Resources Recharges Legal Recharges Property Design Recharges Public Offices Recharges Central Training amp Translation Recharges Security Recharges Insurance Repairs amp Maintenance Recharges

Departmental Support Services Departmental Administration Recharges

Outside General Fund Recharges Recharges from Outside General Fund

Capital Financing Capital Finance Charge Depreciation Impairment

Debt Charges Interest Payments Minimum Revenue Provision

Premiums Premiums on Debt Restructuring

(xi)

Description of Codes and Headings used in the Budget Book

Income Government Grants Central Government Grants

Welsh Government Grants European Grants

Other Grants amp Contributions Other Grants Other Contributions Recharges - Outside Bodies Other Services Public Departmental etc

Customer Receipts General Sales CateringBar Sales Commission Miscellaneous Income

Fees amp Charges General Fees Fines amp Court Costs Admissions etc Car Park Income Membership Fees HomeDay Care Charges Cremation Fees

Rent amp Lettings Rent Sporting Rights Facility Hire Storage Hire

Interest Received Interest Received

Recharges Central Support Recovery Departmental Support Recovery School Support Recovery

Corporate amp Central Expenditure Recharges to Corporate and Democratic Core Non Distributed Costs Central Services to the Public Advice to Members

Environment amp Technical BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CEMETERIES amp CREMATORIA -759361 -671058 -510323 REFUSE COLLECTION amp DISPOSAL 20000257 20238371 23495289 OTHER CLEANSING 1119747 1450668 1771597 PARKS amp OPEN SPACES 2244780 2279410 2505668 INTEGRATED TRANSPORT 4898024 4891379 1941574 CAR PARKING amp ENFORCEMENT -558190 -551862 -466310 ROAD SAFETY amp SCHOOL CROSSING PATROLS 114321 125373 236438 HIGHWAYS MAINTENANCE 3984669 4093225 7613449 DEPARTMENTAL SUPPORT 504490 373663 0

TOTAL BUDGET 31548737 32229169 36587382

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 11041678 11472532 11974108

PREMISES COSTS 1617476 1695224 1695224

TRANSPORT COSTS 7850492 7856492 7856492

SUPPLIES amp SERVICES 1154503 1121472 1121472

3RD PARTY PAYMENTS 23161987 23545004 23545004

SUPPORT SERVICES 0 0 3905272

CAPITAL FINANCING 352109 352109 6753697

TOTAL EXPENDITURE 45178245 46042833 56851269

INCOME

GRANTS amp OTHER CONTRIBUTIONS -9968694 -10132850 -10132850

FEES CHARGES amp OTHER INCOME -3471841 -3491841 -3491841

RECHARGES -188973 -188973 -6639196

TOTAL INCOME -13629508 -13813664 -20263887

TOTAL BUDGET 31548737 32229169 36587382

1

Planning amp Regulatory BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DEVELOPMENT MANAGEMENT amp PLANNING POLICY 353984 367934 976867 DEPARTMENTAL SUPPORT 445144 449478 0 EMERGENCY PLANNING 123000 123000 0 LOCAL LAND CHARGES -66032 -64364 0 FOOD HEALTH amp SAFETY 508345 500426 686251 ENVIRONMENTAL PROTECTION amp CONTROL 625465 620334 809084 LICENSING TRADING STANDARDS 298878 281127 452166

TOTAL BUDGET 2288784 2277935 2924368

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3463595 3503850 3624125

PREMISES COSTS 98795 28295 28295

TRANSPORT COSTS 95587 95629 95629

SUPPLIES amp SERVICES 161268 174268 174268

3RD PARTY PAYMENTS 215428 215428 215428

SUPPORT SERVICES 17671 18025 1176944

CAPITAL FINANCING 0 0 75711

TOTAL EXPENDITURE 4052344 4035495 5390400

INCOME

GRANTS amp OTHER CONTRIBUTIONS -194757 -187757 -543163

FEES CHARGES amp OTHER INCOME -1568803 -1569803 -1569803

RECHARGES 0 0 -353066

TOTAL INCOME -1763560 -1757560 -2466032

TOTAL BUDGET 2288784 2277935 2924368

2

Social Care BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

OLDER PEOPLE 18991466 19819040 22454927 PHYSICAL DISABILITY amp SENSORY IMPAIRMENT 5418068 5128535 4907265 GENERIC SERVICES -1245909 -1778978 -396632 MENTAL ILLNESS 2954612 3039485 2855788 LEARNING DISABILITIES 14178696 13599832 16292099 CHILDRENS SOCIAL CARE 14775670 15536148 17411182 SENIOR MANAGEMENT SUPPORT SERVICES 1632312 1667098 6967

TOTAL BUDGET 56704915 57011160 63531596

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 21743720 21975245 22961930

PREMISES COSTS 236795 221109 221109

TRANSPORT COSTS 632527 622540 622540

SUPPLIES amp SERVICES 1862072 1746378 1746378

3RD PARTY PAYMENTS 39223257 40127191 40127191

TRANSFER PAYMENTS 8174883 8160790 8160790

SUPPORT SERVICES 6533 6533 13791205

CAPITAL FINANCING 0 0 255175

TOTAL EXPENDITURE 71879787 72859786 87886318

INCOME

GRANTS amp OTHER CONTRIBUTIONS -7104245 -7728599 -7728599

FEES CHARGES amp OTHER INCOME -7907477 -7956877 -7956877

RECHARGES -163150 -163150 -8669246

TOTAL INCOME -15174872 -15848626 -24354722

TOTAL BUDGET 56704915 57011160 63531596

3

Education amp Early Intervention BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DELEGATED SCHOOL BUDGETS 80718997 83495865 83495865

TOTAL FOR SCHOOLS 80718997 83495865 83495865

EDUCATION ENRICHMENT AND INTERVENTION 1841053 1856769 2572995 EARLY YEARS EDUCATION 628787 631879 713246 SUPPORTING ACHIEVEMENT 3498441 3562049 18930722

TOTAL FOR NON SCHOOLS 5968281 6050697 22216963

TOTAL BUDGET 86687278 89546562 105712828

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 86769755 90472451 91883291

PREMISES COSTS 5392048 4883430 4889505

TRANSPORT COSTS 263300 255559 255559

SUPPLIES amp SERVICES 9072713 8616077 8616077

3RD PARTY PAYMENTS 2865901 2853901 2853901

TRANSFER PAYMENTS 32733 32733 32733

SUPPORT SERVICES 1141145 1141145 13452042

CAPITAL FINANCING 120000 120000 5000229

TOTAL EXPENDITURE 105657595 108375296 126983337

INCOME

GRANTS amp OTHER CONTRIBUTIONS -14476852 -14476852 -14476852

FEES CHARGES amp OTHER INCOME -154644 -13061 -13061

RECHARGES -4338821 -4338821 -6780596

TOTAL INCOME -18970317 -18828734 -21270509

TOTAL BUDGET 86687278 89546562 105712828

4

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

(viii)

Description of Codes and Headings used in the Budget Book

Description Includes Employee Costs

Total Pay Management amp Administration Teachers Caretakers Cleaners etc Gross Pay Overtime Employers Contribution NI amp Superannuation

Other Employee Costs Training Costs Expenses Contributions Advertising Detriment etc

Premises Costs Repairs amp Maintenance Building Repairs amp Maintenance

Grounds Maintenance

Housing Repairs Painting etc

Energy Costs Electric Gas Oil Fuel etc

Rent and Rates Rent NNDR amp Council Tax

Water Services Water Rates Sewerage etc

Fixtures amp Fittings Purchases Rentals amp Leases

Operational Expenditure Premises Costs - Security etc

Cleaning Expenditure Building amp Window Cleaning Cleaning Contractors Supplies - Chemicals etc Waste Removal Skip Hire Pest Control

Transport Costs Direct Vehicle Costs VehiclePlant Purchase or Lease Costs

VehiclePlant Repairs amp Maintenance Contract Hire MOT Tests Licences Parts Running Costs - Petrol Oil etc

Transport Recharges VehiclePlant Recharges

Hire amp Operational Leases HireLeasing Costs Excess Charges

Car Allowances Casual User Costs

Transport Insurance Transport Insurance amp Insurance Excess

(ix)

Description of Codes and Headings used in the Budget Book

Supplies amp Services Equipment amp Materials Equipment Purchase amp Leasing

Equipment Repairs amp Maintenance General Materials including First Aid supplies floral decorations and other specialist items depending on the service

