Medium Term Financial Strategy 2017-18 to 2020-21 In planning its future budgets, the Council will adopt an organisational model of the ‘Entrepreneurial Council’; the Council will aim to delivers services through a variety of commercial and non-commercial vehicles designed to offer service managers the freedom to grow and expand services through innovation, trading, and selling spare capacity into other non-traditional markets in order to maintain and improve the provision of services to existing customers. Revenue 1. The detailed budget will be prepared with an allowance for a pay award, but with no allowance for general inflation unless there is a contractual agreement. Each year, members will determine a guideline increase for fees and charges. 2. To conduct a business planning exercise to direct resources to meet council priorities, as set out in the council’s corporate plan, and to consider bids for growth with reference to the strategic priorities set out in the corporate plan. 3. To produce an outline budget for a rolling 4 year period. 4. To develop the council’s transformation programme, to ensure a package of measures is available to balance the budget over the medium term, ensure a long term sustainable financial future for the council and sound financial governance. The transformation programme will include: a. implementation of the customer services strategy b. digitalisation/automation of services and ways of working c. a programme of service reviews to look at current and alternative ways to deliver services such as considering options to share, merge, trade, use of special purpose vehicles, outsource or stop services where appropriate d. rationalisation of, and investment in, the council’s property asserts to increase utilisations and returns. 5. To develop an income generation strategy and corporate charging policy to review and consolidate the different service level charging policies, and conduct a rolling detailed review of all fees and charges, to ensure that those who can pay the full cost a service do so. 6. Supplementary estimates will only be approved in exceptional circumstances; we will firstly seek to identify savings as a means of meeting additional costs or bids for additional expenditure and then look to utilise virements if we cannot find savings. 7. A working balance, currently £3.75 million, will be retained and will be assessed for reasonableness on a regular basis as part of the final accounts process. 8. All items of expenditure, even if funded by a grant from a third party must have an approved capital or revenue budget. Where a specific grant is received, the expenditure must be approved; any under spending is returned to the general reserve and not left as a contingency in the service budget. 9. Any under spending on grants will be treated as an under spending and not carried forward for spending in the following year unless the grant has a specific condition attached to it. Capital 10. A single capital programme will be prepared each year over a 4/5 year rolling period as part of the detailed budget process, so that the impact of decisions on the capital programme will be considered as part of the budget process. The capital programme
Transcript
Medium Term Financial Strategy 2017-18 to 2020-21
In planning its future budgets, the Council will adopt an organisational model of the ‘Entrepreneurial Council’; the Council will aim to delivers services through a variety of commercial and non-commercial vehicles designed to offer service managers the freedom to grow and expand services through innovation, trading, and selling spare capacity into other non-traditional markets in order to maintain and improve the provision of services to existing customers.
Revenue
1. The detailed budget will be prepared with an allowance for a pay award, but with no allowance for general inflation unless there is a contractual agreement. Each year, members will determine a guideline increase for fees and charges.
2. To conduct a business planning exercise to direct resources to meet council priorities, as set out in the council’s corporate plan, and to consider bids for growth with reference to the strategic priorities set out in the corporate plan.
3. To produce an outline budget for a rolling 4 year period.
4. To develop the council’s transformation programme, to ensure a package of measures is available to balance the budget over the medium term, ensure a long term sustainable financial future for the council and sound financial governance. The transformation programme will include:
a. implementation of the customer services strategy b. digitalisation/automation of services and ways of working c. a programme of service reviews to look at current and alternative ways to
deliver services such as considering options to share, merge, trade, use of special purpose vehicles, outsource or stop services where appropriate
d. rationalisation of, and investment in, the council’s property asserts to increase utilisations and returns.
5. To develop an income generation strategy and corporate charging policy to review and consolidate the different service level charging policies, and conduct a rolling detailed review of all fees and charges, to ensure that those who can pay the full cost a service do so.
6. Supplementary estimates will only be approved in exceptional circumstances; we will firstly seek to identify savings as a means of meeting additional costs or bids for additional expenditure and then look to utilise virements if we cannot find savings.
7. A working balance, currently £3.75 million, will be retained and will be assessed for reasonableness on a regular basis as part of the final accounts process.
8. All items of expenditure, even if funded by a grant from a third party must have an approved capital or revenue budget. Where a specific grant is received, the expenditure must be approved; any under spending is returned to the general reserve and not left as a contingency in the service budget.
9. Any under spending on grants will be treated as an under spending and not carried forward for spending in the following year unless the grant has a specific condition attached to it.
Capital
10. A single capital programme will be prepared each year over a 4/5 year rolling period as part of the detailed budget process, so that the impact of decisions on the capital programme will be considered as part of the budget process. The capital programme
will include both approved and provisional schemes so that we can clearly see the impact of our future capital requirements.
11. A 10-year capital strategy or vision will be prepared to include the impact of some of our long term strategic projects.
12. We will review each year how the capital programme is to be financed in relation to capital receipts, revenue or earmarked reserves.
13. The council will consider whether it is appropriate to borrow to fund large capital schemes: in doing so it will consider the impact on the budget and the cost of early repayment.
