2013-2014 Budget Book - Bournemouth Borough Council elections · October 2010 and the Autumn Statement of November 2012. Developments in the ... than originally envisaged and therefore

2013/142013/14

BUDGET BOOK

Page

Number

CONTENTS 1

Introduction to the Budget for 2013/14 3

Summary Information

Summary of Revenue Budget Requirement 11

Calculation of Council Tax and Other Information 12

Staffing Figures 13

General Fund - Service Unit Revenue Budgets

Executive Board 16

Adult Social Care 18

Children & Young People 20

Children's Social Care 22

Community Learning & Commissioning 24

Housing, Parks & Bereavement 26

Planning, Transport & Regulation 28

Environmental Services 30

Tourism & Corporate Communications 32

Customer 34

Legal & Democratic 36

Strategic Finance 38

Strategic Services 40

General Fund - Corporate Items

Levies 42

Non-Service Operating Items 43

Corporate Items 44

Interest Items - General Fund Only 45

Corporate Appropriations 46

Corporate Revenue Contribution to the Capital Fund 47

Housing Revenue Account (HRA) 50

Capital Programme 53

Medium Term Financial Plan 63

Financial Reserves Analysis 67

Prudential Code Indicators 71

Glossary 75

CONTENTS

1

2

3

Introduction to the Budget for 2013/14

The Council’s Budget was approved by Full Council on 26 February 2013. The information below is extracted from the ‘MTFP 2013/14 – 2015/16 & the Budget 2013/14 Report’ as approved. The complete report can be found at:

http://www.bournemouth.gov.uk/CouncilDemocracy/Councillors/CouncillorCommitteeMeeting/Council/2013/02/26/Council26-Feb-2013.aspx

This Budget Book presents the Council’s General Fund and Housing Revenue Account estimates for 2013/14, as well as the Capital Programme for 2013/14 to 2015/16 as approved by Full Council on 26 February 2013.

It explains how the Council Tax is calculated, together with providing additional useful financial indicators and statistical information. Details of staffing numbers are also provided.

Revenue Budget income and expenditure detail is given for each Service Unit, and is accompanied by a general overview of what each service does.

The context of this year’s Budget continues to be the need to reduce public expenditure as set out in the Comprehensive Spending Review (CSR) published in October 2010 and the Autumn Statement of November 2012. Developments in the Eurozone have had an adverse impact on economic conditions across Europe including the United Kingdom. This means that recovery will be slower than originally envisaged and therefore the period of public expenditure retrenchment will continue until at least 2016/17. In the CSR the Government set out its spending plans for the four years beginning with 2011/12. In real terms Central Government support for local authority spending is due to contract by 28% over the CSR period.

Council Tax

Overall Council Tax for Bournemouth residents will be frozen in 2013/14. This has been made possible by Bournemouth Borough Council reducing its element of the Council Tax by 0.7% in order to compensate for the 1.95% increase in the Police Council Tax element and an 8.2% rise in the Fire Authority Council Tax element. This is the third successive year of Council Tax freeze. In acknowledgement of this the Government will pay compensation equivalent to 1.0% of Council Tax. This amounts to £817k for the Council. This sum will be received in both 2013/14 and 2014/15. The calculation of Council Tax for 2013/14 is shown on page 12.

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Government Grant Settlement

The main components of the grant settlement for local government in 2013/14 were confirmed by the Department of Communities and Local Government (CLG) in February 2013 and are as follows:

a) the Council’s cumulative formula grant reduction from 2011/12 to the end of 2013/14 totals £22.346m (26.96%) taken as follows:

i. £11.870m (14.32%) reduction in 2011/12 compared to the 2010/11 position;

ii. £2.521m (3.55%) further reduction in 2012/13 compared to the 2011/12 position;

iii. £7.955m (11.61%) further reduction in 2013/14 compared to the 2012/13 position.

b) funding allocations pass-ported to the Council from the Health Service to support the cost of social care services which also benefit health. This funding amounts to £3.164m for services within the Bournemouth area in 2013/14, rising to £3.315m in 2014/15.

The 2013/14 Local Government Finance Settlement also included significant reductions in the number and value of specific (generally non-ringfenced) grants made available by the Government to support delivery of certain services. These reductions are currently valued at a net decrease of £2.301m compared to the 2012/13 position. It is understood that these grants will be rolled up into the Council’s Core Government Funding amount and may not be separately identified in future settlements.

Following changes to the funding regime for local government, a number of new grants have been devised by Government in replacing Formula Grant and will be allocated for the first time in 2013/14. These principally include:

a) Council Tax Support Grant to be paid to local authorities from 1 April 2013 to compensate councils for the loss of Council Tax income resulting from the Government requirement to implement Local Council Tax Reduction Schemes;

b) Public Health Grant – the grant paid to the Council in 2013/14 will be £7.542m and is ring-fenced for Public Health services transferring from the NHS to local government on the 1 April 2013;

c) The funding for educational support services provided to schools by the Council is now treated as a separate specific grant for funding purposes. The net financial loss to the Council arising as a result of this adjustment will be approximately £1.2m in 2013/14.

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The Medium Term Financial Plan

The re-fresh of the MTFP and associated development of the Council’s Financial Strategy has been on-going during 2012/13 led by the Executive Director (Finance) working in consultation with the Chief Executive and the Executive Team, as directed by the Leader and with the full support of Cabinet. This work has been informed by:

a) the need to address long-standing structural anomalies in the base Budget, particularly pertaining to the costs of Adult and Children’s Social Care;

b) consideration of essential growth and potential savings proposals and priorities across the organisation for resource allocation and investment purposes;

c) the progress made in rolling-out of the Core Service Transformation Programme during 2012/13 and the efficiencies identified through the reviews that have concluded to date;

d) extensive work to understand and translate complex changes in the national policy and funding regime and the Local Government Settlement for 2013/14;

e) a strategic review of the Council’s use of reserves and revenue contingency monies;

f) identifying what other scope there may be to ease the General Fund revenue position in 2013/14 and beyond, by achieving greater value for money through further re-negotiation of its significant contracts without compromising quality or delivery.

It is also important to note that there remain a number of areas of significant risk that have not been factored into the position as yet because the actual impact, likelihood and timing of a number of key matters remain uncertain at this time. These uncertainties – our ‘known unknowns’ - are likely to add further significant pressures into the MTFP from 2013/14 onwards principally relating to the likely impact of:

a) The Welfare Reform Act which has the potential to create significant new burdens for the Council subject to the approach taken in future years;

b) The Local Government Resource Review and the practical impact of the change to the business rates system. The move to the new regime does not benefit the Council financially and introduces significant new financial risk;

c) the removal from the Core Government Funding amount of the Local Authority Central Spend Equivalent Grant (LACSEG) for Education purposes;

d) the transfer of Public Health responsibilities from the NHS to local government from 1 April 2013. The operation of a pooled budget in 2013/14 will help to safeguard the Council from a projected operating deficit in the Bournemouth Council area of £675k in 2013/14;

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e) any response the Government may ultimately choose to make further to the findings of the 2010 Dilnot Review and its recommendations for the future funding of Adult Social Care.

The Medium Term Financial Plan summary can be found on page 65 of this Budget Book. The full report can be found at: http://www.bournemouth.gov.uk/CouncilDemocracy/Councillors/CouncillorCommitteeMeeting/Council/2013/02/26/Council26-Feb-2013.aspx

The Budget for 2013/14

The Budget is based on the following assumptions and provisions:

a) that the pay award for 2013/14 be assumed at 0% reflecting on-going public sector pay constraints for base Budget purposes. The possibility that national pay negotiations may result in a 1% pay award is understood and appropriate mitigation for that eventuality has been factored into the determination of the Council’s revenue contingency position in 2013/14;

b) that the Council will continue to make employer pensions contributions at an overall effective rate of 18.8% in 2013/14 as has been previously agreed with the Actuary;

c) that provision for inflation is only made where there is clear evidence that it will be required due either to market conditions or due to contractual terms and conditions that the Council is unable to re-negotiate or otherwise mitigate;

d) making a contribution of £1.65m from revenue in 2013/14 to support the Council’s Capital Programme;

e) the allocation of additional resources to be provided in the base Budget position in 2013/14 totalling £6.035m to support increased service needs and demands in Adults and Children’s Services;

f) a further reduction in the annual price of the service contract with Mouchel Ltd of £1.440m from 2013/14 onwards over the remaining life of the contract;

g) other planned savings and efficiencies to be achieved through the Transformation, Efficiency and Change Programme and other savings arising from normal business activities (including Core Service Transformation projects) totalling £10.128m in 2013/14.

A summary of the overall Revenue Budget for 2013/14 is shown on page 11 of this book, with details regarding the Budgets for each Service Unit given on pages 16 - 41, alongside a brief description of what each service does.

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Reserves

The Executive Director (Finance) as the Council’s S151 Officer is required by the Local Government Act 2003 to report on “the adequacy of the [Council’s] proposed financial reserves” in assessing the robustness of the Budget estimates. The Council’s S151 Officer is therefore required to advise Members of the level of reserves needed when setting each annual budget on the basis of a robust risk assessment. Reserves can either be provided as un-earmarked or earmarked for a specific purpose.

The nature and extent of all the reserves currently held by the Council (which can be for both revenue and capital purposes) have been subject to a full review and detailed risk assessment by the S151 Officer, further to the re-fresh of the MTFP and in helping to devise the next stage in evolving the Financial Strategy for the Council.

Having considered all relevant matters and the known business requirements of the Council in 2013/14, the S151 Officer is of the view that the level of un-earmarked reserves should be £14.8m for 2013/14. The position will be kept under review throughout 2013/14 and regular assessment updates to reflect new or changing risks as they emerge during 2013/14. This will release £5.8m from general un-earmarked to support short-term or other one-off cost pressures in the Council’s base Budget in 2013/14 to pay for the balance sheet assets purchased by Mouchel Ltd in return for achieving annual recurring revenue savings to the General Fund of £1.440m from 2013/14.

In addition, it is the view of the S151 Officer that the Council is also able to re-allocate previously earmarked reserves no longer required for their original purpose, to support the new initiatives set out in the next stage of the Council’s Financial Strategy. The principal re-allocation of these monies to new and other existing reserves included: a) The Local Improvement Fund – +£90k; b) The Managing Change Fund - +£310k; c) The Community Action Fund - +£84k; d) The Recession Fund - +£437k; e) The Road Rescue Fund - +£500k; f) Capital Reserves - +£1.0m; g) The Community Financing Initiative Reserve - £15m needed to underwrite

the scheme in the short to medium term as it becomes established.

In addition it is proposed that a new earmarked reserve of £518k is created in 2013/14 to provide mitigation against the potential impacts of Universal Credit. It is therefore proposed that the level of General Fund earmarked revenue reserves to be held by the Council in 2013/14 as at 1 April 2013 be determined at a total of £42.8m. A summary of the Council’s reserves is shown on pages 69 and 70 of this Budget Book.

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The Capital Programme

The Council’s General Fund Budget for 2013/14 encompasses £22.707m of capital investment in the local community during 2013/14 with a further £6.754m currently planned over 2014/15 and 2015/16, amounting to a total programme value of £29.461m to the end of 2015/16. This does not include planned investments to be made from the HRA in new and refurbished housing stock totalling £38.51m over the same period, plus a further £11.45m within a newly created new build reserve.

The Capital Programme in 2013/14 will be financed through a combination of Government capital grants, developer contributions, revenue contributions from the General Fund and borrowing.

The updated Capital Programme as proposed for 2013/14 – 2015/16 has been shaped through consultation work with Members and Service Directors during 2012/13 in determining the future capital priorities of the Council. The Programme is extensive and details the investment to be made in known schemes planned over the next three years. Further to this, recognition is given within the Programme of the allocations made by Government to support local capital investment requirements. The Programme currently excludes the capital cost of all required maintenance needs of Council owned assets thought to be considerable but currently still under review.