Catering Expenditure Catering Supplies Services amp Groceries Bar Supplies Vending Supplies

ClothingLaundry Expenses Protective Clothing amp Uniforms Laundry

Office Expenses Printing Photocopying Stationery - General and Specialist Books Periodicals General Publications etc MicrofilmMicrofiche

Professional Fees amp Services Consultancy Fees Legal Fees Licence Fees Other Professional Fees ExamCourse Fees General Hire Fees

Communications amp Computing Postage Costs Phone Costs - Central Mobile Pager etc Computer PurchaseMaintenanceRecharges SoftwareHardware Costs Computer StationeryConsumables CCTV Costs

Expenses amp Subsistence General Subsistence Travelling Expenses Credit Card Recharges Child Minding Fees

Grants amp Subscriptions Grants amp Subscriptions

Financial Provisions Provisions - Bad Debts Losses etc

Miscellaneous Insurance Costs AdvertisingMarketing Costs Hospitality Costs Bank Charges Audit Fees amp Cash Collection

(x)

Description of Codes and Headings used in the Budget Book

3rd Party Payments Other Authority Charges Other Authorities Community Councils

Joint Agreements

Health Charges Betsi Cadwaladr University Health Board

Voluntary Organisations Payments under Service Level Agreements

Private Contractors Payments under Contracts

Other Agencies Staff Agencies Other Agencies Engineers Fees

Transfer Payments Rent Allowances Benefit Payments amp Scholarships

Council Tax Benefit Housing Benefit Rent Allowances

Support Services Central Support Services FinanceICT Recharges

Human Resources Recharges Legal Recharges Property Design Recharges Public Offices Recharges Central Training amp Translation Recharges Security Recharges Insurance Repairs amp Maintenance Recharges

Departmental Support Services Departmental Administration Recharges

Outside General Fund Recharges Recharges from Outside General Fund

Capital Financing Capital Finance Charge Depreciation Impairment

Debt Charges Interest Payments Minimum Revenue Provision

Premiums Premiums on Debt Restructuring

(xi)

Description of Codes and Headings used in the Budget Book

Income Government Grants Central Government Grants

Welsh Government Grants European Grants

Other Grants amp Contributions Other Grants Other Contributions Recharges - Outside Bodies Other Services Public Departmental etc

Customer Receipts General Sales CateringBar Sales Commission Miscellaneous Income

Fees amp Charges General Fees Fines amp Court Costs Admissions etc Car Park Income Membership Fees HomeDay Care Charges Cremation Fees

Rent amp Lettings Rent Sporting Rights Facility Hire Storage Hire

Interest Received Interest Received

Recharges Central Support Recovery Departmental Support Recovery School Support Recovery

Corporate amp Central Expenditure Recharges to Corporate and Democratic Core Non Distributed Costs Central Services to the Public Advice to Members

Environment amp Technical BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CEMETERIES amp CREMATORIA -759361 -671058 -510323 REFUSE COLLECTION amp DISPOSAL 20000257 20238371 23495289 OTHER CLEANSING 1119747 1450668 1771597 PARKS amp OPEN SPACES 2244780 2279410 2505668 INTEGRATED TRANSPORT 4898024 4891379 1941574 CAR PARKING amp ENFORCEMENT -558190 -551862 -466310 ROAD SAFETY amp SCHOOL CROSSING PATROLS 114321 125373 236438 HIGHWAYS MAINTENANCE 3984669 4093225 7613449 DEPARTMENTAL SUPPORT 504490 373663 0

TOTAL BUDGET 31548737 32229169 36587382

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 11041678 11472532 11974108

PREMISES COSTS 1617476 1695224 1695224

TRANSPORT COSTS 7850492 7856492 7856492

SUPPLIES amp SERVICES 1154503 1121472 1121472

3RD PARTY PAYMENTS 23161987 23545004 23545004

SUPPORT SERVICES 0 0 3905272

CAPITAL FINANCING 352109 352109 6753697

TOTAL EXPENDITURE 45178245 46042833 56851269

INCOME

GRANTS amp OTHER CONTRIBUTIONS -9968694 -10132850 -10132850

FEES CHARGES amp OTHER INCOME -3471841 -3491841 -3491841

RECHARGES -188973 -188973 -6639196

TOTAL INCOME -13629508 -13813664 -20263887

TOTAL BUDGET 31548737 32229169 36587382

1

Planning amp Regulatory BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DEVELOPMENT MANAGEMENT amp PLANNING POLICY 353984 367934 976867 DEPARTMENTAL SUPPORT 445144 449478 0 EMERGENCY PLANNING 123000 123000 0 LOCAL LAND CHARGES -66032 -64364 0 FOOD HEALTH amp SAFETY 508345 500426 686251 ENVIRONMENTAL PROTECTION amp CONTROL 625465 620334 809084 LICENSING TRADING STANDARDS 298878 281127 452166

TOTAL BUDGET 2288784 2277935 2924368

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3463595 3503850 3624125

PREMISES COSTS 98795 28295 28295

TRANSPORT COSTS 95587 95629 95629

SUPPLIES amp SERVICES 161268 174268 174268

3RD PARTY PAYMENTS 215428 215428 215428

SUPPORT SERVICES 17671 18025 1176944

CAPITAL FINANCING 0 0 75711

TOTAL EXPENDITURE 4052344 4035495 5390400

INCOME

GRANTS amp OTHER CONTRIBUTIONS -194757 -187757 -543163

FEES CHARGES amp OTHER INCOME -1568803 -1569803 -1569803

RECHARGES 0 0 -353066

TOTAL INCOME -1763560 -1757560 -2466032

TOTAL BUDGET 2288784 2277935 2924368

2

Social Care BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

OLDER PEOPLE 18991466 19819040 22454927 PHYSICAL DISABILITY amp SENSORY IMPAIRMENT 5418068 5128535 4907265 GENERIC SERVICES -1245909 -1778978 -396632 MENTAL ILLNESS 2954612 3039485 2855788 LEARNING DISABILITIES 14178696 13599832 16292099 CHILDRENS SOCIAL CARE 14775670 15536148 17411182 SENIOR MANAGEMENT SUPPORT SERVICES 1632312 1667098 6967

TOTAL BUDGET 56704915 57011160 63531596

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 21743720 21975245 22961930

PREMISES COSTS 236795 221109 221109

TRANSPORT COSTS 632527 622540 622540

SUPPLIES amp SERVICES 1862072 1746378 1746378

3RD PARTY PAYMENTS 39223257 40127191 40127191

TRANSFER PAYMENTS 8174883 8160790 8160790

SUPPORT SERVICES 6533 6533 13791205

CAPITAL FINANCING 0 0 255175

TOTAL EXPENDITURE 71879787 72859786 87886318

INCOME

GRANTS amp OTHER CONTRIBUTIONS -7104245 -7728599 -7728599

FEES CHARGES amp OTHER INCOME -7907477 -7956877 -7956877

RECHARGES -163150 -163150 -8669246

TOTAL INCOME -15174872 -15848626 -24354722

TOTAL BUDGET 56704915 57011160 63531596

3

Education amp Early Intervention BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DELEGATED SCHOOL BUDGETS 80718997 83495865 83495865

TOTAL FOR SCHOOLS 80718997 83495865 83495865

EDUCATION ENRICHMENT AND INTERVENTION 1841053 1856769 2572995 EARLY YEARS EDUCATION 628787 631879 713246 SUPPORTING ACHIEVEMENT 3498441 3562049 18930722

TOTAL FOR NON SCHOOLS 5968281 6050697 22216963

TOTAL BUDGET 86687278 89546562 105712828

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 86769755 90472451 91883291

PREMISES COSTS 5392048 4883430 4889505

TRANSPORT COSTS 263300 255559 255559

SUPPLIES amp SERVICES 9072713 8616077 8616077

3RD PARTY PAYMENTS 2865901 2853901 2853901

TRANSFER PAYMENTS 32733 32733 32733

SUPPORT SERVICES 1141145 1141145 13452042

CAPITAL FINANCING 120000 120000 5000229

TOTAL EXPENDITURE 105657595 108375296 126983337

INCOME

GRANTS amp OTHER CONTRIBUTIONS -14476852 -14476852 -14476852

FEES CHARGES amp OTHER INCOME -154644 -13061 -13061

RECHARGES -4338821 -4338821 -6780596

TOTAL INCOME -18970317 -18828734 -21270509

TOTAL BUDGET 86687278 89546562 105712828

4

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

(ix)