14. In planning our capital expenditure we will only take account of future capital receipts where there is a reasonable degree of certainty about their receipt.
Investment in services included in the 2016-17 budget
Project No Directorate Programme
/ Project Manager
Project name Description 2016-17
(£) 2017-18
(£) 2018-19
(£) 2019-20
(£) 2020-21
(£) Total cost
(£)
A. REVENUE BIDS FOR INVESTMENT IN SERVICES
PR000082 Resources Steve White Implement Customer Service Improvement (CSI) Strategy
Deliver actions against the six themes outlined in the CSI strategy
83,420 50,000 50,000 50,000 50,000 283,420
PR000112 Corporate Services
John Armstrong
Review of Councillors' Allowances
To conduct the main four-yearly review of councillors' allowances via an independent remuneration panel
115,500 115,500 115,500 115,500 115,500 577,500
PR000139 Environment Phil Truluck Tree Management Disease
To provide a budget to cope with the impact of new tree diseases such as Ash Die Back and Oak Processionary moth which have health and landscape impacts and are now present in the borough
20,000 20,000 20,000 20,000 20,000 100,000
Project No Directorate Programme
/ Project Manager
Project name Description 2016-17
(£) 2017-18
(£) 2018-19
(£) 2019-20
(£) 2020-21
(£) Total cost
(£)
PR000163 Development Melissa Bromham
Midleton Industrial Estate - Consultancy Fees
Increase in consultants fees budget for the Industrial Estates for 2016-17 due to a need to investigate repairs and on-going maintenance costs of newly acquired investment properties at Midleton Industrial Estate.
30,000 0 0 0 0 30,000
PR000168 Resources Jenifer Davis Website development
There is currently no website development budget available to the web programme team to make changes to the look, feel or templating of the site. This budget will enable us to develop our digital presence and meet customer expectations.
20,000 20,000 20,000 20,000 20,000 100,000
PR000169 Resources Jenifer Davis Web 2016 update
Comprehensive update of the website templates, functionality and brand to enable digital communications and interactions that meet our customers’ expectations.
76,000 0 0 0 0 76,000
Project No Directorate Programme
/ Project Manager
Project name Description 2016-17
(£) 2017-18
(£) 2018-19
(£) 2019-20
(£) 2020-21
(£) Total cost
(£)
PR000173 Development Marieke van der Reijden
Asset Development - Consultants Fees
Increase in consultants fees budget for asset development
23,500 13,500 13,500 13,500 13,500 77,500
PR000175 Resources Chris Reynolds
Community Energy Scheme/Company
Community energy is emerging as an important issue for local authorities for a number of reasons including fuel poverty, energy security, social responsibility and lower carbon emissions. This budget is to allow us to investigate setting up a community energy scheme or company, subject to the outcome of government consultations
20,000 0 0 0 0 20,000
PR000194 Environment Paul Stacey Parks & Countryside restructure
Funding to create new posts and facilitate a restructure within Parks & Countryside to ensure the service can deliver projects and programmes to meet corporate priorities. Ongoing cost.
113,250 113,250 113,250 113,250 113,250 566,250
Project No Directorate Programme
/ Project Manager
Project name Description 2016-17
(£) 2017-18
(£) 2018-19
(£) 2019-20
(£) 2020-21
(£) Total cost
(£)
PR000228 Development Barry Fagg Major Projects Unit
Salary costs and feasibility studies budget to focus on the implementation of property and infrastructure projects arising from the production of development and corporate plans and to implement agreed projects.
694,380 694,380 694,380 694,380 694,380 3,471,900
PR000237 Resources Steve White Revenue and Payments - Income derived from identification of housing benefit Fraud
Transfer of housing benefit and council tax benefit fraud investigation work to DWP will result in loss of income
10,000 20,000 30,000 40,000 50,000 150,000
Project No Directorate Programme
/ Project Manager
Project name Description 2016-17
(£) 2017-18
(£) 2018-19
(£) 2019-20
(£) 2020-21
(£) Total cost
(£)
PR000250 Development Chris Burchell
Business Development Grants for Start-up and growth SME's
A number of local authorities are providing small business development grants for SME's that have the potential to grow and contribute to key sectors and the local economy. The grant would be limited to £1,000 and the application would be assessed against key criteria managed by the business and tourism team
50,000 0 0 0 0 50,000
PR000252 Development Tim Dawes Permanent tree officer for Planning Services
Resulting from the Fundamental Service Review project, we are looking to increase our capacity to process tree related work by appointing a full time tree officer for planning services
44,500 44,500 44,500 44,500 44,500 222,500
Project No Directorate Programme
/ Project Manager
Project name Description 2016-17
(£) 2017-18
(£) 2018-19
(£) 2019-20
(£) 2020-21
(£) Total cost
(£)
PR000261 Development Chris Burchell
New Rural Officer Temporary Position (2 Years)
This bid is to support the recruitment of a full time officer to cover rural affairs with a particular focus on the rural economy. There are a number of strands in the current economic and visitor strategies that need more resource.