In determining the financial strategy associated with the Capital Programme it is proposed that the following general principles will apply:

a) use of additional borrowing may be made to deliver schemes funded by previously issued Government supported borrowing;

b) use of prudential borrowing may only be made when supported by a business case and determined in conjunction with the setting of the Council’s prudential indicators;

c) continued support to the Capital Programme by way of an annual revenue contribution to capital of at least £1.65m;

d) that no scheme can commence which relies on Government Grant funding or capital receipts until such time as the funding has actually been received;

e) a requirement for Children’s Services to manage their capital requirements within their forecast resource envelope and using savings, efficiencies and any additional government resources to deliver the Children’s Services Capital Strategy.

The Council’s General Fund and Housing Revenue Account Capital programmes are shown on pages 55 -61 of this Budget Book.

Treasury Management and Prudential Indicators

The Council’s Treasury Management Strategy represents a considered response to the on-going stress in the financial markets which remain high. Given current market conditions, the Council has kept its Treasury Management Policy, Practices

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and Schedules under constant review throughout 2012/13 to ensure it continues to reflect the very latest good practice.

It is expected that interest rates will remain at their current historic low level of 0.5% in 2013/14 and may stay at this level until at least 2016. The Council’s approved Prudential Indicators are shown on pages 73 and 74 of this Budget Book.

Housing Revenue Account

The Housing Revenue Account (HRA) has been subject to a fundamental review by Officers and has undergone external verification. The HRA 30 Year Business Plan demonstrates a robust financial position with the ability to support the Council’s Housing Strategy of new affordable housing whether by new build or acquisition.

For 2013/14 rents will increase by an average 3.9% or £2.97 per week so that Council rents reach the target (formula) rent for each property by 2015/16. The Council has one of the lowest rents in the region at an average of £75.29 per week in the current year. For example Poole Council rents are £77.82 in 2012/13. Garage rents are proposed to increase in line with September’s retail price index of 2.6%. The Housing Revenue Account is shown on page 51 of this Budget Book, with the HRA’s Capital Programme shown on page 61.

At the back of this Budget Book there is a Glossary of Terms which aims to provide the reader with an explanation of some of the terms and acronyms that are used in this book or which may be encountered during discussions concerning Local Government finance.

For further information on the Council’s Budget, or if you have any queries relating to this Budget Book please contact either: Robin Ingleton Head of Strategic Finance 01202 451395 [email protected] Tina Worthing Head of Accountancy Services 01202 454770 [email protected] Bournemouth Borough Council Town Hall, Bourne Avenue, Bournemouth, BH2 6DY.

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2012/13 2013/14

Summary

Original

Budget

£'000

Original

Budget

£'000

Executive Board (1,923) -

Adult Social Care 48,500 48,393

Children & Young People 5,801 10,889

Children's Social Care 19,256 23,348

Community Learning & Commissioning 21,528 19,862

Housing, Parks & Bereavement 4,189 5,087

Planning, Transport & Regulation 11,735 14,084

Environmental Services 25,920 24,089

Tourism & Corporate Communications 4,927 4,466

Customer 255 170

Legal & Democratic 522 617

Strategic Finance 6,448 7,925

Strategic Services 6,844 4,586

154,002 163,516

Levies 223 223

Non-Service Operating Items (17,099) (16,125)

Corporate Items 666 (3,870)

Interest Items (422) (1,532)

137,370 142,212

Corporate Appropriations 1,067 1,198

Capital Expenditure financed from Revenue 1,667 1,647

140,104 145,057

Increase in/(Withdrawn from) General Fund

Balances(79) (1,808)

140,025 143,249

TOTAL NET EXPENDITURE

BUDGET REQUIREMENT

Revenue Budget 2013/14

BOURNEMOUTH BOROUGH COUNCIL

Summary of Revenue Budget Requirement

Net Cost To Service

Net Operating Expenditure

11

Per

Band D

Per

Band D

Property Property

£'000 £ p £'000 £ p

Budget Requirement 140,025 143,249

Less

Government Grant (1,081) (42,345)

Contribution from the National

Non-Domestic Rate Pool (55,763) (27,509)

Estimated (Surplus)/Deficit on the

Collection Fund at 31st March (1,973) (2,200)

Net Budget Requirement 81,208 1,258.29£ 71,195 1,249.83£

Dorset Police Authority Precept 11,617 180.00£ 10,454 183.51£

Dorset Fire Authority Precept 3,897 60.39£ 3,722 65.34£

Council Tax Requirement 96,722 1,498.68£ 85,371 1,498.68£

Council Tax £p £p

Band A* (5/9ths of Band D) 832.60 832.60

Band A (6/9ths of Band D) 999.12 999.12

Band B (7/9ths of Band D) 1,165.64 1,165.64

Band C (8/9ths of Band D) 1,332.16 1,332.16

Band D 1,498.68 1,498.68

Band E (11/9ths of Band D) 1,831.72 1,831.72

Band F (13/9ths of Band D) 2,164.76 2,164.76

Band G (15/9ths of Band D) 2,497.80 2,497.80

Band H (18/9ths of Band D) 2,997.36 2,997.36

2012/13 2013/14

National Non-Domestic Rate in the Pound

- Standard 45.8p 47.1p

- Small Business (Rateable Value below £18,000) 45.0p 46.2p

Population as per Bournemouth Borough Council 168,100 183,500

Website (Mid 2010/Mid 2011)

Tax Base (No. of Band D Equivalent Properties) 64,538 56,964


CALCULATION OF COUNCIL TAX AND OTHER INFORMATION

2012/13 2013/14

Band A* refers to those dwellings that are entitled to a disabled relief reduction as a

consequence of legislation, operative from 01/04/2000. Band A dwellings that qualify can

now receive a reduction similar to all other qualifying dwellings.

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STAFFING FIGURES

Estimated

Whole Time

Equivalents

01/04/2012 01/04/2013 Change

Executive Board 10.7 10.0 -0.7

Adult Social Care 518.0 497.3 -20.7

Children & Young People 172.3 179.2 6.9

Children's Social Care 257.4 266.1 8.7

Community Learning & Commissioning 136.6 136.6

Adult & Community Support 73.8 0.0 -73.8

Children's Strategic Services 36.8 0.0 -36.8

Housing, Parks & Bereavement 279.5 337.7 58.2

Planning, Transport & Regulation 191.9 233.5 41.6

Environmental Services 178.6 177.7 -0.9

Tourism & Corporate Communications 71.9 110.3 38.4

Customer 0.0 47.2 47.2

Legal & Democratic 63.6 57.4 -6.2


Legal & Democratic 63.6 57.4 -6.2

Strategic Finance 0.0 51.1 51.1

Resources 4.0 0.0 -4.0

Strategic Services 0.0 65.8 65.8

Business Improvement 26.3 0.0 -26.3

Human Resources & Organisational Development 6.0 0.0 -6.0

Information, Culture & Community Learning 153.8 0.0 -153.8

Environmental Health & Consumer Services 107.0 34.4 -72.6

Schools 1,325.4 1,199.9 -125.5

OVERALL TOTAL 3,477.0 3,404.2 -72.8

Main Areas of Change

There has been a significant change to the Council's organisational structure since the last budget book was produced. This has seen the number of Service Units reduced by three. Services have been realigned in order to better represent the areas they support. The majority of change identified above is due to those organisational changes reflecting where services have been transferred to or from.

There has been a significant drop in the number of staff employed by schools as a result of Local Authority Schools transferring to Academy status and therefore the staff no longer count as employees of the Council.

There are approved posts vacant at the time of publication and therefore not included in the There are approved posts vacant at the time of publication and therefore not included in the

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14

Service Unit

Revenue

Budgets

15

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EXECUTIVE BOARD This represents the cost of the Council’s Executive Team, along with the relevant support. Essentially this is the cost of the Chief Executive, the three Executive Directors and their support staff. The Chief Executive’s role is to develop and maintain a responsive and cost effective organisation, to implement the policies and decisions of the Council. The Executive Directors provide a supporting role to the Chief Executive, and are also responsible for overseeing the direction and performance of the services within their Directorates. The three Directorates are: Adults and Children’s Services; Adult Social Care, Children & Young People, Children’s Social Care, Community Learning & Commissioning. Environment and Economic Services; Housing, Parks & Bereavement, Planning, Transport & Regulation, Environmental Services, Tourism & Corporate Communications.

Finance. Customer, Legal & Democratic, Strategic Finance, Strategic Services.

Service Unit: Executive Board

Budget Holder(s): Tony Williams

2012/13 2013/14

Subjective Analysis Original

Budget

£'000

Original

Budget

£'000

EXPENDITURE

Employees 935 834

Premises - -

Transport 14 10

Supplies & Services (1,714) 123

Third Party & Transfer Payments 86 -

Internal Recharges - Expenditure 61 184

Capital Charges - -

TOTAL EXPENDITURE (618) 1,151

INCOME

Government Grants - -

Other Grants & Contributions - -

Customer, Client Receipts & Fees - -

Rent Income - -

Interest Income - -

Internal Recharges - Income 1,305 1,151

Other Income - -

TOTAL INCOME 1,305 1,151

NET COST OF SERVICE (1,923) -

APPROPRIATIONS

Contributions To/(From) Reserves - -

Total Revenue Budget (1,923) -


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The above text is an abridged and edited version of the service plan for this Service Unit. For full details, please see the individual service plans on the council’s website: Hyperlink: Service Plans or url: www.bournemouth.gov.uk/CouncilDemocracy/CouncilPerformance/ServicePlans.aspx

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ADULT SOCIAL CARE What does the Service Unit do? Adult Social Care is a statutory service which purchases and provides services to adults with assessed eligible social care needs. These include adults over the age of 18 with mental ill health, learning disabilities, sensory impairment and/or physical disabilities. We engage with service users and carers to assess, re-able, and support people with long term needs to put together an individual support plan. We also determine people’s eligibility for financial contributions from the Council for their care. In addition, we maintain and provide high quality customer focused services jointly with partner agencies that identify and meet the eligible needs of adults over the age of 18 years in vulnerable situations across all communities in Bournemouth. In summary, we promote independence and support people as individuals whilst enabling them to take responsibility for their own care and support as much as possible. Our Principles and Values are:

• Treating people with respect, dignity and openness at all times;

• Helping people at risk of harm and abuse to stay safe;

• Treating service users and carers with dignity and fairness, respecting differences in culture, religion and belief, race, age, gender, sexual orientation and disability;

• Improving the quality of services purchased and provided;

• Listening to what people have to say about our services and acting on feedback;

• Working together with colleagues and other agencies e.g. Health, Police, and the independent sector, to provide the best possible services to the people of Bournemouth;

• Helping people maintain and regain independence and control over their lives;

• Supporting people to stay active and healthy;

• Putting things right as quickly as possible if things go wrong and improving our services and responding to complaints in a timely way.

Service Unit: Adult Social Care

Budget Holder(s): Andy Sharp

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE

Employees 18,559 17,404

Premises 436 390

Transport 544 358

Supplies & Services 713 766

Third Party & Transfer Payments 44,321 52,929

Internal Recharges - Expenditure 354 2,845

Capital Charges 402 375

TOTAL EXPENDITURE 65,329 75,067

INCOME

Government Grants 2,257 11,505

Other Grants & Contributions 4,619 5,415

Customer, Client Receipts & Fees 9,126 9,200

Rent Income 625 554

Interest Income - -

Internal Recharges - Income - -

Other Income 202 -


NET COST OF SERVICE 48,500 48,393

APPROPRIATIONS


Total Revenue Budget 48,500 48,393


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CHILDREN & YOUNG PEOPLE What does the Service do?

The core purpose of the Service Unit is to ensure that all children are given the best possible start in life and every opportunity to make progress and achieve their potential by having access to high quality, inclusive learning opportunities and positive activities that capitalise on their skills and interests, recognise their special needs, support them when they are most vulnerable and celebrate their individuality.