Description of Codes and Headings used in the Budget Book

Supplies amp Services Equipment amp Materials Equipment Purchase amp Leasing

Equipment Repairs amp Maintenance General Materials including First Aid supplies floral decorations and other specialist items depending on the service

Catering Expenditure Catering Supplies Services amp Groceries Bar Supplies Vending Supplies

ClothingLaundry Expenses Protective Clothing amp Uniforms Laundry

Office Expenses Printing Photocopying Stationery - General and Specialist Books Periodicals General Publications etc MicrofilmMicrofiche

Professional Fees amp Services Consultancy Fees Legal Fees Licence Fees Other Professional Fees ExamCourse Fees General Hire Fees

Communications amp Computing Postage Costs Phone Costs - Central Mobile Pager etc Computer PurchaseMaintenanceRecharges SoftwareHardware Costs Computer StationeryConsumables CCTV Costs

Expenses amp Subsistence General Subsistence Travelling Expenses Credit Card Recharges Child Minding Fees

Grants amp Subscriptions Grants amp Subscriptions

Financial Provisions Provisions - Bad Debts Losses etc

Miscellaneous Insurance Costs AdvertisingMarketing Costs Hospitality Costs Bank Charges Audit Fees amp Cash Collection

(x)

Description of Codes and Headings used in the Budget Book

3rd Party Payments Other Authority Charges Other Authorities Community Councils

Joint Agreements

Health Charges Betsi Cadwaladr University Health Board

Voluntary Organisations Payments under Service Level Agreements

Private Contractors Payments under Contracts

Other Agencies Staff Agencies Other Agencies Engineers Fees

Transfer Payments Rent Allowances Benefit Payments amp Scholarships

Council Tax Benefit Housing Benefit Rent Allowances

Support Services Central Support Services FinanceICT Recharges

Human Resources Recharges Legal Recharges Property Design Recharges Public Offices Recharges Central Training amp Translation Recharges Security Recharges Insurance Repairs amp Maintenance Recharges

Departmental Support Services Departmental Administration Recharges

Outside General Fund Recharges Recharges from Outside General Fund

Capital Financing Capital Finance Charge Depreciation Impairment

Debt Charges Interest Payments Minimum Revenue Provision

Premiums Premiums on Debt Restructuring

(xi)

Description of Codes and Headings used in the Budget Book

Income Government Grants Central Government Grants

Welsh Government Grants European Grants

Other Grants amp Contributions Other Grants Other Contributions Recharges - Outside Bodies Other Services Public Departmental etc

Customer Receipts General Sales CateringBar Sales Commission Miscellaneous Income

Fees amp Charges General Fees Fines amp Court Costs Admissions etc Car Park Income Membership Fees HomeDay Care Charges Cremation Fees

Rent amp Lettings Rent Sporting Rights Facility Hire Storage Hire

Interest Received Interest Received

Recharges Central Support Recovery Departmental Support Recovery School Support Recovery

Corporate amp Central Expenditure Recharges to Corporate and Democratic Core Non Distributed Costs Central Services to the Public Advice to Members

Environment amp Technical BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CEMETERIES amp CREMATORIA -759361 -671058 -510323 REFUSE COLLECTION amp DISPOSAL 20000257 20238371 23495289 OTHER CLEANSING 1119747 1450668 1771597 PARKS amp OPEN SPACES 2244780 2279410 2505668 INTEGRATED TRANSPORT 4898024 4891379 1941574 CAR PARKING amp ENFORCEMENT -558190 -551862 -466310 ROAD SAFETY amp SCHOOL CROSSING PATROLS 114321 125373 236438 HIGHWAYS MAINTENANCE 3984669 4093225 7613449 DEPARTMENTAL SUPPORT 504490 373663 0

TOTAL BUDGET 31548737 32229169 36587382

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 11041678 11472532 11974108

PREMISES COSTS 1617476 1695224 1695224

TRANSPORT COSTS 7850492 7856492 7856492

SUPPLIES amp SERVICES 1154503 1121472 1121472

3RD PARTY PAYMENTS 23161987 23545004 23545004

SUPPORT SERVICES 0 0 3905272

CAPITAL FINANCING 352109 352109 6753697

TOTAL EXPENDITURE 45178245 46042833 56851269

INCOME

GRANTS amp OTHER CONTRIBUTIONS -9968694 -10132850 -10132850

FEES CHARGES amp OTHER INCOME -3471841 -3491841 -3491841

RECHARGES -188973 -188973 -6639196

TOTAL INCOME -13629508 -13813664 -20263887

TOTAL BUDGET 31548737 32229169 36587382

1

Planning amp Regulatory BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DEVELOPMENT MANAGEMENT amp PLANNING POLICY 353984 367934 976867 DEPARTMENTAL SUPPORT 445144 449478 0 EMERGENCY PLANNING 123000 123000 0 LOCAL LAND CHARGES -66032 -64364 0 FOOD HEALTH amp SAFETY 508345 500426 686251 ENVIRONMENTAL PROTECTION amp CONTROL 625465 620334 809084 LICENSING TRADING STANDARDS 298878 281127 452166

TOTAL BUDGET 2288784 2277935 2924368

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3463595 3503850 3624125

PREMISES COSTS 98795 28295 28295

TRANSPORT COSTS 95587 95629 95629

SUPPLIES amp SERVICES 161268 174268 174268

3RD PARTY PAYMENTS 215428 215428 215428

SUPPORT SERVICES 17671 18025 1176944

CAPITAL FINANCING 0 0 75711

TOTAL EXPENDITURE 4052344 4035495 5390400

INCOME

GRANTS amp OTHER CONTRIBUTIONS -194757 -187757 -543163

FEES CHARGES amp OTHER INCOME -1568803 -1569803 -1569803

RECHARGES 0 0 -353066

TOTAL INCOME -1763560 -1757560 -2466032

TOTAL BUDGET 2288784 2277935 2924368

2

Social Care BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

OLDER PEOPLE 18991466 19819040 22454927 PHYSICAL DISABILITY amp SENSORY IMPAIRMENT 5418068 5128535 4907265 GENERIC SERVICES -1245909 -1778978 -396632 MENTAL ILLNESS 2954612 3039485 2855788 LEARNING DISABILITIES 14178696 13599832 16292099 CHILDRENS SOCIAL CARE 14775670 15536148 17411182 SENIOR MANAGEMENT SUPPORT SERVICES 1632312 1667098 6967

TOTAL BUDGET 56704915 57011160 63531596

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 21743720 21975245 22961930

PREMISES COSTS 236795 221109 221109

TRANSPORT COSTS 632527 622540 622540

SUPPLIES amp SERVICES 1862072 1746378 1746378

3RD PARTY PAYMENTS 39223257 40127191 40127191

TRANSFER PAYMENTS 8174883 8160790 8160790

SUPPORT SERVICES 6533 6533 13791205

CAPITAL FINANCING 0 0 255175

TOTAL EXPENDITURE 71879787 72859786 87886318

INCOME

GRANTS amp OTHER CONTRIBUTIONS -7104245 -7728599 -7728599

FEES CHARGES amp OTHER INCOME -7907477 -7956877 -7956877

RECHARGES -163150 -163150 -8669246

TOTAL INCOME -15174872 -15848626 -24354722

TOTAL BUDGET 56704915 57011160 63531596

3

Education amp Early Intervention BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DELEGATED SCHOOL BUDGETS 80718997 83495865 83495865

TOTAL FOR SCHOOLS 80718997 83495865 83495865

EDUCATION ENRICHMENT AND INTERVENTION 1841053 1856769 2572995 EARLY YEARS EDUCATION 628787 631879 713246 SUPPORTING ACHIEVEMENT 3498441 3562049 18930722

TOTAL FOR NON SCHOOLS 5968281 6050697 22216963

TOTAL BUDGET 86687278 89546562 105712828

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 86769755 90472451 91883291

PREMISES COSTS 5392048 4883430 4889505

TRANSPORT COSTS 263300 255559 255559

SUPPLIES amp SERVICES 9072713 8616077 8616077

3RD PARTY PAYMENTS 2865901 2853901 2853901

TRANSFER PAYMENTS 32733 32733 32733

SUPPORT SERVICES 1141145 1141145 13452042

CAPITAL FINANCING 120000 120000 5000229

TOTAL EXPENDITURE 105657595 108375296 126983337

INCOME

GRANTS amp OTHER CONTRIBUTIONS -14476852 -14476852 -14476852

FEES CHARGES amp OTHER INCOME -154644 -13061 -13061

RECHARGES -4338821 -4338821 -6780596

TOTAL INCOME -18970317 -18828734 -21270509

TOTAL BUDGET 86687278 89546562 105712828

4

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

(x)