34,400 34,400 0 0 0 68,800
PR000262 Environment Jill Draper Refurbishment and improvement of public spaces in Guildford House
The project will review and make improvements to the presentation and layout of public areas of the house to increase customer appeal and take up of the varied service offer in this visitor attraction.
19,000 0 0 0 0 19,000
Project No Directorate Programme
/ Project Manager
Project name Description 2016-17
(£) 2017-18
(£) 2018-19
(£) 2019-20
(£) 2020-21
(£) Total cost
(£)
PR000263 Environment Chris Burchell
Technology Solutions for Guildford High Street
To engage a consultant to review technology options for Guildford High Street including Wi Fi and town centre apps. This will include a stakeholder review with retailers, start-up businesses and also the University 5G Mobile Technologies Team. All of this will be done in conjunction with Experience Guildford. There is the potential for income generation in the future
15,000 0 0 0 0 15,000
PR000266 Corporate Services
John Armstrong
Review of Governance Arrangements
To review the Council's decision making processes so that they continue to promote accountability, transparency, high ethical standards and involvement and engagement
56,130 56,130 56,130 56,130 56,130 280,650
Project No Directorate Programme
/ Project Manager
Project name Description 2016-17
(£) 2017-18
(£) 2018-19
(£) 2019-20
(£) 2020-21
(£) Total cost
(£)
PR000270 Corporate Services
John Armstrong
Budget for Mayor's theme
The Council has agreed that the Mayor's role should be focused more on achieving the Council's corporate plan priorities. Every Mayor is expected to promote a theme for their mayoral year which should align with corporate priorities. It is proposed to establish a small budget each year for the Mayor to use to promote events associated with their theme.
20,000 0 0 0 0 20,000
PR000273 Development Chris Burchell
Apprenticeship Funding
The proposal is for a budget to support apprentices in future years. More discussion is required to evaluate the current scheme, but there is growing demand for trainee surveyors, planners and IT support personnel. Our expectation is that additional requests will be forthcoming
60,000 60,000 60,000 60,000 60,000 300,000
Project No Directorate Programme
/ Project Manager
Project name Description 2016-17
(£) 2017-18
(£) 2018-19
(£) 2019-20
(£) 2020-21
(£) Total cost
(£)
PR000290 Development Mike Harris Town Centre Strategic Property Advice
The Council wishes to appoint a consultancy firm or organisation to provide appropriate and comprehensive property related advice, taking account of the opportunities, issues and objectives for Guildford town centre as outlined in the town centre masterplan including the proposed North Street redevelopment, and to evaluate the options for the regeneration of the key sites in the town centre.
100,000 100,000 100,000 0 0 300,000
PR000352 Development Tim Dawes Principal officer for Majors planning team
To recruit an additional senior resource for the majors team in Development Management, due to a significant increase in work around major applications in the next two to three years.
PR000262 Environment Jill Draper Refurbishment and improvement of public spaces in Guildford House
The project will review and make improvements to the presentation and layout of public areas of the house to increase customer appeal and take up of the varied service offer in this visitor attraction.
0 (200) (200) (200) (200) (800)
PR000263 Environment Chris Burchell
Technology Solutions for Guildford High Street
Income generated by a review of technology options for Guildford High Street including Wi Fi and town centre apps. This will include a stakeholder review with retailers, start-up businesses and also the University 5G Mobile Technologies Team. All of this will be done in conjunction with Experience Guildford.
0 (50,000) (50,000) (50,000) (50,000) (200,000)
Project No Directorate Programme
/ Project Manager
Project name Description 2016-17
(£) 2017-18
(£) 2018-19
(£) 2019-20
(£) 2020-21
(£) Total
saving (£)
PR000302 Resources Steve White Implementation of salary sacrifice schemes
To use the opportunities offered by approved HMRC schemes to help recruit and retain staff in an increasingly competitive employment market, whilst delivering a saving in employer national insurance and pension costs.
PR000212 Environment Paul Stacey Kings College UTC and transfer of management of the astroturf pitch to the UTC/GEP/Kings College
The Guildford Education Partnership is progressing with proposals to deliver a University Technical College on the Kings College site. There is a will and interest to take on the management of the astroturf facility by the UTC/GEP/Kings college if refurbished as part of the overall project
(93,444,920) Income (91,795,250) (92,734,220) (94,226,200) (96,354,030) (98,083,330)
725,657 Net Directly Controllable Expenditure/(Income) 5,161,010 5,290,260 5,121,150 3,735,700 3,637,780
7,820,591 Capital Charges 6,952,020 9,773,260 9,773,260 9,773,260 9,773,260
7,765,433 Support Services 8,518,440 8,203,610 8,468,380 8,742,300 9,024,740
16,311,681 TOTAL DIRECTORATE LEVEL NET COST 20,631,470 23,267,130 23,362,790 22,251,260 22,435,780
The total directorate level net cost can be compared to the same line on the budget projection to 2019-20 shown on a service basis. The depreciation, capital items, transfers to/from reserves and general grants have not been repeated in this analysis.
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