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Moray CPB Budget and Prevention

Moray CPB Budget and Prevention. Calum Elliot March 2013. Overview. Wider context Cabinet priorities for the budget Public Sector Reform Prevention. Scottish Context. Reducing budget allocations New tax and borrowing powers Referendum Reputation for Competence.

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Moray CPB Budget and Prevention

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  1. Moray CPBBudget and Prevention Calum Elliot March 2013

  2. Overview • Wider context • Cabinet priorities for the budget • Public Sector Reform • Prevention

  3. Scottish Context • Reducing budget allocations • New tax and borrowing powers • Referendum • Reputation for Competence

  4. Longer and deeper consolidation Spending Review 2010 period Source: Table 1.4 Autumn Statement 2012

  5. Scotland Act 2012 - Financial provisions Act introduces: • Scottish rate of income tax in place of part of UK income tax • Devolution of stamp duty land tax and landfill tax • Power to introduce new Scotland-only taxes • New capital and revenue borrowing powers • Scottish cash reserve to manage fluctuations around devolved tax receipts • New institutional framework. Also planned (not in Act): offsetting reduction in Scottish block grantto take account of tax receipts

  6. Timeline in Context Scottish Rate of Income Tax (Transition Period) Scottish Rate of Income Tax (Full Implementation) Capital Borrowing Permitted Council Tax Benefit Devolved Stamp Duty and Landfill Tax Devolved 2020 2012 2015 2017 ? ? ? ? ? ? ? General Election Fiscal Consolidation Complete UK Spending Review 2013 (2 years only) Referendum Scottish Parliament Election Period 1: Most certain Period 2: Early indications ? ? Period 3: Various contributing factors to take into account

  7. Tax Revenues Raised in Scotland

  8. Cabinet Priorities for the Budget • Economic growth • Capital investment • Employment • Green investment • Fairness • Public Sector Reform • Securing increased fiscal powers

  9. Christie Commission “The greatest challenge facing public services is to combat the negative outcomes for individuals and communities arising from deep-rooted inequalities”

  10. The future? • We consider how to use the total resource • We spend less time and money fixing failure because we don’t need to • We change the map of deprivation • We support the economy and the delivery of social ambitions • And – as officials - we have a reputation for enabling solutions

  11. Public Sector Reform • Person centred • Asset based • Values driven • Partnership • Workforce and leadership • Improving performance • Action on Prevention

  12. Partnership Actions include: • New arrangements for Community Planning • Integrating Health and Social Care provision • Community Empowerment and Renewal Bill • Introducing legal duty to work together to place the child at the centre of service delivery planning

  13. People Actions include: • Community capability and capacity • Workforce and leadership development • Living Wage and pay restraint

  14. Improving performancesix (hard) questions • Do we all know what we are trying to achieve? • Are we prioritising most effective improvements? • Is everyone clear about how we aim to secure improvement? • Are we measuring and reporting progress? • Do we know what to do when progress is slow? • Are we identifying and spreading learning?

  15. Prevention • How much effort and money are we investing in: • Making good things happen • Stopping bad things happening • Fixing things that have gone wrong • Aim – to invest in 2 – to reduce 3 – which improves outcomes and allows us to maintain 1

  16. Prevention • Change Funds • Early Years Collaborative • Advisory Group on Prevention • Coherent story • Evidence • Tools • Sharing experience • Challenge

  17. Every community planning partnership will have a prevention plan • Are we investing in the activities we know will reduce future demand on public services and improve outcomes? • Can we demonstrate that we are reducing future need and improving outcomes? • Are we controlling costs and releasing savings?

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