Description of Codes and Headings used in the Budget Book

3rd Party Payments Other Authority Charges Other Authorities Community Councils

Joint Agreements

Health Charges Betsi Cadwaladr University Health Board

Voluntary Organisations Payments under Service Level Agreements

Private Contractors Payments under Contracts

Other Agencies Staff Agencies Other Agencies Engineers Fees

Transfer Payments Rent Allowances Benefit Payments amp Scholarships

Council Tax Benefit Housing Benefit Rent Allowances

Support Services Central Support Services FinanceICT Recharges

Human Resources Recharges Legal Recharges Property Design Recharges Public Offices Recharges Central Training amp Translation Recharges Security Recharges Insurance Repairs amp Maintenance Recharges

Departmental Support Services Departmental Administration Recharges

Outside General Fund Recharges Recharges from Outside General Fund

Capital Financing Capital Finance Charge Depreciation Impairment

Debt Charges Interest Payments Minimum Revenue Provision

Premiums Premiums on Debt Restructuring

(xi)

Description of Codes and Headings used in the Budget Book

Income Government Grants Central Government Grants

Welsh Government Grants European Grants

Other Grants amp Contributions Other Grants Other Contributions Recharges - Outside Bodies Other Services Public Departmental etc

Customer Receipts General Sales CateringBar Sales Commission Miscellaneous Income

Fees amp Charges General Fees Fines amp Court Costs Admissions etc Car Park Income Membership Fees HomeDay Care Charges Cremation Fees

Rent amp Lettings Rent Sporting Rights Facility Hire Storage Hire

Interest Received Interest Received

Recharges Central Support Recovery Departmental Support Recovery School Support Recovery

Corporate amp Central Expenditure Recharges to Corporate and Democratic Core Non Distributed Costs Central Services to the Public Advice to Members

Environment amp Technical BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CEMETERIES amp CREMATORIA -759361 -671058 -510323 REFUSE COLLECTION amp DISPOSAL 20000257 20238371 23495289 OTHER CLEANSING 1119747 1450668 1771597 PARKS amp OPEN SPACES 2244780 2279410 2505668 INTEGRATED TRANSPORT 4898024 4891379 1941574 CAR PARKING amp ENFORCEMENT -558190 -551862 -466310 ROAD SAFETY amp SCHOOL CROSSING PATROLS 114321 125373 236438 HIGHWAYS MAINTENANCE 3984669 4093225 7613449 DEPARTMENTAL SUPPORT 504490 373663 0

TOTAL BUDGET 31548737 32229169 36587382

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 11041678 11472532 11974108

PREMISES COSTS 1617476 1695224 1695224

TRANSPORT COSTS 7850492 7856492 7856492

SUPPLIES amp SERVICES 1154503 1121472 1121472

3RD PARTY PAYMENTS 23161987 23545004 23545004

SUPPORT SERVICES 0 0 3905272

CAPITAL FINANCING 352109 352109 6753697

TOTAL EXPENDITURE 45178245 46042833 56851269

INCOME

GRANTS amp OTHER CONTRIBUTIONS -9968694 -10132850 -10132850

FEES CHARGES amp OTHER INCOME -3471841 -3491841 -3491841

RECHARGES -188973 -188973 -6639196

TOTAL INCOME -13629508 -13813664 -20263887

TOTAL BUDGET 31548737 32229169 36587382

1

Planning amp Regulatory BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DEVELOPMENT MANAGEMENT amp PLANNING POLICY 353984 367934 976867 DEPARTMENTAL SUPPORT 445144 449478 0 EMERGENCY PLANNING 123000 123000 0 LOCAL LAND CHARGES -66032 -64364 0 FOOD HEALTH amp SAFETY 508345 500426 686251 ENVIRONMENTAL PROTECTION amp CONTROL 625465 620334 809084 LICENSING TRADING STANDARDS 298878 281127 452166

TOTAL BUDGET 2288784 2277935 2924368

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3463595 3503850 3624125

PREMISES COSTS 98795 28295 28295

TRANSPORT COSTS 95587 95629 95629

SUPPLIES amp SERVICES 161268 174268 174268

3RD PARTY PAYMENTS 215428 215428 215428

SUPPORT SERVICES 17671 18025 1176944

CAPITAL FINANCING 0 0 75711

TOTAL EXPENDITURE 4052344 4035495 5390400

INCOME

GRANTS amp OTHER CONTRIBUTIONS -194757 -187757 -543163

FEES CHARGES amp OTHER INCOME -1568803 -1569803 -1569803

RECHARGES 0 0 -353066

TOTAL INCOME -1763560 -1757560 -2466032

TOTAL BUDGET 2288784 2277935 2924368

2

Social Care BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

OLDER PEOPLE 18991466 19819040 22454927 PHYSICAL DISABILITY amp SENSORY IMPAIRMENT 5418068 5128535 4907265 GENERIC SERVICES -1245909 -1778978 -396632 MENTAL ILLNESS 2954612 3039485 2855788 LEARNING DISABILITIES 14178696 13599832 16292099 CHILDRENS SOCIAL CARE 14775670 15536148 17411182 SENIOR MANAGEMENT SUPPORT SERVICES 1632312 1667098 6967

TOTAL BUDGET 56704915 57011160 63531596

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 21743720 21975245 22961930

PREMISES COSTS 236795 221109 221109

TRANSPORT COSTS 632527 622540 622540

SUPPLIES amp SERVICES 1862072 1746378 1746378

3RD PARTY PAYMENTS 39223257 40127191 40127191

TRANSFER PAYMENTS 8174883 8160790 8160790

SUPPORT SERVICES 6533 6533 13791205

CAPITAL FINANCING 0 0 255175

TOTAL EXPENDITURE 71879787 72859786 87886318

INCOME

GRANTS amp OTHER CONTRIBUTIONS -7104245 -7728599 -7728599

FEES CHARGES amp OTHER INCOME -7907477 -7956877 -7956877

RECHARGES -163150 -163150 -8669246

TOTAL INCOME -15174872 -15848626 -24354722

TOTAL BUDGET 56704915 57011160 63531596

3

Education amp Early Intervention BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DELEGATED SCHOOL BUDGETS 80718997 83495865 83495865

TOTAL FOR SCHOOLS 80718997 83495865 83495865

EDUCATION ENRICHMENT AND INTERVENTION 1841053 1856769 2572995 EARLY YEARS EDUCATION 628787 631879 713246 SUPPORTING ACHIEVEMENT 3498441 3562049 18930722

TOTAL FOR NON SCHOOLS 5968281 6050697 22216963

TOTAL BUDGET 86687278 89546562 105712828

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 86769755 90472451 91883291

PREMISES COSTS 5392048 4883430 4889505

TRANSPORT COSTS 263300 255559 255559

SUPPLIES amp SERVICES 9072713 8616077 8616077

3RD PARTY PAYMENTS 2865901 2853901 2853901

TRANSFER PAYMENTS 32733 32733 32733

SUPPORT SERVICES 1141145 1141145 13452042

CAPITAL FINANCING 120000 120000 5000229

TOTAL EXPENDITURE 105657595 108375296 126983337

INCOME

GRANTS amp OTHER CONTRIBUTIONS -14476852 -14476852 -14476852

FEES CHARGES amp OTHER INCOME -154644 -13061 -13061

RECHARGES -4338821 -4338821 -6780596

TOTAL INCOME -18970317 -18828734 -21270509

TOTAL BUDGET 86687278 89546562 105712828

4

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

(xi)

Description of Codes and Headings used in the Budget Book

Income Government Grants Central Government Grants

Welsh Government Grants European Grants

Other Grants amp Contributions Other Grants Other Contributions Recharges - Outside Bodies Other Services Public Departmental etc

Customer Receipts General Sales CateringBar Sales Commission Miscellaneous Income

Fees amp Charges General Fees Fines amp Court Costs Admissions etc Car Park Income Membership Fees HomeDay Care Charges Cremation Fees

Rent amp Lettings Rent Sporting Rights Facility Hire Storage Hire

Interest Received Interest Received

Recharges Central Support Recovery Departmental Support Recovery School Support Recovery

Corporate amp Central Expenditure Recharges to Corporate and Democratic Core Non Distributed Costs Central Services to the Public Advice to Members