Our core purpose is achieved through the work of customer focused teams, including:

• Early Years – Securing & promoting the highest standards for childcare, pre-school early education and parental support;

• Sure Start Children’s Centres – Delivered in partnership with Voluntary Sector organisations: Barnardos, Bournemouth YMCA and Action for Children, providing opportunities for Child Development and School Readiness, and to improve outcomes for young children and their families, and reduce inequalities;

• Governor Services - To promote, develop and support high quality governance in Bournemouth’s schools and children’s centres, and actively encourage informed participation to secure governance at the heart of schools and children’s centres management and improvement;

• Educational Improvement - Strategic planning and commissioning of Children and Young People’s Services, including securing high quality education for all children and young people, and challenge and support to schools and settings in line with Bournemouth’s Education Improvement Charter;

• Vulnerable Learners - To improve outcomes for vulnerable learners which include: ensuring the educational attainment of Looked After Children through the delivery of the Virtual School, and to secure appropriate and sufficient mainstream and specialist provision and the efficient provision of statutory Special Education Needs (SEN) services in accordance with the SEN framework;

• Music, Arts and PE Team (MAPS) – Delivered in partnership with Borough of Poole, developing interest in, access to and capacity for high quality activity and development in music, arts and school sport;

• Integrated Youth Service (incorporating Connexions) - Provides access for young people to impartial information, advice and guidance, whilst developing opportunities for them, particularly the most vulnerable;

• The 14-19 Service – Delivered in partnership with Borough of Poole, ensuring there is sufficient suitable education and training provision for all Bournemouth learners aged 16-18 and for students aged 16-24 with Learning Difficulties & Disabilities in full-time education post 16, apprenticeships, jobs with training and self-employment or volunteering with training.

Service Unit: Children & Young People

Budget Holder(s): Carole Aspden

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE

Employees 6,237 6,233

Premises 188 138

Transport 757 858

Supplies & Services 5,751 9,337


Internal Recharges - Expenditure 1,732 2,750



INCOME


Other Grants & Contributions 261 239

Customer, Client Receipts & Fees 1,318 425

Rent Income - -

Interest Income - -


Other Income 2 2



APPROPRIATIONS

Contributions To/(From) Reserves 18 293



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CHILDREN’S SOCIAL CARE

What does the Service Unit do?

The aim of the service is to work with partners to protect and promote the welfare of vulnerable children and young people across the Borough of Bournemouth. The service works closely with both internal and external partners to:

• Prevent the need for statutory services through targeted early intervention;

• Support Children in Need and their families through social work intervention;

• Investigate and assess any concerns raised regarding protection of children;

• Support children with a disability and their families;

• Take action to look after children where they are at risk of harm;

• Provide appropriate placements and support for looked after children;

• Recruit, assess and support family/foster carers;

• Recruit, assess and support adoptive carers;

• Provide post placement support to adopted children, adults and their carers and birth relatives;

• Ensure independent review of planning for children and quality assurance of services;

• Support young people leaving care;

• Lead on the prevention of domestic violence and supporting affected children, young people and their families;

• Lead on the joint Bournemouth & Poole provision of Youth Offending services. Children’s Social Care also includes the line management arrangements of Bournemouth and Poole Youth Offending Service. Bournemouth and Poole Youth Offending Service work closely with Police, Probation and Children’s Social Care in order to secure positive outcomes for young people who have offended;

• Lead on ensuring the implementation of the Child Poverty Act 2010;

• Ensure effective support for young carers;

• Targeted support for Looked after Children to prevent them becoming NEET (not in education, employment or training);

• Corporate parenting apprenticeship schemes.

Service Unit: Children's Social Care

Budget Holder(s): Kim Drake

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE


Premises 134 151

Transport 320 256

Supplies & Services 745 1,072





INCOME

Government Grants 1,522 353


Customer, Client Receipts & Fees 27 24

Rent Income 1 1

Interest Income - -

Internal Recharges - Income - 52

Other Income - -

TOTAL INCOME 1,988 828


APPROPRIATIONS




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COMMUNITY LEARNING & COMMISSIONING What does the Service Unit do? The Service has an enabling role ensuring service users have access to high quality, value for money provision. Through effective commissioning, based on sound local intelligence and national best practice, service quality is continuously improved, whilst costs are minimised. The service also has a key role in supporting the wider Adults and Children’s Directorate through effective business support functions and the development and governance of partnership arrangements.

The following is a summary of the main work areas of each of the teams in the service:

• Access – School place planning, school organisation, children’s services and schools Capital Programme, building and school maintenance programme, coordinated school admissions, fair access, home to school transport;

• Adults & Older People - Joint Commissioning Strategies, market manage service provision, transformation for Adult Social Care services, procuring and contract management of services, emergency planning, emergency welfare support and Learning Disability support. The service also delivers Mental Health – The team develop and implement the 1 in 4 Joint Commissioning Strategy for Mental Health Services 2010 -2015;

• Business Management – Co-ordination of Children’s Trust arrangements, development and monitoring of the Children and Young People’s Plan, supporting the development of partnership working, business support to Community Learning & Commissioning and Children’s Social Care, management of Bournemouth Learning Centre and lead the complaints service for the non social care elements of the Adult & Children’s Directorate;

• Drug and Alcohol Action Team (DAAT) – Responsible for commissioning and monitoring all substance misuse treatment services in Bournemouth on behalf of the Partnership;

• Library Services - Provide statutory public library services for people of all ages who live, work or study in the Borough. They operate public libraries and the Home Library Service, respond to public enquiries and information resources, and provide public IT for use in libraries;

• Performance, Information and Complaints – Develop, monitor and report Adult Social Care performance, including the development of local frameworks. Lead the complaints service for both Adult & Children’s Social Care;

• Resources – Strategic overview of school funding, commissioning of services and social care placements for young people, brokerage of services and Contact Services on behalf of Children’s Social Care.

• Skill and Learning – Strategic governance of the merged Skills and Learning Bournemouth and Poole service.

Service Unit: Community Learning

& Commissioning

Budget Holder(s): Neil Goddard

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE


Premises 2,080 2,263

Transport 720 705



Schools Expenditure 69,368 41,478


Capital Charges 2,348 1,945


INCOME




Rent Income 167 167

Interest Income - -


Other Income 24 -



APPROPRIATIONS




25


26

HOUSING, PARKS AND BEREAVEMENT What does the Service Unit do? – Parks

• The Parks Service maintains, enhances, develops and promotes access to all of Bournemouth’s green spaces. The service is custodian to three internationally recognised nature reserves, a scheduled ancient monument and nationally listed gardens.

• Bournemouth Parks have responsibility for the management of over 900 hectares of parks, gardens, countryside, allotments and other open spaces, including the sport and play facilities provided within them, which are either owned or held in Trust by the Council and which amount to almost 20% of the entire land in the Borough.

• The service also operates the Kings Park plant nursery which provides seasonal bedding plants for both Bournemouth and Christchurch and undertakes proactive work with Social Services for people with learning difficulties.

What does the Service Unit do? - Housing

• The Private Sector Housing Enforcement Team delivers a regulatory service to improve living standards in the private rented sector and park home sites. This team manages the mandatory licensing of Houses in Multiple Occupation (HMO) and addresses housing disrepair issues across this sector.

• The Strategic Housing Options team enables the delivery of additional affordable housing by working with relevant organisations. The team also delivers a homelessness and housing options service for those unfortunate enough to be in housing need, as well as leading the delivery of other homelessness services in the Borough.

What does the Service Unit do? – Bereavement Services

• Bereavement Services provides cremations, burials in the four municipal cemeteries and a memorial service for bereaved families. The service is also responsible for the statutory duty of arranging funerals under the Public Health (Control of Disease) Act 1984.

• Bournemouth has one of the busiest crematoriums in the country carrying out over 3,000 services a year with more than 50% of its business from outside of the borough. With the nearest crematoria at Poole, Salisbury and Southampton our catchment area extends north to Ringwood and west to Lymington and the New Forest.

Housing, Parks, & Bereavement Service Unit also manage the Council’s Housing Revenue Account. Information on the HRA can be found on page 50 of this Budget Book.

Service Unit: Housing, Parks &

Bereavement

Budget Holder(s): Gary Josey

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE


Premises 937 847

Transport 684 579




Capital Charges 1,022 843


INCOME

Government Grants 424 38

Other Grants & Contributions 876 1,167


Rent Income 672 652

Interest Income - -

Internal Recharges - Income 297 225

Other Income 190 142



APPROPRIATIONS




27


28

PLANNING, TRANSPORT & REGULATION What does the Service Unit do? The aim of the Planning, Transport & Regulation Services Unit is to provide cost effective, efficient and customer orientated Planning, Building Control, Regulation, Transport, Engineering including the Coastal and Land Drainage function, Traffic Management and the Parking and Enforcement services for the Council. Particular responsibilities include:

• Applications - Determining all applications concerning planning, transport, land drainage, regulatory services, building regulation, conservation and tree issues and securing compliance;

• Policy development - Contribution to and development of planning, economic, and transport policy at the local and wider level;

• Infrastructure - Securing appropriate infrastructure to meet the needs of businesses and residents and Council objectives;

• Managing Joint activities - Joint working with the Borough of Poole and Dorset County Council and, as required, with other Agencies on statutory and other policies, including the Local Enterprise Partnership (LEP) and Dorset Local Transport Body (LTB);

• Statutory duties - Delivering the Statutory duties as Planning, Highway, Transport, Coast Protection and Land Drainage Authorities and lead Local Flood Authority;

• Planning Control and Building Control - Determining all applications concerning planning, building regulation, conservation and tree issues;

• Parking and Traffic - Securing the efficient and safe movement of traffic across the highway network, including the provision of traffic signals, street lighting and appropriate parking controls;

• Transport - Joint working with Poole and Dorset to implement the Joint Local Transport Plan (LTP3) and in the preparation and delivery of the Local Sustainable Transport Fund (LSTF) and other major scheme bids. Accountable Body for the Dorset Local Transport Body;

• Planning Policy, Conservation and Urban Design - Contributing to the development and implementation of the Town Centre Vision;

• Business Services - Providing planning and transportation advice for formal Searches, public and Member enquiries and ensuring Equality and Diversity issues are pursued;

• Regulation - Work with local businesses to help them comply with trading laws, protect the public from unsafe trade and health and safety practices, control licensing of key business activities, including taxis, alcohol, gambling and entertainment and respond to and regulate environmental infringements such as noise nuisance.

Service Unit: Planning, Transport

& Regulation

Budget Holder(s): Mike Holmes

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE



Transport 239 204






INCOME

Government Grants 869 16



Rent Income 162 162

Interest Income - -


Other Income 1,696 1,651



APPROPRIATIONS




29


30

ENVIRONMENTAL SERVICES What does the Service Unit do? Our service aim is to secure the best possible outcomes for residents, visitors and businesses in the Borough. Our activities are many and varied; they range from support services, such as looking after Council property, to most of the traditional front-line municipal operations like cleaning streets, collecting bins and repairing roads. They therefore make up much of what the Council’s performance is judged upon. Particular responsibilities include:

• Street Services - Refuse Collection, Recycling and Waste Disposal, Street Cleaning, Public Conveniences, Vehicle Workshops, Abandoned Vehicles, Highway Maintenance, Winter Maintenance, Gulley Cleansing and Street Lighting;

• Property Services - Property Advice and Negotiations, Acquisitions, Disposals, Valuations, Land Terrier and Asset Register, Asset Management Planning;

• Town Centre Vision - Co-ordinating activities in pursuit of the Town Centre Vision and the associated Asset Backed Vehicle;

• BH Live and Lower Central Gardens Trust Client Functions - representing the Council’s interests in its relationship with these two important partners;

• Environmental Sustainability - Improving the environmental performance of the Council and reducing its impact on climate change through the generation of CO2.

Service Unit: Environmental Services

Budget Holder(s): Roger Ball

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE



Transport 4,639 3,379






INCOME




Rent Income 272 241

Interest Income - -


Other Income 3,192 2,640



APPROPRIATIONS

Contributions To/(From) Reserves 3,144 3,195



31


32

TOURISM & CORPORATE COMMUNICATIONS What does the Service Unit do?