Environment amp Technical BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CEMETERIES amp CREMATORIA -759361 -671058 -510323 REFUSE COLLECTION amp DISPOSAL 20000257 20238371 23495289 OTHER CLEANSING 1119747 1450668 1771597 PARKS amp OPEN SPACES 2244780 2279410 2505668 INTEGRATED TRANSPORT 4898024 4891379 1941574 CAR PARKING amp ENFORCEMENT -558190 -551862 -466310 ROAD SAFETY amp SCHOOL CROSSING PATROLS 114321 125373 236438 HIGHWAYS MAINTENANCE 3984669 4093225 7613449 DEPARTMENTAL SUPPORT 504490 373663 0

TOTAL BUDGET 31548737 32229169 36587382

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 11041678 11472532 11974108

PREMISES COSTS 1617476 1695224 1695224

TRANSPORT COSTS 7850492 7856492 7856492

SUPPLIES amp SERVICES 1154503 1121472 1121472

3RD PARTY PAYMENTS 23161987 23545004 23545004

SUPPORT SERVICES 0 0 3905272

CAPITAL FINANCING 352109 352109 6753697

TOTAL EXPENDITURE 45178245 46042833 56851269

INCOME

GRANTS amp OTHER CONTRIBUTIONS -9968694 -10132850 -10132850

FEES CHARGES amp OTHER INCOME -3471841 -3491841 -3491841

RECHARGES -188973 -188973 -6639196

TOTAL INCOME -13629508 -13813664 -20263887

TOTAL BUDGET 31548737 32229169 36587382

1

Planning amp Regulatory BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DEVELOPMENT MANAGEMENT amp PLANNING POLICY 353984 367934 976867 DEPARTMENTAL SUPPORT 445144 449478 0 EMERGENCY PLANNING 123000 123000 0 LOCAL LAND CHARGES -66032 -64364 0 FOOD HEALTH amp SAFETY 508345 500426 686251 ENVIRONMENTAL PROTECTION amp CONTROL 625465 620334 809084 LICENSING TRADING STANDARDS 298878 281127 452166

TOTAL BUDGET 2288784 2277935 2924368

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3463595 3503850 3624125

PREMISES COSTS 98795 28295 28295

TRANSPORT COSTS 95587 95629 95629

SUPPLIES amp SERVICES 161268 174268 174268

3RD PARTY PAYMENTS 215428 215428 215428

SUPPORT SERVICES 17671 18025 1176944

CAPITAL FINANCING 0 0 75711

TOTAL EXPENDITURE 4052344 4035495 5390400

INCOME

GRANTS amp OTHER CONTRIBUTIONS -194757 -187757 -543163

FEES CHARGES amp OTHER INCOME -1568803 -1569803 -1569803

RECHARGES 0 0 -353066

TOTAL INCOME -1763560 -1757560 -2466032

TOTAL BUDGET 2288784 2277935 2924368

2

Social Care BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

OLDER PEOPLE 18991466 19819040 22454927 PHYSICAL DISABILITY amp SENSORY IMPAIRMENT 5418068 5128535 4907265 GENERIC SERVICES -1245909 -1778978 -396632 MENTAL ILLNESS 2954612 3039485 2855788 LEARNING DISABILITIES 14178696 13599832 16292099 CHILDRENS SOCIAL CARE 14775670 15536148 17411182 SENIOR MANAGEMENT SUPPORT SERVICES 1632312 1667098 6967

TOTAL BUDGET 56704915 57011160 63531596

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 21743720 21975245 22961930

PREMISES COSTS 236795 221109 221109

TRANSPORT COSTS 632527 622540 622540

SUPPLIES amp SERVICES 1862072 1746378 1746378

3RD PARTY PAYMENTS 39223257 40127191 40127191

TRANSFER PAYMENTS 8174883 8160790 8160790

SUPPORT SERVICES 6533 6533 13791205

CAPITAL FINANCING 0 0 255175

TOTAL EXPENDITURE 71879787 72859786 87886318

INCOME

GRANTS amp OTHER CONTRIBUTIONS -7104245 -7728599 -7728599

FEES CHARGES amp OTHER INCOME -7907477 -7956877 -7956877

RECHARGES -163150 -163150 -8669246

TOTAL INCOME -15174872 -15848626 -24354722

TOTAL BUDGET 56704915 57011160 63531596

3

Education amp Early Intervention BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DELEGATED SCHOOL BUDGETS 80718997 83495865 83495865

TOTAL FOR SCHOOLS 80718997 83495865 83495865

EDUCATION ENRICHMENT AND INTERVENTION 1841053 1856769 2572995 EARLY YEARS EDUCATION 628787 631879 713246 SUPPORTING ACHIEVEMENT 3498441 3562049 18930722

TOTAL FOR NON SCHOOLS 5968281 6050697 22216963

TOTAL BUDGET 86687278 89546562 105712828

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 86769755 90472451 91883291

PREMISES COSTS 5392048 4883430 4889505

TRANSPORT COSTS 263300 255559 255559

SUPPLIES amp SERVICES 9072713 8616077 8616077

3RD PARTY PAYMENTS 2865901 2853901 2853901

TRANSFER PAYMENTS 32733 32733 32733

SUPPORT SERVICES 1141145 1141145 13452042

CAPITAL FINANCING 120000 120000 5000229

TOTAL EXPENDITURE 105657595 108375296 126983337

INCOME

GRANTS amp OTHER CONTRIBUTIONS -14476852 -14476852 -14476852

FEES CHARGES amp OTHER INCOME -154644 -13061 -13061

RECHARGES -4338821 -4338821 -6780596

TOTAL INCOME -18970317 -18828734 -21270509

TOTAL BUDGET 86687278 89546562 105712828

4

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Environment amp Technical BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CEMETERIES amp CREMATORIA -759361 -671058 -510323 REFUSE COLLECTION amp DISPOSAL 20000257 20238371 23495289 OTHER CLEANSING 1119747 1450668 1771597 PARKS amp OPEN SPACES 2244780 2279410 2505668 INTEGRATED TRANSPORT 4898024 4891379 1941574 CAR PARKING amp ENFORCEMENT -558190 -551862 -466310 ROAD SAFETY amp SCHOOL CROSSING PATROLS 114321 125373 236438 HIGHWAYS MAINTENANCE 3984669 4093225 7613449 DEPARTMENTAL SUPPORT 504490 373663 0

TOTAL BUDGET 31548737 32229169 36587382

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 11041678 11472532 11974108

PREMISES COSTS 1617476 1695224 1695224

TRANSPORT COSTS 7850492 7856492 7856492

SUPPLIES amp SERVICES 1154503 1121472 1121472

3RD PARTY PAYMENTS 23161987 23545004 23545004

SUPPORT SERVICES 0 0 3905272

CAPITAL FINANCING 352109 352109 6753697

TOTAL EXPENDITURE 45178245 46042833 56851269

INCOME

GRANTS amp OTHER CONTRIBUTIONS -9968694 -10132850 -10132850

FEES CHARGES amp OTHER INCOME -3471841 -3491841 -3491841

RECHARGES -188973 -188973 -6639196

TOTAL INCOME -13629508 -13813664 -20263887

TOTAL BUDGET 31548737 32229169 36587382

1

Planning amp Regulatory BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DEVELOPMENT MANAGEMENT amp PLANNING POLICY 353984 367934 976867 DEPARTMENTAL SUPPORT 445144 449478 0 EMERGENCY PLANNING 123000 123000 0 LOCAL LAND CHARGES -66032 -64364 0 FOOD HEALTH amp SAFETY 508345 500426 686251 ENVIRONMENTAL PROTECTION amp CONTROL 625465 620334 809084 LICENSING TRADING STANDARDS 298878 281127 452166

TOTAL BUDGET 2288784 2277935 2924368

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3463595 3503850 3624125

PREMISES COSTS 98795 28295 28295

TRANSPORT COSTS 95587 95629 95629

SUPPLIES amp SERVICES 161268 174268 174268

3RD PARTY PAYMENTS 215428 215428 215428

SUPPORT SERVICES 17671 18025 1176944

CAPITAL FINANCING 0 0 75711

TOTAL EXPENDITURE 4052344 4035495 5390400

INCOME

GRANTS amp OTHER CONTRIBUTIONS -194757 -187757 -543163

FEES CHARGES amp OTHER INCOME -1568803 -1569803 -1569803

RECHARGES 0 0 -353066

TOTAL INCOME -1763560 -1757560 -2466032

TOTAL BUDGET 2288784 2277935 2924368

2

Social Care BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

OLDER PEOPLE 18991466 19819040 22454927 PHYSICAL DISABILITY amp SENSORY IMPAIRMENT 5418068 5128535 4907265 GENERIC SERVICES -1245909 -1778978 -396632 MENTAL ILLNESS 2954612 3039485 2855788 LEARNING DISABILITIES 14178696 13599832 16292099 CHILDRENS SOCIAL CARE 14775670 15536148 17411182 SENIOR MANAGEMENT SUPPORT SERVICES 1632312 1667098 6967