• Tourism Strategic Planning - Co-ordinating the product development, market intelligence and policy development necessary for a prosperous tourism industry.

• Tourism / Town Planning / Night Time Economy - Creating an attractive, sustainable offer, stimulating economic regeneration and facilitating appropriate developments including the co-ordination with key stakeholders of the future vision and direction.

• Destination Marketing - Managing the umbrella brand of Bournemouth. UK, European and global level marketing of the resort through the most cost-effective marketing tools to increase market share and improve the tourism support for the economy.

• Events Management & Development - Administering requests for events to ensure they are both entertaining and safe. Organising and promoting major events including Bournemouth Air Festival, Bournemouth Bay Run, Family Fiesta and Light Night etc.

• Quality – Delivering a local accommodation grading scheme to drive up standards. Co-ordinating and promoting quality standards in every sector including staging the Annual Tourism Awards.

• In-Resort Visitor Management & Marketing - Providing an objective and high quality advisory service through Tourist Information Centres and other communications channels to enhance visitor experience and increase visitor loyalty. Linking businesses in the Town Centre.

• Industry Liaison - Productive dialogue with key organisations such as Bournemouth Tourism Management Board (BTMB), the Chamber of Trade and Town Centre Management Board (TCMB).

• Seafront Management - Managing all the activities along the seven miles of Bournemouth’s coastline and maintain the Seafront Strategy and Seafront Major Asset Plans including the Seafront Master Plan.

• Economic Development and Community Regeneration - Facilitating the retention of existing businesses, indigenous business growth and attracting new direct investment.

• Corporate Communications - To deliver excellent communications so the Council can ensure customers and staff have easy access to relevant, clear and honest information.

• Archives, Arts and Museums - The Joint Archive Service acquires, preserves and makes accessible local archives. Arts Bournemouth aims to enhance and market Bournemouth's arts offer including the Arts by the Sea Festival. The Russell Cotes Art Gallery & Museum aims to inspire and enrich the lives of residents and visitors through a unique historic house and international art collections.

Service Unit: Tourism & Corporate

Communications

Budget Holder(s): Mark Smith

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE



Transport 198 250


Third Party & Transfer Payments 1,487 183




INCOME

Government Grants 150 -



Rent Income 1,028 1,140

Interest Income - -

Internal Recharges - Income 925 471

Other Income 36 36



APPROPRIATIONS




33

Service Unit: Customer

Budget Holder(s): Maria O'Reilly

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE

Employees 394 1,235

Premises - -

Transport 1 1


Third Party & Transfer Payments 304 -

Internal Recharges - Expenditure 256 309



INCOME

Government Grants - 600



Rent Income - -

Interest Income - -

Internal Recharges - Income 757 1,657

Other Income - -

TOTAL INCOME 761 2,261

NET COST OF SERVICE 255 170

APPROPRIATIONS


Total Revenue Budget 255 170


35


36

LEGAL & DEMOCRATIC What does the Service Unit do? The Service Unit mainly provides services which are key to ensuring the Council’s corporate governance framework is robust, and which facilitate and enable lawful and effective decision making. The services can be summarised as follows:

• Monitoring Officer - This is a statutory role, required to ensure the Council acts in accordance with the law when making decisions and in carrying out its functions and is responsible for the decision-making framework of the Council;

• Legal Services - Provides legal advice and representation, acting on behalf of the Council, and covers property, contracts & procurement, child protection, adult services, education, licensing, planning, housing, employment, criminal and civil enforcement, local government law/public law and charities/trusts;

• Democratic Services and Member Support – The team provides support to Members and officers to ensure effective and lawful decision-making by the Council and to promote effective democratic and community engagement, and includes providing advice and support to individual members and boards/committees of officers in regard to the Constitution and decision-making process;

• Electoral Services & Local Land Charges – The team provides all electoral registration services and ensures that all local and national elections and referenda are conducted in accordance with the law. The team also maintains the Local Land Charges register and provides the local property search service;

• Information Governance – The team provides advice, support and training on all aspects of Information Governance including Freedom of Information; Environmental Information Regulations; Data Protection; Information Security; Privacy law; Regulation of Investigatory Powers Act 2000; Corporate Records Management and Information Strategy;

• Registration Services – The Service is responsible for the registration of births, deaths, marriages and civil partnerships, and for citizenship ceremonies and the licensing and provision of venues for weddings and civil partnerships;

• Coroner’s Services – The Council is the lead authority for the provision of the statutory H.M. Coroner’s Services for Bournemouth, Poole and East Dorset. The Service includes the investigation of any sudden or suspicious death as well as the provision of the Regional Mortuary.

Service Unit: Legal & Democratic

Budget Holder(s): Tanya Coulter

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE


Premises 44 55

Transport 54 51


Third Party & Transfer Payments 508 115




INCOME




Rent Income - -

Interest Income - -


Other Income - 2


NET COST OF SERVICE 559 459

APPROPRIATIONS

Contributions To/(From) Reserves (37) 158

Total Revenue Budget 522 617


37


38

STRATEGIC FINANCE What does the Service Unit do? Strategic Finance was formed on 1st September 2012 as a result of the strategic review of the Council’s reporting structure and to develop the corporate and strategic centre of the organisation.

Strategic finance is responsible for delivering a wide ranging and diverse portfolio of professional support services. The unit plays an active role in supporting the Council’s other Service Units, the Directorate, partner organisations and Council’s Members to help ensure the effective and efficient delivery of public services. Strategic Finance and specifically the Section 151 Officer are also responsible for providing assurance to those charged with the good governance, the lawfulness, probity and propriety of all Council expenditure/income and for protecting the fiduciary interests of both current and future taxpayers in the Borough.

• Audit & Management Assurance – The Audit & Management Assurance Service was formed to bring together Internal Audit, Risk Management, Insurance services, Corporate Fraud, Emergency Planning, Business Continuity and the Revenues & Benefits Client Monitoring team.

• Accountancy Services – Finance is at the heart of everything the Council does by supporting the provision and performance of all its services. Accountancy Services support the Executive Director (Finance) to discharge statutory responsibilities for the financial administration and good stewardship of the Authority under Section 151 of the Local Government Act 1972. Accountancy Services provide advice, information and assistance on all financial matters.

• Strategic Procurement – The Strategic Procurement Team plays a crucial role in helping the organisation to optimise its strategic procurement potential, drive change and deliver substantial savings across all parts of the organisation. It also supports Service Units, helping them with innovative procurement solutions whilst ensuring compliance with Financial Regulations, UK Legislation and EU Procurement Law.

Community Finance Initiative (CFI) - The CFI Business case is due to be submitted in June 2013 to support the Council’s priorities to regenerate and to drive new investment into the Borough. As the Business case develops other potential options and/or proposals will be considered. The Council is also exploring significant investment opportunities with a large pension provider.

Service Unit: Strategic Finance

Budget Holder(s): Robin Ingleton

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE


Premises - -

Transport 7 12

Supplies & Services 769 1,311



Capital Charges - -


INCOME




Rent Income - -

Interest Income - -


Other Income 48 48



APPROPRIATIONS




39


40

STRATEGIC SERVICES What does the Service Unit do? Strategic Services was formed on the 2nd of April 2012. The overall aim of the service is to support the Council in achieving its Efficient Council priority. The service as a whole provides support to the Executive Team at a corporate level. It provides the functions to enable major organisational change and has responsibility for the programme management of the Transformation, Efficiency & Change (TEC) programme. It is the custodian of standards for a range of corporate responsibilities on behalf of the Executive and as part of the Finance Directorate provides key functions in support of the strategic development of the Council. For 2013/14 the service will consist of the following functions:

• Strategic Human Resources - This function incorporates Strategic HR, HR Business Partnering, Workforce Planning and Development, Health and Safety and Equality and Diversity, and Client management of the HR service provided by Mouchel;

• Strategic ICT - This function covers the development and implementation of the Council’s ICT Strategy and Digital Challenge for the town, and the Client management of the ICT service provided by Mouchel;

• Transformation - This function is responsible for the programme management of the TEC programme, change management at a Council wide level, Business Improvement resources to support major projects and Project and Programmes Management;

• Research and Information - This function provides the Council with a corporate research and information capability to provide high quality data and information to the Executive Team, Cabinet and Services;

• Contract Management - This function covers the management of the partnership contract with Mouchel, and ensures consistency and effectiveness of client management arrangements across Council client functions;

• Community Safety - This function has responsibility for strategic and operational community safety in Bournemouth. The function also has responsibility for CCTV;

• Policy Strategy and Performance - The primary responsibilities of this function are the management and development of the Corporate Planning and Performance functions for the Council, as well as developing new initiatives and funding opportunities and preparing submissions for awards.

Service Unit: Strategic Services

Budget Holder(s): Richard Saunders

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

EXPENDITURE



Transport 26 9


Third Party & Transfer Payments 865 259




INCOME

Government Grants 469 -


Customer, Client Receipts & Fees 16,715 348

Rent Income - -

Interest Income - -


Other Income - -



APPROPRIATIONS




41


Page Description Levies

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

Flood Defence Levy 196 196

Sea Fisheries Levy 27 27

NET COST TO SUMMARY 223 223

42


Page Description Non-Service Operating

Items

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

Depreciation/Impairment of Fixed Assets (18,858) (17,884)

Minimum Revenue Provision 3,022 3,022

Voluntary Revenue Provision 1,312 1,312

NET COST TO SUMMARY (14,524) (13,550)

APPROPRIATIONS

Minimum Revenue Provision (1,063) (1,063)

Voluntary Revenue Provision (1,512) (1,512)

Contributions To/(From) Reserves (2,575) (2,575)

(17,099) (16,125)

43


Page Description Corporate Items

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

Corporate Contingency 2,845 2,696

TEC Savings - (2,001)

Corporate Funding Items

New Homes Bonus (166) (2,881)

Education Services Grant (formerly LACSEG) - (1,684)

2012/13 Council Tax Freeze Grant (2,013) -

666 (3,870)

44


Page Description Interest Items

General Fund Only

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

Interest Payable and Similar Charges (inc. Debt

Redemption Premia)1,106 416

External Interest Received (1,132) (1,027)

Internal Interest Received (396) (921)

NET INTEREST (422) (1,532)

45


Page Description Corporate Appropriations

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

Contributions from General Balances to Revenue (79) (1,808)

Provision for National Insurance 40 -

Single Status 53 53

Provision for Superannuation 310 -

Carbon Reduction provision 140 86

Local Improvement Fund 90 -

Internal Borrowing 434 287

Welfare Reform Provision - 772

988 (610)

46


Page Description Corporate Revenue

Contribution to the

Capital Fund

2012/13 2013/14


Budget

£'000

Original

Budget

£'000

Capital Contribution from Revenue: General Fund 535 515

Capital Asset Management Group - Backlog

Maintenance84 84

Capital Asset Management Group - Disability

Discrimination Act585 585

Feasibility Funding 463 463

1,667 1,647

47

48

Housing

Revenue

Account

49


50

HOUSING REVENUE ACCOUNT

What does the Service do?

The Housing Landlord team is responsible for the ring-fenced, self-financing Housing Revenue Account (HRA), managing nearly 6,000 council and leasehold homes. The self-financing of the HRA results from the buy-out on 28 March 2012 whereby the Council took on £42.488m of debt from the national housing subsidy system. Councils with a housing stock are then expected to maintain a self-financing HRA by balancing their income through rents and other sources with their expenditure in the management and maintenance of the housing stock and the loan repayments in support of the outstanding debt. The Service Unit operates a building maintenance service, comprising directly employed and partnered contracted staff, available to any function of the Council, and a Corporate Maintenance Team responsible for building maintenance works to Council owned buildings. Following the Council’s recent partnership arrangement the Service Unit, through its In-House Building Maintenance Team, is now a sub-contractor to Mouchel for corporate hard facilities management.