TOTAL BUDGET 56704915 57011160 63531596

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 21743720 21975245 22961930

PREMISES COSTS 236795 221109 221109

TRANSPORT COSTS 632527 622540 622540

SUPPLIES amp SERVICES 1862072 1746378 1746378

3RD PARTY PAYMENTS 39223257 40127191 40127191

TRANSFER PAYMENTS 8174883 8160790 8160790

SUPPORT SERVICES 6533 6533 13791205

CAPITAL FINANCING 0 0 255175

TOTAL EXPENDITURE 71879787 72859786 87886318

INCOME

GRANTS amp OTHER CONTRIBUTIONS -7104245 -7728599 -7728599

FEES CHARGES amp OTHER INCOME -7907477 -7956877 -7956877

RECHARGES -163150 -163150 -8669246

TOTAL INCOME -15174872 -15848626 -24354722

TOTAL BUDGET 56704915 57011160 63531596

3

Education amp Early Intervention BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DELEGATED SCHOOL BUDGETS 80718997 83495865 83495865

TOTAL FOR SCHOOLS 80718997 83495865 83495865

EDUCATION ENRICHMENT AND INTERVENTION 1841053 1856769 2572995 EARLY YEARS EDUCATION 628787 631879 713246 SUPPORTING ACHIEVEMENT 3498441 3562049 18930722

TOTAL FOR NON SCHOOLS 5968281 6050697 22216963

TOTAL BUDGET 86687278 89546562 105712828

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 86769755 90472451 91883291

PREMISES COSTS 5392048 4883430 4889505

TRANSPORT COSTS 263300 255559 255559

SUPPLIES amp SERVICES 9072713 8616077 8616077

3RD PARTY PAYMENTS 2865901 2853901 2853901

TRANSFER PAYMENTS 32733 32733 32733

SUPPORT SERVICES 1141145 1141145 13452042

CAPITAL FINANCING 120000 120000 5000229

TOTAL EXPENDITURE 105657595 108375296 126983337

INCOME

GRANTS amp OTHER CONTRIBUTIONS -14476852 -14476852 -14476852

FEES CHARGES amp OTHER INCOME -154644 -13061 -13061

RECHARGES -4338821 -4338821 -6780596

TOTAL INCOME -18970317 -18828734 -21270509

TOTAL BUDGET 86687278 89546562 105712828

4

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Planning amp Regulatory BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DEVELOPMENT MANAGEMENT amp PLANNING POLICY 353984 367934 976867 DEPARTMENTAL SUPPORT 445144 449478 0 EMERGENCY PLANNING 123000 123000 0 LOCAL LAND CHARGES -66032 -64364 0 FOOD HEALTH amp SAFETY 508345 500426 686251 ENVIRONMENTAL PROTECTION amp CONTROL 625465 620334 809084 LICENSING TRADING STANDARDS 298878 281127 452166

TOTAL BUDGET 2288784 2277935 2924368

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3463595 3503850 3624125

PREMISES COSTS 98795 28295 28295

TRANSPORT COSTS 95587 95629 95629

SUPPLIES amp SERVICES 161268 174268 174268

3RD PARTY PAYMENTS 215428 215428 215428

SUPPORT SERVICES 17671 18025 1176944

CAPITAL FINANCING 0 0 75711

TOTAL EXPENDITURE 4052344 4035495 5390400

INCOME

GRANTS amp OTHER CONTRIBUTIONS -194757 -187757 -543163

FEES CHARGES amp OTHER INCOME -1568803 -1569803 -1569803

RECHARGES 0 0 -353066

TOTAL INCOME -1763560 -1757560 -2466032

TOTAL BUDGET 2288784 2277935 2924368

2

Social Care BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

OLDER PEOPLE 18991466 19819040 22454927 PHYSICAL DISABILITY amp SENSORY IMPAIRMENT 5418068 5128535 4907265 GENERIC SERVICES -1245909 -1778978 -396632 MENTAL ILLNESS 2954612 3039485 2855788 LEARNING DISABILITIES 14178696 13599832 16292099 CHILDRENS SOCIAL CARE 14775670 15536148 17411182 SENIOR MANAGEMENT SUPPORT SERVICES 1632312 1667098 6967

TOTAL BUDGET 56704915 57011160 63531596

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 21743720 21975245 22961930

PREMISES COSTS 236795 221109 221109

TRANSPORT COSTS 632527 622540 622540

SUPPLIES amp SERVICES 1862072 1746378 1746378

3RD PARTY PAYMENTS 39223257 40127191 40127191

TRANSFER PAYMENTS 8174883 8160790 8160790

SUPPORT SERVICES 6533 6533 13791205

CAPITAL FINANCING 0 0 255175

TOTAL EXPENDITURE 71879787 72859786 87886318

INCOME

GRANTS amp OTHER CONTRIBUTIONS -7104245 -7728599 -7728599

FEES CHARGES amp OTHER INCOME -7907477 -7956877 -7956877

RECHARGES -163150 -163150 -8669246

TOTAL INCOME -15174872 -15848626 -24354722

TOTAL BUDGET 56704915 57011160 63531596

3

Education amp Early Intervention BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DELEGATED SCHOOL BUDGETS 80718997 83495865 83495865

TOTAL FOR SCHOOLS 80718997 83495865 83495865

EDUCATION ENRICHMENT AND INTERVENTION 1841053 1856769 2572995 EARLY YEARS EDUCATION 628787 631879 713246 SUPPORTING ACHIEVEMENT 3498441 3562049 18930722

TOTAL FOR NON SCHOOLS 5968281 6050697 22216963

TOTAL BUDGET 86687278 89546562 105712828

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 86769755 90472451 91883291

PREMISES COSTS 5392048 4883430 4889505

TRANSPORT COSTS 263300 255559 255559

SUPPLIES amp SERVICES 9072713 8616077 8616077

3RD PARTY PAYMENTS 2865901 2853901 2853901

TRANSFER PAYMENTS 32733 32733 32733

SUPPORT SERVICES 1141145 1141145 13452042

CAPITAL FINANCING 120000 120000 5000229

TOTAL EXPENDITURE 105657595 108375296 126983337

INCOME

GRANTS amp OTHER CONTRIBUTIONS -14476852 -14476852 -14476852

FEES CHARGES amp OTHER INCOME -154644 -13061 -13061

RECHARGES -4338821 -4338821 -6780596

TOTAL INCOME -18970317 -18828734 -21270509

TOTAL BUDGET 86687278 89546562 105712828

4

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Social Care BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

OLDER PEOPLE 18991466 19819040 22454927 PHYSICAL DISABILITY amp SENSORY IMPAIRMENT 5418068 5128535 4907265 GENERIC SERVICES -1245909 -1778978 -396632 MENTAL ILLNESS 2954612 3039485 2855788 LEARNING DISABILITIES 14178696 13599832 16292099 CHILDRENS SOCIAL CARE 14775670 15536148 17411182 SENIOR MANAGEMENT SUPPORT SERVICES 1632312 1667098 6967

TOTAL BUDGET 56704915 57011160 63531596

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 21743720 21975245 22961930

PREMISES COSTS 236795 221109 221109

TRANSPORT COSTS 632527 622540 622540

SUPPLIES amp SERVICES 1862072 1746378 1746378

3RD PARTY PAYMENTS 39223257 40127191 40127191

TRANSFER PAYMENTS 8174883 8160790 8160790

SUPPORT SERVICES 6533 6533 13791205

CAPITAL FINANCING 0 0 255175

TOTAL EXPENDITURE 71879787 72859786 87886318

INCOME

GRANTS amp OTHER CONTRIBUTIONS -7104245 -7728599 -7728599

FEES CHARGES amp OTHER INCOME -7907477 -7956877 -7956877

RECHARGES -163150 -163150 -8669246

TOTAL INCOME -15174872 -15848626 -24354722

TOTAL BUDGET 56704915 57011160 63531596

3

Education amp Early Intervention BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DELEGATED SCHOOL BUDGETS 80718997 83495865 83495865

TOTAL FOR SCHOOLS 80718997 83495865 83495865

EDUCATION ENRICHMENT AND INTERVENTION 1841053 1856769 2572995 EARLY YEARS EDUCATION 628787 631879 713246 SUPPORTING ACHIEVEMENT 3498441 3562049 18930722

TOTAL FOR NON SCHOOLS 5968281 6050697 22216963

TOTAL BUDGET 86687278 89546562 105712828

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 86769755 90472451 91883291

PREMISES COSTS 5392048 4883430 4889505

TRANSPORT COSTS 263300 255559 255559

SUPPLIES amp SERVICES 9072713 8616077 8616077

3RD PARTY PAYMENTS 2865901 2853901 2853901

TRANSFER PAYMENTS 32733 32733 32733

SUPPORT SERVICES 1141145 1141145 13452042

CAPITAL FINANCING 120000 120000 5000229

TOTAL EXPENDITURE 105657595 108375296 126983337

INCOME

GRANTS amp OTHER CONTRIBUTIONS -14476852 -14476852 -14476852

FEES CHARGES amp OTHER INCOME -154644 -13061 -13061

RECHARGES -4338821 -4338821 -6780596

TOTAL INCOME -18970317 -18828734 -21270509

TOTAL BUDGET 86687278 89546562 105712828

4

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Education amp Early Intervention BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

DELEGATED SCHOOL BUDGETS 80718997 83495865 83495865

TOTAL FOR SCHOOLS 80718997 83495865 83495865

EDUCATION ENRICHMENT AND INTERVENTION 1841053 1856769 2572995 EARLY YEARS EDUCATION 628787 631879 713246 SUPPORTING ACHIEVEMENT 3498441 3562049 18930722

TOTAL FOR NON SCHOOLS 5968281 6050697 22216963

TOTAL BUDGET 86687278 89546562 105712828

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 86769755 90472451 91883291

PREMISES COSTS 5392048 4883430 4889505

TRANSPORT COSTS 263300 255559 255559

SUPPLIES amp SERVICES 9072713 8616077 8616077

3RD PARTY PAYMENTS 2865901 2853901 2853901

TRANSFER PAYMENTS 32733 32733 32733

SUPPORT SERVICES 1141145 1141145 13452042

CAPITAL FINANCING 120000 120000 5000229

TOTAL EXPENDITURE 105657595 108375296 126983337

INCOME

GRANTS amp OTHER CONTRIBUTIONS -14476852 -14476852 -14476852

FEES CHARGES amp OTHER INCOME -154644 -13061 -13061

RECHARGES -4338821 -4338821 -6780596

TOTAL INCOME -18970317 -18828734 -21270509

TOTAL BUDGET 86687278 89546562 105712828

4

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Housing and Economy BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

BUSINESS amp INVESTMENT 914774 931084 2054996 STRATEGY amp DEVELOPMENT 626636 521028 800588 HERITAGE amp ARCHIVES 597551 551458 983131 STRATEGIC ASSETS 443819 202540 708007 FACILITIES MANAGEMENT AND DESIGN 708218 696951 411706 CATERING SERVICE 393268 415999 635549 DEPARTMENTAL SUPPORT 313070 309082 0 LIBRARY SERVICES 1449719 1317009 2177402 ARTS SERVICE 208786 209044 1011715 HOUSING BENEFIT -566617 -566617 140305 PRIVATE SECTOR HOUSING 56679 64821 120704 HOUSING OPTIONS 1513278 1424056 1660099

TOTAL BUDGET 6659181 6076455 10704202

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 9737484 10155338 10584673

PREMISES COSTS 3775720 3415131 3415131

TRANSPORT COSTS 92767 99767 99767

SUPPLIES amp SERVICES 3578025 3211554 3211554

3RD PARTY PAYMENTS 2636924 2961823 2961823

TRANSFER PAYMENTS 37851134 37667232 37667232

SUPPORT SERVICES 214458 208660 6614397

CAPITAL FINANCING 0 0 2883234

TOTAL EXPENDITURE 57886512 57719505 67437811

INCOME

GRANTS amp OTHER CONTRIBUTIONS -43261344 -43573597 -43573597

FEES CHARGES amp OTHER INCOME -5240152 -5329808 -5329808

RECHARGES -2725835 -2739645 -7830204

TOTAL INCOME -51227331 -51643050 -56733609

TOTAL BUDGET 6659181 6076455 10704202

5

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Housing Revenue Account

BUDGET SUMMARY REVISED BUDGET

DESCRIPTION 201819 201920

SUMMARY HOUSING REVENUE ACCOUNT pound pound

INCOME

DWELLING RENTS 49325000 52036000 NON-DWELLING RENTS 1017000 999000 CHARGES FOR SERVICES AND FACILITIES 400000 400000 INCOME FROM SOLAR PV FEED IN TARIFF 1500000 1500000 AFFORDABLE HOUSING GRANT 97000 167000 INTEREST 25000 25000

TOTAL INCOME 52364000 55127000

EXPENDITURE

SUPERVISION AND MANAGEMENT COSTS 5338000 6441000 SPECIAL EXPENSES (GROUND MAINTENANCE ETC) 620000 632000 SHELTERED HOUSING - LANDLORD COSTS 620000 634000 REPAIRS AND MAINTENANCE 17868000 19229000 CAPITAL CHARGES 17674000 19300000 PROVISION FOR BAD AND DOUBTFUL DEBTS 764000 1073000 CONTRIBUTION TO CAPITAL PROGRAMME (CERA) 9490000 7815000

TOTAL EXPENDITURE 52374000 55124000

NET SURPLUS DEFICIT FOR THE YEAR 10000 -3000

BALANCE BROUGHT FORWARD 5030236 5020236

BALANCE CARRIED FORWARD 5020236 5023236

6

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Finance BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

FINANCE 3716854 3603145 0 ICT 2750129 2868991 0

TOTAL BUDGET 6466983 6472136 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 6490088 6536232 6732720

PREMISES COSTS 19820 19820 19820

TRANSPORT COSTS 25300 23302 23302

SUPPLIES amp SERVICES 1917404 2006342 2006342

SUPPORT SERVICES 60919 60919 4018885

CAPITAL FINANCING 0 0 238985

TOTAL EXPENDITURE 8513531 8646615 13040054

INCOME

GRANTS amp OTHER CONTRIBUTIONS -570483 -573483 -573483

FEES CHARGES amp OTHER INCOME -524106 -624106 -624106

RECHARGES -951959 -976890 -11842465

TOTAL INCOME -2046548 -2174479 -13040054

TOTAL BUDGET 6466983 6472136 0

7

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Governance amp Customer BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

LEGAL SERVICES 870348 854863 0 DEMOCRATIC amp REGISTRATION SERVICE 617844 631086 0 COMMUNICATIONS amp SOCIAL MEDIA 2003053 2062780 0

TOTAL BUDGET 3491245 3548729 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3622691 3714449 3857553

PREMISES COSTS 500 500 500

TRANSPORT COSTS 8814 8814 8814

SUPPLIES amp SERVICES 685463 685189 685189

SUPPORT SERVICES 0 0 2339885

TOTAL EXPENDITURE 4317468 4408952 6891941

INCOME

GRANTS amp OTHER CONTRIBUTIONS -242413 -242413 -242413

FEES CHARGES amp OTHER INCOME -360939 -394939 -394939

RECHARGES -222871 -222871 -6254589

TOTAL INCOME -826223 -860223 -6891941

TOTAL BUDGET 3491245 3548729 0

8

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

CASH LIMITED BUDGET BUDGET SUMMARY

Repairs amp Maintenance RECAST

DESCRIPTION 20182019 20192020 SERVICE 20192020

pound pound poundNet Cost by Service

1904975 2154975 REPAIRS amp MAINTENANCE 0

1904975 2154975 TOTAL BUDGET 0

Analysis by Expenditure and Income

pound poundpound

EXPENDITURE

2021071 2271071 2271071 PREMISES COSTS

69347 69347 114793 SUPPORT SERVICES

TOTAL EXPENDITURE 2090418 2340418 2385864

INCOME

-185443 -185443 -2385864 RECHARGES

TOTAL INCOME -185443 -185443 -2385864

1904975 2154975 0TOTAL BUDGET

9

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Chief Executive BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CHIEF EXECUTIVE amp SUPPORT 637030 497910 0 PERFORMANCE IMPROVEMENT amp PARTNERSHIPS 1167926 1004759 0 HUMAN RESOURCES 1315204 1353176 0 WORKFORCE DEVELOPMENT amp TRAINING 604434 524682 0