Service Unit: Housing, Parks & Bereavement

Services

Budget Holder(s): Gary Josey

2012/13 2013/14

Subjective Analysis Revised

Budget

£'000

Original

Budget

£'000

Income

Dwelling Rents (gross) 19,995 20,803

Non-Dwelling Rents (gross) 355 364

Charges for Services & Facilities 674 747

Contributions towards expenditure 744 751

Feed-in Tariff (Photovoltaic Scheme) 501 690

Total Income 22,269 23,355

Expenditure

Repairs & Maintenance 4,135 4,103

Supervision & Management 5,058 5,466

Rent, rates, taxes & other charges 108 110

Negative Subsidy Payable 16 -

Bad or Doubtful Debts 192 192

Capital financing costs (debt management costs) 73 73

Depreciation - Dwellings 3,963 5,465

Depreciation - Non Dwellings 33 33

Photovoltaic expenses 2 126

Total Expenditure 13,580 15,568

Net Income to HRA Services 8,689 7,787

Capital Charges

- Capital Interest 2,448 2,496

- Interest Receivable (29) (78)

2,419 2,418

Net Operating Expenditure - Surplus / (Deficit) 6,270 5,369

Appropriations

Repayment of Principal 100 200

New Build Programme - 7,250

Revenue Contribution to Capital 3,433 2,754

Transfers to / from the Major Repairs Reserve (33) (33)

3,500 10,171

Surplus / (Deficit) on the HRA for the Year 2,770 (4,802)

HRA BALANCE B/FWD 3,591 6,361

HRA BALANCE C/FWD 6,361 1,559

51

52

Capital

Programme

53

54

Current Estimated Estimated Estimated TotalApproved Allocations Allocations Allocations Programme

Portfolio Programme2012/13 2013/14 2014/15 2015/16 2012/16

£'000 £'000 £'000 £'000 £'000Adult Social Care Total 380 0 0 0 380Children's Social Care Total 44 0 0 0 44Communities Learning & Commissioning Service Total 27,919 14,022 3,146 0 45,087Strategic Services Total 171 736 0 0 907Corporate Total 1,235 0 0 0 1,235BHLive Client Total 1,381 0 0 0 1,381Environmental Health & Consumer Services Total 1,624 0 0 0 1,624Housing Landlord & Parks Total 7,242 761 27 0 8,030Planning & Transport Total 10,613 6,972 3,581 0 21,166Technical Services Total 7,515 60 0 0 7,575Tourism & Corporate Comms Total 875 156 0 0 1,031

55 Total Programme 58,999 22,707 6,754 0 88,460

Funding 2012/13 2013/14 2014/15 2015/16 2012/16

£'000 £'000 £'000 £'000 £'000

Capital Fund and Revenue Contributions 5,098 956 0 0 6,054

Capital Receipts 7,403 233 0 0 7,636

Prudential Borrowing 7,726 2,815 1,327 0 11,868

Total Council Contribution 20,227 4,004 1,327 0 25,558

Education Grants 24,801 11,621 1,846 0 38,268

Miscellaneous Grants 9,695 3,827 995 0 14,517

Supported Borrowing SCE(R) - previous allocations 893 0 0 0 893

Third Party Contributions 3,383 3,255 2,586 0 9,224

Total External Contribution 38,772 18,703 5,427 0 62,902

Total Funding 58,999 22,707 6,754 0 88,460

SUMMARY OF GENERAL FUND CAPITAL PROGRAMME 2012 TO 2 016(Excluding Housing Revenue Account)

Current Planned Planned Planned Medium Term

Scheme Details Approved Programme Programme Programme Financial

Programme Plan Total

2012/13 2013/14 2014/15 2015/16 2012 to 2016

£'000 £'000 £'000 £'000 £'000

ADULT SOCIAL CARE

Vehicle Replacement Rolling Programme 220 0 0 0 220

April Court 42 0 0 0 42

Childrens & Adults Care Management System (Year 2) 118 0 0 0 118

ADULT SOCIAL CARE TOTAL 380 0 0 0 380

CHILDREN'S SOCIAL CARE

Improving transitions for disabled young people 44 0 0 0 44

CHILDREN'S SOCIAL CARE TOTAL 44 0 0 0 44

COMMUNITIES LEARNING & COMMISSIONING SERVICE

Basic needs

Primary schools 71 100 0 0 171

Queen's Park Infants - phase 3 10 0 0 0 10

St Michael's CE Primary 3,072 420 0 0 3,492

King's Park Primary 3,237 0 0 0 3,237

St Katharine's Primary - expansion 285 0 0 0 285

Muscliff Primary - expansion 972 25 0 0 997

Winton Primary - temp classrooms 551 25 0 0 576

Kingsleigh Primary - temp classrooms 115 0 0 0 115

Christ the King RC Primary - refurbishment 75 0 0 0 75

Primary Academy project 450 1,854 1,846 0 4,150

St Walburga's Catholic Primary School - additional school places 50 250 0 0 300

Stourfield Infant School - additional school places 30 200 0 0 230

Academy

The Bishop of Winchester 100 0 0 0 100

The Bourne Academy - project management 92 0 0 0 92

The Bourne Academy - main scheme 8,678 1,258 0 0 9,936

The Bishop of Winchester Academy - main scheme 7,019 6,690 0 0 13,709

Hadow Road - highway works 1,126 0 0 0 1,126

Other

Autistic Spectrum disorders provision 800 3,200 1,300 0 5,300

Early years 2 0 0 0 2

Capitalised repairs 1,130 0 0 0 1,130

School meals projects 15 0 0 0 15

Libraries 28 0 0 0 28

Statutory Priorities

Access initiative 11 0 0 0 11

COMMUNITIES LEARNING & COMMISSIONING SERVICE TOTAL 27,919 14,022 3,146 0 45,087

STRATEGIC SERVICES

Finance system 0 736 0 0 736

ICT infrastructure 136 0 0 0 136

Safebus 35 0 0 0 35

STRATEGIC SERVICES TOTAL 171 736 0 0 907

CORPORATE

CAMG : Backlog maintenance 608 0 0 0 608

CAMG : DDA Works 166 0 0 0 166

Feasibility 461 0 0 0 461

CORPORATE TOTAL 1,235 0 0 0 1,235

BHLIVE CLIENT

BIC - maintenance plan 2011/12 72 0 0 0 72

Pavilion/Leisure Centres - maintenance plan 2011/12 39 0 0 0 39

BIC - maintenance plan 2012/13 246 0 0 0 246

Pavilion/Leisure Centres - maintenance plan 2012/13 306 0 0 0 306

Pavilion Theatre - Meyrick Estate 22 0 0 0 22

Pavilion Theatre - drama and movement centre 499 0 0 0 499

Pelham's Park Leisure Centre - new leisure centre 110 0 0 0 110

Pavilion Theatre - stage renovations & acoustic 65 0 0 0 65

Pavilion Theatre - stage lift 22 0 0 0 22

BHLIVE CLIENT TOTAL 1,381 0 0 0 1,381

ENVIRONMENTAL HEALTH & CONSUMER SERVICES

Mortuary 106 0 0 0 106

Elliott Rd Industrial Estate - contaminated land investigations 5 0 0 0 5

Housing - private grants & loans 1,513 0 0 0 1,513

ENVIRONMENTAL HEALTH & CONSUMER SERVICES TOTAL 1,624 0 0 0 1,624

GENERAL FUND CAPITAL PROGRAMME 2012 TO 2016

(Excluding Housing Revenue Account)

56




2012/13 2013/14 2014/15 2015/16 2012 to 2016

£'000 £'000 £'000 £'000 £'000



HOUSING LANDLORD & PARKS

Leisure Services

Parks Investment Plan - 2009/13 381 0 0 0 381

Kings Park Nursery - modernisation (Year 2) incl Biomass Boiler 5 0 0 0 5

Heathlands Mitigation - Strouden public open space 18 0 0 0 18

Springbourne Park - feasibility 1 0 0 0 1

Slades Farm - cycle track 228 0 0 0 228

Iford Lane Pavilion - changing Facilities 32 5 0 0 37

Redhill Park - improvements 4 0 0 0 4

Heathlands Mitigation - Queen's Park 53 0 0 0 53

Heathlands Mitigation - Slades Farm 11 0 0 0 11

Hengistbury Head Visitor Centre 1,000 130 0 0 1,130

Elizabeth Gardens Allotment 84 0 0 0 84

Boscombe Regeneration 124 0 0 0 124

Heathlands Mitigation - Muscliff River Restoration 55 0 0 0 55

Lower Gardens - kiosks 265 35 0 0 300

Kings Park Nursery - boiler room upgrade 40 0 0 0 40

Housing - General fund

Transformation Board - solar panels 2,771 0 0 0 2,771

Transformation Board - solar panels (Corp Bldgs) 189 0 0 0 189

Bradpole Road/Craigmoor Road - Strouden Community Centre & 17 new build units 406 0 0 0 406

Vale Road Phase 2 & 3 - Curtis Lodge 632 0 0 0 632

Silver Jubilee Court 1 0 0 0 1

Draper Road - extra care sheltered housing 172 0 0 0 172

Wesley Close Council Houses - former TS Phoebe site 630 56 0 0 686

St Clements Garden - construction of 2 Council Houses 90 181 12 0 283

Kinson north - demolition of existing houses and construction of 2 zero carbon houses 50 354 15 0 419

HOUSING LANDLORD & PARKS TOTAL 7,242 761 27 0 8,030

PLANNING & TRANSPORT

Coast Protection

Beach Improvement Scheme - MAF3-15 5 0 0 0 5

Timber Groyne Replacement Programme - MAF3-16 11 0 0 0 11

Hengistbury Head Long Groyne - MAF3-18 11 0 0 0 11

Timber Groyne Repairs 277 55 0 0 332

Highway Maintenance

Superfast Broadband 71 0 0 0 71

The Next Stop - better bus area fund 3,211 1,109 0 0 4,320

Gladstone Mews - build 11 affordable family houses 66 1,536 0 0 1,602

Roumelia Lane 1 0 0 0 1

Planning & Transport Programme

Active travel & greener travel choices

North South cycle route - Harewood Ave phase 3 1 0 0 0 1

North South cycle route - Kings Park phase 3 1 0 0 0 1

King's Park area Measures to promote cycling - package 3 1 0 0 0 1

Winton & Glenmoor schools cycle route 1 0 0 0 1

Accessibility - community transport 3 0 0 0 3

Castle Lane East Measures to promote cycling - package 1 5 0 0 0 5

Castle Lane West Measures to promote cycling - package 2 5 0 0 0 5

A338 Corridor Measures to promote cycling - package 4 5 0 0 0 5

Holdenhurst Road adjacent to Travel Interchange - toucan crossing 10 0 0 0 10

Air quality 10 0 0 0 10

EV Charging infrastructure 10 0 0 0 10

Christchurch Road (Sheepwash) toucan crossing 25 0 0 0 25

Town Centre Area Scheme - Gervis Place 3 0 0 0 3

Strouden Area Scheme - phase 1 3 0 0 0 3

Town Centre Area Works 4 0 0 0 4

Northbourne Area Scheme Phase 2 - Persley Road, Dolphin Road, Alderley Road 5 0 0 0 5

B3064 Charminster Rd 9 0 0 0 9

Moordown Area Maintenance works (Limited Road, Naseby Road, Easter Road) 10 0 0 0 10

Moordown Area Scheme - phase 3 - Wimborne Road 85 0 0 0 85

Springbourne Area Scheme - phase 1 - Southcote Road 85 0 0 0 85

Muscliffe Area Scheme - Muscliffe Lane 103 0 0 0 103

Kinson Area Scheme 110 0 0 0 110

57




2012/13 2013/14 2014/15 2015/16 2012 to 2016

£'000 £'000 £'000 £'000 £'000



Town Centre Area Scheme - phase 3 - Bath Road 175 0 0 0 175

Baring Road 280 0 0 0 280

Charminster Area Scheme - Heron Court Road, Lowther Road, St Lukes Road 495 0 0 0 495

Maintenance - Other

Street Lighting 30 0 0 0 30

Surface Dressing 50 0 0 0 50

Hengistbury Head Car Park - part surface repairs and resurfacing 53 0 0 0 53

Footway Remedial Works 124 0 0 0 124

Maintenance - Principal Roads

Feasibility Design 34 0 0 0 34

A348 Ringwood Road - Mountbatten R'bt to Poole Lane R'bt 51 0 0 0 51

A348 Wallisdown Road - wheel cracking 126 0 0 0 126

A348 Ringwood Road, Longham (Bear Cross R'bt to Longham Bridge) 370 0 0 0 370

Maintenance - Structures

Hinton Road - retaining wall 7 0 0 0 7

A338 Wessex Way Bournemouth Station overbridge 13 0 0 0 13

Horseshoe Common Bridge - PRN - repair expansion joints 48 0 0 0 48

A338 Lansdowne Road Bridge 90 0 0 0 90

A338 Footbridge - repainting 100 0 0 0 100

A338 Richmond Park interchange 100 0 0 0 100

Tuckton Bridge - option B major remedials 139 0 0 0 139

Maintenance Other

Roumelia Lane 3 0 0 0 3

Manage & Maintain the existing Network more efficiently

Noise Action Plan - mitigation measures 5 0 0 0 5

Traffic monitoring data and equipment 15 0 0 0 15

Parking rationalisation / enforcement - sites to be determined 15 0 0 0 15

CCTV Cameras 20 0 0 0 20

ITS Measures 20 0 0 0 20

Holdenhurst Road / Richmond Park Road - RSA Measures 22 0 0 0 22

Feasibility design 31 0 0 0 31

A338 Wessex Way - telemetry 36 0 0 0 36

UTC improvements 40 0 0 0 40

Disabled parking bays 43 0 0 0 43

Optimisation of UTC Network, SCOOT validation etc 51 0 0 0 51

A338 Wessex Way (Kings Park Slip) - design & development 57 0 0 0 57

Minimise need to Travel

Richmond Hill / St Stephens Road Public Realm Improvement - design & development 4 0 0 0 4

Public Transport Alternatives to the car

Gervis Place - bus priority 8 0 0 0 8

A35 Christchurch Rd, St Johns RD, Boscombe Cres 10 0 0 0 10

Boscombe bus station access TRO 10 0 0 0 10

Holdenhurst Road - Springbourne traffic management 18 0 0 0 18

Transport information 20 0 0 0 20

Bus priority at signals 20 0 0 0 20

Kings Park - traffic management 45 0 0 0 45

Strategic Network Improvements

Christchurch Road (Phase 1) - Manor Road to Boscombe Spa Rd Phase 1 - junction &

highway corridor improvements7 0 0 0 7

Multi Modal Model - contribution to production of SED model 25 0 0 0 25

LTP3 support 25 0 0 0 25

LTP3 feasibility studies 30 0 0 0 30

Tuckton Roundabout - lining 5 0 0 0 5

Iford roundabout - lining & cycling lanes 6 0 0 0 6

St Peters roundabout, Bath Rd - lining 7 0 0 0 7

Charminster Rd, Fitzharris Avenue to Richmond Park Ave - junction treatment 10 0 0 0 10

Various - Cluster Sites Lining & signing 15 0 0 0 15

A3049 Richmond Park Road / Queens Park South Drive - junction 18 0 0 0 18

A35 Christchurch Road / Harewood Avenue & Droxford Rd - junction 20 0 0 0 20

Feasibility design 35 0 0 0 35

Casualty Reduction - minor improvement works 45 0 0 0 45

LSTF Small bid 0 1,240 1,362 0 2,602

Be Smart - Measures for commuters

Stourfield Cycle route 6 0 0 0 6

Shillingstone Drive - extension of 20 MPH zone 6 0 0 0 6

58




2012/13 2013/14 2014/15 2015/16 2012 to 2016

£'000 £'000 £'000 £'000 £'000



Cemetery Junction - cycle facilities 14 0 0 0 14

Queens Park Avenue - pedestrian and cyclist improvements 21 0 0 0 21

Smarter choices 27 0 0 0 27

Measures to aid cycling 32 0 0 0 32

RoW improvements 34 0 0 0 34

Increase on street cycle parking provision, particularly in residential areas with high

propensity to cycle35 0 0 0 35

Subsidised cycle parking and storage fund for workplaces 35 0 0 0 35

Website and smartphone app, investment, development and manager 39 0 0 0 39

Creation of car club, promotion and awareness to support car club creation 46 0 0 0 46

Stour Valley Corridor (phase 1) - cycleway project 49 0 0 0 49

A35 Christchurch Road, Pokesdown near Tesco Express toucan crossing 50 0 0 0 50

Turbary Park Avenue - pedestrian and cycle improvements 50 0 0 0 50

Cycle hire scheme 52 0 0 0 52

Shillingstone Drive - 20 MPH Zone (Muscliffe Lane & Shillingstone Drive) 55 0 0 0 55

East Howe (Academy Site) Toucan and cycle facilities 65 0 0 0 65

Other cycle and pedestrian improvements 75 0 0 0 75

Accessibility schemes 82 0 0 0 82

Upgrade pelican crossings 108 0 0 0 108

Castle Lane West showcase cycle route 160 0 0 0 160

Ringwood Road & Poole Lane - cycle lanes 170 0 0 0 170

Be Smart - Measures to encourage active travel to university and schools

Subsidised cycle parking fund for schools. 50 0 0 0 50

Be Smart - Measures to reduce vulnerable road user casualties

St Luke's School - 20 MPH Zone (extension) 3 0 0 0 3

Muscliffe - links to school project 6 0 0 0 6

St Catherine's / St Peters area - links to schools project 9 0 0 0 9

Accessibility - other studies 10 0 0 0 10

Various - Safer routes to school - signing & lining improvements 20 0 0 0 20

LSTF Large bid 0 3,032 2,219 0 5,251

Active Corridor Management - Dedicated enforcement of existing

parking/loading/movement TRO's15 0 0 0 15

Electric Vehicle Charging 23 0 0 0 23

ITS Improvements - Bournemouth Combined

ITS Improvements - monitoring / comms 20 0 0 0 20

ITS Improvements - CCTV 50 0 0 0 50

ITS Improvements - VMS + CPG 60 0 0 0 60

ITS Improvements - signal upgrade / refurb and optimisation in RTI 119 0 0 0 119

Bus Shelter / stop upgrades - bus stop footway improvements all stops 217 0 0 0 217

Bus Shelter / stop upgrades - shelters, superstops, RTI etc 220 0 0 0 220

Network Improvements - Public Transport/Cycling/Walking Infrastructure

Travel Interchange to Town Centre - quiet cycle route via Horseshoe Common 8 0 0 0 8

Ashley Road / Centenary Way - remodelled junction to provide enhanced pedestrian /

cycle facilities10 0 0 0 10

Castle Lane East - Riverside to Iford roundabout - cycle lanes 12 0 0 0 12

Pokesdown Station - accessibility improvements - secure cycle storage 19 0 0 0 19

Lansdowne to Town Centre - Old Christchurch Road pedestrian and cycle improvements 20 0 0 0 20

Bournemouth Travel Interchange - secure bike cage (accessed through smart card

scheme)21 0 0 0 21

Iford To Southbourne Road - inset parking bays, cycle lanes 30 0 0 0 30

Design Fees for network improvement scheme 30 0 0 0 30

Bournemouth Travel Interchange - bike hire scheme 32 0 0 0 32

Christchurch Road - Palmerston Road to St Swithuns Road - toucan crossing in St

Swithuns Road39 0 0 0 39

Boscombe Precinct - public realm - regeneration scheme 40 0 0 0 40

Christchurch Road - Palmerston Road to St Swithuns Road - enhancements to existing

bus / cycle lanes44 0 0 0 44

Boscombe West - Centenary Way to St Johns Road - Boscombe Crescent public realm

improvements55 0 0 0 55

Lansdowne to Town Centre - Bath Hill Roundabout junction treatment 73 0 0 0 73

Town Centre AAP - Declutter, legibility enhancements and other facilities to encourage

walking / cycling 86 0 0 0 86

Christchurch Road - Warnford Road to Droxford Road streetscape improvements 116 0 0 0 116

Local contributions from smarter choices 143 0 0 0 143

59




2012/13 2013/14 2014/15 2015/16 2012 to 2016

£'000 £'000 £'000 £'000 £'000



Hospital Hub - provision of new bus hub 152 0 0 0 152

Bournemouth Travel Interchange - environmental, operational improvements 185 0 0 0 185