TOTAL BUDGET 3724594 3380527 0

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 3912403 3555581 3630424

PREMISES COSTS 21877 21877 21877

TRANSPORT COSTS 18963 16370 16370

SUPPLIES amp SERVICES 290354 392744 392744

3RD PARTY PAYMENTS 223150 153150 153150

SUPPORT SERVICES 0 0 1406995

TOTAL EXPENDITURE 4466747 4139722 5621560

INCOME

GRANTS amp OTHER CONTRIBUTIONS -635276 -652318 -652318

FEES CHARGES amp OTHER INCOME -6000 -6000 -6000

RECHARGES -100877 -100877 -4963242

TOTAL INCOME -742153 -759195 -5621560

TOTAL BUDGET 3724594 3380527 0

10

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Corporate amp Central BUDGET SUMMARY CASH LIMITED BUDGET RECAST

SERVICE DESCRIPTION 20182019 20192020 20192020

Net Cost by Service pound pound pound

CORPORATE amp DEMOCRATIC CORE 1750675 1750675 3908023 NON DISTRIBUTED COSTS 2909383 3343520 3351352 CENTRAL SERVICES TO THE PUBLIC 10767291 11445479 12618199 OTHER OPERATING INCOME amp EXPENDITURE 17967922 17615969 1440211 MOVEMENT IN PENSION RESERVE 0 0 -3924870

TOTAL BUDGET 33395271 34155643 17392915

Analysis by Expenditure and Income

pound pound pound

EXPENDITURE

EMPLOYEE COSTS 232271 206616 222904

PREMISES COSTS 117853 117853 117853

TRANSPORT COSTS 11452 11452 11452

SUPPLIES amp SERVICES 4255724 4884475 1024733

3RD PARTY PAYMENTS 14772428 14900681 14900681

TRANSFER PAYMENTS 10548840 10933876 10933876

SUPPORT SERVICES 0 0 3424786

CAPITAL FINANCING 9024660 8669629 9537246

TOTAL EXPENDITURE 38963228 39724582 40173531

INCOME

GRANTS amp OTHER CONTRIBUTIONS -4935506 -4936488 -4936488

FEES CHARGES amp OTHER INCOME -362000 -362000 -362000

RECHARGES -270451 -270451 -17482128

TOTAL INCOME -5567957 -5568939 -22780616

TOTAL BUDGET 33395271 34155643 17392915

11

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Management of Key Risks

Budget Assumption Risk Management Inflation and interest rates

a) No general inflation provision has been included in the budget CPI is currently 21 (December 2018)

b) Future interest rate movements will impact on the level of investment income

Through the Councilrsquos budget monitoring and control arrangements

Financial Funding Prospects

UK leaving the European Union Through the Councilrsquos budget monitoring and control arrangements

Service Savings

a) Trade Waste - Revise the charging strategy to maximise efficiency and equalise costs between internal (Council) and external customers

b) Install energy-saving LEDs on Council streetlights (the Council currently has 2300 of its 11000 columns with LEDs) to save on future energy and maintenance costs Energy costs are increasing and this invest-to-save proposal will help to cover the increased cost

c) Consider future arrangements of Super loo at Bellvue with the Community

d) Public Offices shyConsider the future of town centre accommodation requirements and identify surplus space

f) Income Maximisation Unit - Income generation and review service levels

Increasing this charge is an increased cost to other internal services Some internal customers may choose to use external services instead

High capital cost of installation (loan) will need to be repaid While this action will reduce energy usage the cost of that energy is increasing significantly

Contractual matter with the Superloo provider

Possibility of increased demand for space Agile working may not reduce demand for space sufficiently and capital funding may not be available

Options still being formulated

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Through the Councilrsquos budget monitoring and control arrangements

Review office accommodation strategy Complete the design options and secure cost estimates Identify capital funding and continue the roll out of agile working

Through the Councilrsquos budget monitoring and control arrangements

12

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Management of Key Risks

g) Collaboration with neighbouring authorities in respect of legal posts

h) ICT Alternative delivery models - to review alternative options to enhance the efficiency and sustainability of the ICT service

Social Care Savings

i) Phase 3 of the Review of Day and Work Opportunities to determine the future requirements and model for specialist day services

j) Continuation of the review of Project Work Support to ensure appropriate levels of service are provided and a range of cost effective service options developed to release domiciliary care capacity For example increasing the availability and use of Shared Lives and Direct Payments

k) - Review and recommission Direct Payments (DP) support service - joint work with Flintshire ndash include service user reps - Work to increase availability of Personal Assistants (PAs) - Development of

- May cost more as other authorities pay rates are higher - Not reaching agreement to collaborate within timescales or at all - Demands of client departments make collaboration unworkable

Early reviews suggest limited savings but also significant investment

Statutory duty to provide services Cost and availability of alternative services not yet known Risk of challenge and complaints delaying any remodelling work

True level of reduction will not be known until individual reviews have been completed with service users and availability cost of alternative provision known High risk of complaints from service users Capacity of teams to complete reviews and challenge of recruiting additional temporary social workers

Increased acceptance of direct payments and availability of PAs will not be known until this work is completed

If full savings cannot be achieved then the department will need to identify an alternative saving

If full savings cannot be achieved then the department will need to identify an alternative saving

Comprehensive review and options appraisal to be completed and full engagement and consultation with people affected Soft market testing to assess market interest and readiness to deliver alternative services

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Improved procedures support and information for DP recipients Training and support for social care staff to increase confidence in promoting direct payments Development of a prepayment card model

13

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Management of Key Risks

prepayment card

l) Continue with work already underway to support people back into Wrexham from out of County placements review high cost placements and increase the use of supported living as an alternative to placements

m) Effective application of CHC eligibility criteria

n) Full cost recovery model

o) Identify opportunities to rationalise level of services provided bull Report to establish people in placement with additional services bull Review levels of services being provided bull Prioritise reviews

p) - ASC to better manage voids within

Availability of alternative provision and risk of challenge and complaints from service users who do not want to move which could delay implementation of any change Capacity of social work teams to undertake reviews Risk of lack of cooperation from BCUHB

BCUHB not cooperating with the process and not being compliant with the CHC framework for example length of time for assessment panel process and not enabling ASC to formally enter into dispute Risk due to BCUHB financial position leading to further inappropriate cost avoidance and transfer to ASC Risk challenge from BCUHB and service users

Risk of complaints from affected service users and negative financial impact on affected service users

Risk of challenge and complaints that could delay the implementation of any changes Capacity of social work teams to complete reviews

Risk of challenge Assumes suitable

Clear strategy and policies in place Developing new models of PA recruitment and coordination

Comprehensive programme of reviews adopting a person centred approach with clear communication with those affected Identification of suitable alternative resources Reviews accepted as a priority for the CMHTPartnership approach with the BCUHB including shared project plan

Additional investment in legal support for the ASC department required to pursue the identified cases with BCUHB Additional social work capacity also required Clear communication with affected service users

Welfare rights support to ensure people are accessing all benefits they are entitled to Clear communication and consultation with people affected

Clear communication and person centred approach to provide as much choice as possible Recruit additional temporary social worker to increase capacity to undertake reviews if required Dependent on outcome of individual reviews

Clear communication and consultation with

14

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15

Management of Key Risks

supported living houses - Review the level of need met through supported living and identify alternative services for people whose needs exceed that level to ensure fair allocation of resources to meet needs

q) Reduce Council Tax Reduction Scheme Budget in line with current yearrsquos expenditure

alternative accommodation is available Assumes we can reduce voids

Significant increase in takeup of Council Tax Reduction Scheme (eg major employer leaving areagoing into liquidation) could increase caseload which in turn could increase spend and therefore cost

individuals affected Person centred approach to provide as much choice as possible Recruit additional temporary social worker

Through the Councilrsquos budget monitoring and control arrangements

Service Pressures

Sufficient provision has not been made to cover the changes in demand for all services

Demand for these services may continue to exceed level of funding available

Re-prioritise and implement demand management measures

Capital Financing costs The level of borrowing is based on level and timing of other sources of funding eg capital receipts and grants These may be subject to change

Through the member officer working group consideration and recommendation to the Board

15