Boscombe East - St James Square - homezone linked to corridor 284 0 0 0 284

Travel planning

Travel Planning - organisational travel planning 8 0 0 0 8

PLANNING & TRANSPORT TOTAL 10,613 6,972 3,581 0 21,166

TECHNICAL SERVICES

Waterfront 1,994 0 0 0 1,994

Westover Rowing Club 83 0 0 0 83

Transformation Board - atrium 26 0 0 0 26

Parkway House - office accommodation strategy 78 0 0 0 78

Madeira Road car park 4,050 0 0 0 4,050

Town Hall 164 0 0 0 164

Vehicle procurement 1,011 0 0 0 1,011

LED lighting programme 109 60 0 0 169

TECHNICAL SERVICES TOTAL 7,515 60 0 0 7,575

TOURISM & CORPORATE COMMS

Kinson Community Library & Info Centre - Kinson hub 85 0 0 0 85

Russell Cotes Art Gallery and Museum - café refurbishment 93 0 0 0 93

Web transformation 2 0 0 0 2

Town Centre - signage and delivery plan 106 0 0 0 106

Olympic torch relay 90 0 0 0 90

Solent Beach complex at Southbourne 0 75 0 0 75

Coastal activity park 347 81 0 0 428

Boscombe Spa Village - refurb of seafront, pier and surf reef 146 0 0 0 146

Seafront - Bournemouth Pier renovations 3 0 0 0 3

Boscombe sea change - further development of regeneration work 3 0 0 0 3

TOURISM & CORPORATE COMMS TOTAL 875 156 0 0 1,031

TOTAL PROGRAMME 58,999 22,707 6,754 0 88,460

60

Forecast Estimate Estimate Estimate Total HRA

2012/13 2013/14 2014/15 2015/16 Capital Exp

£ £ £ £ £

Basic Planned Maintenance Programme

External Works 160,000 1,300,000 1,500,000 1,850,000 4,810,000

Re-Roofing 150,000 1,140,000 620,000 570,000 2,480,000

Kitchen Refurbishments 1,055,000 1,055,000 1,055,000 1,055,000 4,220,000

Bathroom Refurbishments 627,000 627,000 627,000 627,000 2,508,000

Windows 307,000 600,000 625,000 640,000 2,172,000

Boiler replacement 456,000 450,000 450,000 450,000 1,806,000

Communal system 380,000 300,000 200,000 200,000 1,080,000

Upgrading of Lifts 270,000 250,000 130,000 100,000 750,000

Bedroom extensions 150,000 200,000 200,000 200,000 750,000

Fire Precautions/Detectors 80,000 200,000 200,000 200,000 680,000

Common Areas 100,000 152,800 180,000 140,000 572,800

Doors 180,000 150,000 250,000 300,000 880,000

Rewiring 150,000 150,000 150,000 150,000 600,000

Facia & Soffit Renewals PVC-u 80,000 150,000 130,000 150,000 510,000

Hot Water Systems 120,000 120,000 150,000 150,000 540,000

Door Entry Systems - 100,000 100,000 100,000 300,000

Chimneys 10,000 60,000 45,000 45,000 160,000

Ventilation Systems 30,000 50,000 30,000 30,000 140,000

Central Heating 40,000 40,000 40,000 40,000 160,000

Warden Call Systems - 40,000 38,800 23,800 102,600

Flat Roof Replacement 15,000 30,000 30,000 30,000 105,000

Roof Structure 15,000 30,000 30,000 30,000 105,000

Structural Repairs 30,000 30,000 30,000 30,000 120,000

External Lighting 30,000 30,000 30,000 30,000 120,000

Sound Insulation 15,000 15,000 15,000 15,000 60,000

Additional communal facilities 30,000 30,000

Staff time allocation to capital projects 275,000 282,000 289,000 846,000

Sub-Total 4,480,000 7,544,800 7,137,800 7,444,800 26,607,400

Insulation / energy efficiency 300,000 300,000 300,000 300,000 1,200,000

Remodelling / sheltered upgrades 100,000 500,000 500,000 500,000 1,600,000

Environmental improvements 100,000 100,000 100,000 100,000 400,000

Electric-gas conversion 500,000 500,000 500,000 500,000 2,000,000

Disabled adaptations 400,000 400,000 400,000 400,000 1,600,000

Photovoltaic Capital Scheme 2,771,000 2,771,000

Right to Buy Administration - 13,000 13,000 13,000 39,000

New Build Development 2,255,755 4,267,000 6,681,000 13,203,755

Total 10,906,755 13,624,800 15,631,800 9,257,800 49,421,155

Funding of Capital Programme

Prudential Borrowing 3,201,100 2,295,000 5,372,000 10,868,100

Major Repairs Reserve 3,816,100 7,430,800 6,065,300 5,786,600 23,098,800

Revenue Contributions 3,432,580 2,754,000 3,176,000 3,180,500 12,543,080

HCA/S106/Other 287,000 660,000 680,500 1,627,500

Spendable Capital Receipts 169,975 485,000 338,000 290,700 1,283,675

Total Funding 10,906,755 13,624,800 15,631,800 9,257,800 49,421,155

Bournemouth Borough Council - Housing Revenue Account

Capital Programme 2013/14 to 2015/16

61

62

Medium

Term

Financial

Plan

2013/14 to

2015/16

63

64

65

The Medium Term Financial Plan 2013/14 – 2015/16

Forecast General Fund position @ 22 Feb 2013 2013/14 2014/15 2015/16

£000's £000's £000's

Estimated expenditure

Base service expenditure requirement 318,878 320,374 321,121

Other corporate items (9,809) (9,847) (9,086)

Additional unavoidable pressures 9,551 8,742 10,602

Initial assessment of required resources 318,620 319,269 322,637

Estimated income

Core government funding & grants (84,960) (80,131) (75,901)

Local income from fees & charges (147,329) (147,337) (147,409)

Local Council Tax 1 (73,395) (71,709) (72,249)

Forecast funded budget (305,684) (299,177) (295,559)

Known gross resourcing pressure 12,936 20,092 27,078

Mitigation proposals

Transformation, Efficiency & Change Savings (8,338) (10,330) (12,338)

Other savings & efficiencies (1,790) (1,790) (1,790)

Application of other Council resources (2,808) 0 0

Total Mitigation Proposals (12,936) (12,120) (14,128)

Known net resourcing pressure @ 1 Feb 2013 0 7,972 12,950

Cumulative net resourcing pressure @ 1 Feb 2013 0 7,972 20,922

1 Total Local Council Tax resources to be applied in 2013/14 include £71.195m plus a further

£2.2m brought surplus on the Collection Fund from 2012/13

To view the full Medium Term Financial Plan Report approved by Council on 26 February 2013 please visit http://www.bournemouth.gov.uk/CouncilDemocracy/Councillors/CouncillorCommitteeMeeting/Council/2013/02/26/Council26-Feb-2013.aspx

66

Financial

Reserves

Analysis

67

68

EARMARKED RESERVES - CASH ANALYSIS ESTIMATED BALANCES FOR 31 MARCH 2013

Name Balance as at 31

March 2012

Contributions to

Reserves in year

Transfers out of

Reserve in year

Estimated Balance as

at 31 March 2013

£ £ £ £

General Fund (un-earmarked) 21,163,570 1,000,000 (1,554,000) 20,609,570

Insurance Funds 10,770,560 0 0 10,770,560

Borrow to Invest Reserve (2,387,320) 494,000 (1,500,000) (3,393,320)

Personnel Training Account 232,400 0 0 232,400

Elections Reserve 277,040 0 0 277,040

Yellow Buses Sale Costs Reserve 20,000 0 0 20,000

Building Schools for the Future 663,410 0 0 663,410

Libraries - PFI Interest Reserve 2,026,210 0 (235,000) 1,791,210

Libraries - Capital Finance 5,870 0 0 5,870

Superannuation Account 7,580,670 0 0 7,580,670

Local Improvement Fund 19,410 0 (19,410) 0

Managing Change Fund 752,340 420,000 (140,000) 1,032,340

Single Status Reserve 6,579,750 0 (217,760) 6,361,990

Equal Pay Back Pay Reserve 6,000,000 0 0 6,000,000

Community Action Fund 489,330 225,000 (298,570) 415,760

Recession Fund Reserve 457,350 0 (394,000) 63,350

Redundancy Reserve 1,597,320 0 (547,060) 1,050,260

Unspent Revenue Grants 7,798,880 0 (1,000,000) 6,798,880

Other earmarked reserves 3,385,110 1,064,240 (257,800) 4,191,550

Earmarked Reserves excluding Schools, HRA & Capital 46,268,330 2,203,240 (4,609,600) 43,861,970

Total Reserves excluding Schools, HRA & Capital 67,431,900 3,203,240 (6,163,600) 64,471,540

Capital Reserves 35,326,720 6,437,000 (9,972,000) 31,791,720

HRA Reseves 6,009,220 6,699,000 (3,816,000) 8,892,220

Schools Balances 3,124,690 0 (1,265,630) 1,859,060

Total Reserves 111,892,530 16,339,240 (21,217,230) 107,014,540

69

EARMARKED RESERVES - CASH ANALYSIS ESTIMATED BALANCES FOR 31 MARCH 2014

NameEstimated Balance

as at 31 March 2013

Transfers out

1 April 2013

Transfers in

1 April 2013

Estimated Balance

as at 1 April 2013

Contributions in

year

Transfers out of

Reserve in year

Estimated Balance

as at 31 March

2014 if no further

approvals during

the year

£ £ £ £ £ £ £

General Fund (un-earmarked) 20,609,570 (5,800,000) 14,809,570 0 0 14,809,570

Insurance Funds 10,770,560 (3,500,000) 0 7,270,560 0 0 7,270,560

Borrow to Invest Reserve (3,393,320) 0 0 (3,393,320) 494,000 0 (2,899,320)

Personnel Training Account 232,400 (232,400) 0 0 0 0 0

Elections Reserve 277,040 (127,040) 0 150,000 0 0 150,000

Yellow Buses Sale Costs Reserve 20,000 (20,000) 0 0 0 0 0

Building Schools for the Future 663,410 (663,410) 0 0 0 0 0

Libraries - PFI Interest Reserve 1,791,210 0 0 1,791,210 0 (275,000) 1,516,210

Libraries - Capital Finance 5,870 (5,870) 0 0 0 0 0

Superannuation Account 7,580,670 (6,580,670) 0 1,000,000 0 0 1,000,000

Local Improvement Fund 0 0 90,000 90,000 0 0 90,000

Managing Change Fund 1,032,340 0 310,000 1,342,340 0 (728,700) 613,640

Single Status Reserve 6,361,990 (6,361,990) 0 0 0 0 0 Single Status Reserve 6,361,990 (6,361,990) 0 0 0 0 0

Equal Pay Back Pay Reserve 6,000,000 0 0 6,000,000 0 0 6,000,000

Community Action Fund 415,760 0 84,240 500,000 0 (221,570) 278,430

Welfare Reform - Universal Credit 0 0 518,000 518,000 0 (518,000) 0

Recession Fund Reserve 63,350 0 436,650 500,000 0 (63,350) 436,650

Redundancy Reserve 1,050,260 0 0 1,050,260 0 0 1,050,260

Unspent Revenue Grants 6,798,880 0 0 6,798,880 0 0 6,798,880

Community Finance Initiative 0 0 15,000,000 15,000,000 0 (1,000,000) 14,000,000

Other earmarked reserves 4,191,550 0 0 4,191,550 891,800 (257,900) 4,825,450

Earmarked Reserves excluding Schools, HRA & Capital 43,861,970 (17,491,380) 16,438,890 42,809,480 1,385,800 (3,064,520) 41,130,760

Total Reserves excluding Schools, HRA & Capital 64,471,540 (23,291,380) 16,438,890 57,619,050 1,385,800 (3,064,520) 55,940,330

Capital Reserves (including £500k Road Rescue Fund) 31,791,720 0 1,500,000 33,291,720 515,000 (2,883,000) 30,923,720

HRA Reseves 8,892,220 0 0 8,892,220 12,715,000 (12,232,000) 9,375,220

Schools Balances 1,859,060 0 0 1,859,060 0 0 1,859,060

Total Reserves 107,014,540 (23,291,380) 17,938,890 101,662,050 14,615,800 (18,179,520) 98,098,330

70

Prudential

Code

Indicators

71

72

2012/2013 2012/2013 2013/2014 2014/2015

Approved Revised Estimate Estimate

Capital Expenditure £M £M £M £M

- General Fund 59.00 59.10 22.71 6.75

- HRA 6.15 10.91 13.63 15.63

Ratio Affordability Measure % % % %

- General Fund 2% 2% 2% 2%

- HRA 28% 28% 45% 43%

Incremental Impact on Council Tax £ £ £ £

- Supported Borrowing 0.00 0.00 0.00 0.00

- Unsupported Borrowing 0.00 0.00 0.00 0.00

Total Impact on Council Tax 0.00 0.00 0.00 0.00

Incremental Impact on Housing Rents £ £ £ £

- Supported Borrowing 0.75 1.21 16.77 0.00

- Unsupported Borrowing 0.00 0.00 0.00 0.00

Total Impact on Housing Rents 0.75 1.21 16.77 0.00

Capital Financing Requirement (closing) £M £M £M £M

- General Fund CFR 84 86 83 80

- HRA CFR 19 61 61 60

HRA Limit on Indebtedness £M £M £M £M

- HRA Debt Cap (as prescribed by CLG) not 69 69 69

- Difference between Debt Cap and HRA CFR applicable -8 -8 -9

£M £M £M £M

Authorised Limit - excluding HRA 0 86 83 80

£M £M £M £M

Operational Boundary - excluding HRA 0 53 50 46

Gross and Net Debt £M £M £M £M

- Outstanding Borrowing 62 62 62 62

- Less Investments 75 69 63 57

Net Debt -13 -7 -1 5

External Debt £M £M £M £M

Long Term

- PWLB 62 62 62 62

Short Term

- Other 0 0 0 0

62 62 62 62

Total Principal Sum Invested to final £M £M £M £M

maturities beyond the period: Maximum 5 years 10 10 10 10

Interest Rate Exposure Upper Limit Upper Limit Upper Limit Upper Limit

% % % %

- Variable Rate 4 4 4 4

- Fixed Rate 96 96 96 96

Debt Maturity Structure (Fixed Rate) 2013/14 Upper Limit Lower Limit

% %

Under 12 Months 10 0

1-2 Years 10 0

2-5 Years 10 0

5-10 years 20 0

10 years and above 95 50

PRUDENTIAL CODE INDICATORS

73

Prudential Indicators

Incremental Impact on Council Tax and Housing Rent - this is an indicator of affordability that shows the impact of capital

investment decisions on Council Tax and Housing Rent levels. The Council only makes use of unsupported borrowing to

support schemes that result in operational savings or extra income at least sufficient to cover the borrwoing costs and as

such have no impact on Council Tax or the Revenue Budget Requirement.

Capital Expenditure - this indicator is set to ensure that the level of proposed capital expenditure remains within

sustainable limits and, in particular, to consider the impact on Council Tax and in the case of the HRA, housing rent levels.

Ratio Affordability Measure - this is an indicator of affordability and highlights the revenue implications of existing and

proposed capital expenditure by identifying the proportion of the revenue budget required to meet financing costs. The

definition of financing costs is set out in the Prudential Code.

Adoption of the CIPFA Code of Practice in Treasury Management - the Council adopted the CIPFA Treasury Management

Code of Practice with effect from 1 April 2002 as amended by subsequent revisions of the Code.

The Operational Boundary links directly to the Council’s estimates of the CFR and estimates of other cashflow

requirements. This indicator is based on the same estimates as the Authorised Limit reflecting the most likely, prudent but

not worst case scenario but without the additional headroom included within the Authorised Limit.

The Capital Financing Requirement (CFR) measures the Council’s underlying need to borrow for a capital purpose. The

calculation of the CFR is taken from the amounts held in the Balance Sheet relating to capital expenditure and its

financing.

The Authorised Limit sets the maximum level of external borrowing on a gross basis (i.e. not net of investments) for the

Council. It is measured on a daily basis against all external borrowing items on the Balance Sheet (i.e. long and short term

borrowing, overdrawn bank balances and long term liabilities. This Prudential Indicator separately identifies borrowing

from other long term liabilities such as finance leases. It is consistent with the Council’s existing commitments, its

proposals for capital expenditure and financing and its approved treasury management policy statement and practices.

Gross and Net Debt - the purpose of this treasury indicator is to highlight a situation where the Council is planning to

borrow in advance of need.

Actual External Debt - this indicator is obtained directly from the Council’s Balance Sheet. It is the closing balance for

actual gross borrowing plus other long-term liabilities. This Indicator is measured in a manner consistent for comparison

with the Operational Boundary and Authorised Limit.

Total Principal Sum Invested to final maturities beyond the period - the purpose of this limit is to contain exposure to the

possibility of loss that may arise as a result of the Council having to seek early repayment of the sums invested.

Interest Rate Exposure - these indicators allow the Council to manage the extent to which it is exposed to changes in

interest rates.

Debt Maturity Structure (Fixed Rate) - this indicator highlights the existence of any large concentrations of fixed rate debt

needing to be replaced at times of uncertainty over interest rates and is designed to protect against excessive exposures

to interest rate changes in any one period, in particular in the course of the next ten years.

Credit Risk - the Council considers security, liquidity and yield, in that order, when making investment decisions. Credit

ratings remain an important element of assessing credit risk, but they are not a sole feature in the Council’s assessment of

counterparty credit risk. The Council also considers alternative assessments of credit strength, and information on

corporate developments of and market sentiment towards counterparties. The following key tools are used to assess credit

risk:

�� Published credit ratings of the financial institution (minimum A- or equivalent) and its sovereign (minimum AA+ or

equivalent for non-UK sovereigns);

�� Sovereign support mechanisms;

�� Economic fundamentals, such as a country’s net debt as a percentage of its GDP);

�� Corporate developments, news, articles, markets sentiment and momentum;

�� Subjective overlay.

�� Credit default swaps (where quoted);

The only indicators with prescriptive values remain to be credit ratings. Other indicators of creditworthiness are

considered in relative rather than absolute terms.

�� Share prices (where available);

74

75

GLOSSARY

This Glossary explains some of the terms that are used within this Budget Book or which may be encountered during discussions concerning Local Government Finance. Definitions are intended to assist the reader, rather than reflect the exact technical sense in which the terms are used.

Accruals basis The accounting concept which requires income and expenditure to be recognised as they are earned or incurred, and not as they are received and or paid.

Actuals Short for actual expenditure and income. The amount actually spent or received within a particular period, as compared to the estimated expenditure. Any difference between estimates and actuals is referred to as an over or (under) spend or a variance.

Appropriation This is a transaction between the revenue budgets of the Council and its reserves. It is not permitted to transfer funds directly between revenue and reserves, an appropriation should always be used.

Balances The amount of money still held at the end of a year after allowing for all the expenditure and income that has taken place. This may also be referred to as Reserves.

Base Budget The starting point for the budget process, the base budget is broadly in line with the budget that would be required to continue to provide services at the currently agreed level, i.e. the current budget plus any changes already agreed and any increase for inflation.

Billing Authority

A local authority empowered to set and collect Council Tax, and manage the Collection Fund, on behalf of itself and Precepting Authorities in its area.

Budget Requirement

The amount calculated by the authority as the estimated Net Revenue Expenditure allowing for movements in Reserves. It is therefore an estimate of the amount to be met from Formula Grant redistributed NNDR and from Council Tax Income.

Capital Charges

Charges to service revenue accounts to reflect the cost of depreciation of fixed assets used in the provision of services. These are reversed out below the Net Cost of Service line, so there is no impact on Council Tax.

Capital Expenditure

Expenditure on the acquisition of fixed assets or, expenditure which adds to, and does not merely maintain, the value of existing fixed assets.

Capital Receipts

Income that the Council receives from selling capital assets (buildings, land etc.). Such income may only be used to repay loan debt or to finance new capital expenditure.

CIPFA Chartered Institute of Public Finance and Accountancy – the leading professional accountancy body for public services.

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CIPFA Classifications

A standardised list defining income and expenditure into categories. The standard groupings are Employees, Premises, Transport, Supplies & Services, Third Party Payments, Transfer Payments, Support Services, Capital Charges, Government Grants, Other Grants, Reimbursements & Contributions, Customer & Client Receipts, Interest and Recharges Income.

Collection Fund

An account kept by the Council as Billing Authority into which Council Tax and NNDR are paid. The Fund pays out money to the General Fund and the Precepts made by the Police and Fire Authorities’, it also pays to the Government its share of NNDR collected.

Cost Centre A specific function or service area for which a budget is prepared and costs identified within the Council’s Accounts. The expenditure and income of a cost centre are under the control of a single manager.

Council Tax The local charge set by the Council in order to collect sufficient revenue to meet the demands on the Collection Fund. It is based on the value of the property. The Valuation Office Agency assesses the properties in each district area and assigns each property to one of eight valuation band (A to H). The level of Council Tax is set on the basis of the number of Band D equivalent properties. Council Tax levels for dwellings in other bands are set relative to the Band D baseline.

Depreciation The measure of the wearing out, consumption or other reduction in the useful economic life of a fixed asset. This may arise from use, passage of time or obsolescence through technological or other changes.

DSG Dedicated Schools Grant – A ringfenced grant provided to local authorities by the Department for Education to fund revenue expenditure within the Schools’ Budget.

Financial Regulations

The financial rules within which the Council conducts its affairs, these are available to view on the Council’s website.

Fixed Assets Assets that are purchased for long-term use and are not likely to be converted quickly into cash, such as land, buildings, equipment, vehicles, plant and machinery, community assets and investment properties.

General Fund The Council’s main revenue account, covering the net cost of all services other than Council Housing.

Formula Grant

General government grant is the main channel of funding for local authorities. There are no restrictions on what it can be spent on.

HRA Housing Revenue Account – The Council has to maintain separate accounts for its landlord service. The HRA is ring-fenced – special rules determine what charges can be made between the HRA & General Fund to ensure that rent payers do not subsidise Council Tax payers and vice versa.

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Impairment of Fixed Assets

A decrease of a fixed asset’s fair value due to damage, obsolescence etc.

Landlord Service

The council’s activities with regard to the letting and management of its housing stock. Transactions are recorded in the HRA.

LEA Budget Resources retained by the Authority to fund Educational services outside of the Schools’ Budget, includes areas such as Home to School Transport and Education Psychology services.

LEP Local Enterprise Partnership – is a joint initiative between public and private sector brought forward by authorities themselves to promote economic development.

LSP Local Strategic Partnership - brings together at a local level the different parts of the public sector as well as the private, business, community and voluntary sectors so that different initiatives and services support each other and work together.

NNDR National Non-Domestic Rate or Business Rates – The business rating system under which the level of charge is set nationally by the Government. The rates are collected by local authorities and paid into a national pool, which is then re-distributed to Councils on the basis of population.

PFI Private Finance Initiative – A form of Public Private Partnership where local authorities do not buy assets but rather pay for the use of assets held by the private sector.

Precept The amount of money a Precepting Authority requires from the Collection Fund. This is used to pay for the services that they provide.

Precepting Authority

Local authorities, including fire and police authorities, which cannot levy a council tax directly on the public but have the power to precept a Billing Authority.

Provision An amount of money set aside in the budget to meet liabilities that are likely to arise in the future, but which cannot be quantified with certainty.

Prudential Code

Allows authorities to undertake Unsupported Borrowing for capital purposes, having due regard to the Prudential Code which includes a range of Prudential Indicators.

Prudential Indicators

A range of Prudential Code Indicators is required to be set, monitored and approved by Full Council. They are designed to support and record local decision-making and not be comparative performance indicators, which would be counter-productive.

Recharges Charges to service revenue accounts for overheads, central support services and service management costs. Examples include accountancy, facilities management, legal services, property management and vehicle fleet management.

Reserves See Balances.

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Resource Allocation System (RAS)

RAS is a set of rules allowing a fair allocation of funding to people who need extra support.

Revenue Expenditure

Expenditure on day to day running expenses e.g. salaries, fuel etc.

Revenue Account

An account which records the Council’s day to day expenditure and income on such items as salaries and wages, running costs of service provision and the financing of capital expenditure.

Ring-Fencing Reserving a budget for a particular purpose, or ensuring that there are no transfers between one budget and another.

RSG Revenue Support Grant – A Government grant received to pay for expenditure from the General Fund. The amount of RSG paid is calculated on the basis of the Council’s Relative Needs Formula.

Schools’ Budget

Statutorily defined group of activities that may be funded by the Dedicated Schools Grant. Includes resources delegated to school governors and those retained and spent on behalf of schools in areas such as Special Educational Need and Early Years provision.

Section 151 Section 151 of the Local Government Act 1972 requires Councils to nominate an officer to be responsible for the proper administration of their financial affairs. This officer must report to the Council any unlawful financial activity involving the authority or if they believe expenditure is likely to exceed resources. For Bournemouth Borough Council, the Executive Director (Finance) is the Council’s S151 Officer.

SeRCOP Service Reporting Code of Practice - The framework devised by CIPFA that defines proper accounting practice with regard to consistent financial reporting for services, all local authorities in the United Kingdom are expected to adopt its requirements and recommendations.

Single Capital Pot

A process by which the Government allocates Capital Resources. All allocations through this process are effectively non-ringfenced resources, which allow the Authority discretion over how it actually allocates them. However, allocations within the Single Capital Pot are still made by individual Government departments; therefore there is a balance to be found between local decision making and the need to meet national priorities.

Specific Grants

Grants paid to the council for a specific purpose including housing benefit, housing improvement etc.

Spending Review

In a spending review the Government sets an overall total for public spending and defines the key improvements that the public can expect from these resources, for the period covered by the review.

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Statement of Accounts

A statutory financial document that sets out the financial position of the Council at 31 March each year, and the financial activities during the year.

Taxbase The number of Band D equivalent properties in a local authority’s area. This figure is used to calculate the Council’s Council Tax and also when the Government calculates grant entitlement.

Unsupported Borrowing

This was introduced through the Prudential Code. It is the undertaking of additional borrowing, over and above that which the Government is prepared to fund. Therefore the principal repayments, together with the interest on borrowings, need to be considered as part of a robust business case. This essentially allows the Council two options for the Capital scheme in question, either:

• the cost of borrowing is allowed to fall on the Council Tax payer through a higher level of Council Tax, or

• the cost of borrowing is met through a combination of efficiency savings and/or additional income generation.

Variance When comparing the amount actually spent within a particular budget with estimated expenditure, any difference between estimates and actuals is referred to as a variance or an over/under spend.

Virement A switch of resource from one budget to another or from one budget head to another. The rules concerning virements are contained in the Financial Regulations.

Documents

2013-2014 Budget Book - Bournemouth Borough Council elections · October 2010 and the Autumn Statement of November 2012. Developments in the ... than originally envisaged and therefore