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New Year, New Finance Business Briefing

Join us for a briefing on the new finance agenda for the upcoming year. Learn about the budget for 2016-17 and the impact it will have on the business sector. Network with funders and get valuable insights for your business.

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New Year, New Finance Business Briefing

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  1. Welcome to the New Year, New FinanceBusiness Briefing

  2. New Year New Finance Agenda 7.30am – 8.30am Registration 8.30am – 8.35am Rob Tinlin, Chief Executive 8.35am – 8.50am Joe Chesterton, Head of Finance 8.50am – 9.05am Councillor Ron Woodley, Leader 9.05am – 9.30am Q & A Session9.30am Networking and Marketplace with funders

  3. The Budget for 2016-17Business Sector Consultation19thJanuary 2016 Cllr Ron Woodley Rob Tinlin Joe Chesterton Leader of the Council Chief Executive Head of Finance & Resources

  4. Financial Overview Joe Chesterton Head of Finance & Resources

  5. What it meant for us • 2014-15 was the final year of the original four year programme to reduce public spending. • CSR 2014 provided a one year Government public funding programme to cover 2015-16 • Including our own budget gaps the impact has been:

  6. Local Government Settlement December 2015 • Announced in draft on 17 December • Option for a social care precept • A separate 2% = £1.3m for Southend • Care Act budget incorporated into revenue support grant • BUT Revenue Support Grant cut = £1.2m less Government support for 2016-17 • Grant reductions from last CSR continue as expected • Southend’s Revenue Support Grant is down by 28% from 2015/16 = £8.43m • Council Tax Freeze Grants finished • Referendum limit remains at 2%

  7. Other factors to contend with • Spending Review 2015 – on-going Austerity for Local Government • Treasury assumption that Councils will raise council tax by 1.99% and apply the 2% social care precept • Introduction of the Better Care Fund • NHS BCF budgets rising with inflation plus extra £1.25bn by 2019/20. Phased and tapered from 2017/18 • Care Act • Further implementation deferred but existing funds included in RSG • The Universal Credit introduction over the next few years will have implications

  8. Other factors to contend with-Cont. • Public sector pay increases will remain low • 100% business rate retention by 2020 • But with consequent added responsibilities • Abolition of revenue support grant by 2020 • Review and phased reduction in New Homes Bonus • Public Health budget still ring-fenced but further 3.9% cuts p.a. up to 2019/20 • 1%p.a. reduction in HRA rents = for SBC £9m less income over next 4 years • Anticipated forced sale (or loss of equivalent value) of highest value HRA housing stock

  9. The Next 3 Years-as laid out in the MTFS Agreed at Council – February 2015: In context this is for the next three years; £43,000 per working day or £210,000 per working week!!!

  10. The Next 3 Years-as we know it Taking into account the Autumn Statement and local budget pressures our future savings look like this: These figures may change depending upon the final grant settlement, future social care precepts, consultations on new homes bonus, and Government decisions on Better Care Fund grants

  11. Summary of Budget Proposals 2016/17 • Adult Social Care Precept 2% for Adult Social Care spend (+45p pw) • Council Tax increase 1.99% (+44p pw) • No use of earmarked reserves to fund core budget • Fees & Charges - only proposed increase central seafront car parking • A net budget of £123.2 million • Savings £10.5 million (includes £0.4m for ring fenced Public Health) • Pressures £1.355 million • Fixed term investment of £0.275 million • Capital investment (new schemes and additions) £44.7m General Fund and £8m Housing Revenue Account • HRA rent decrease 1%

  12. Where the savings fall The budget reductions proposed for 2016-17 are:

  13. Investments in servicesRevenue PLUS fixed term investment in a feasibility study for the Pier, economic development and 11+ support during school holidays. In addition, social services invest to save projects funded by Adult Social Care precept.

  14. Investments in services Capital 2016-17 to 2019-20 • Corporate ICT - £1.75m • ICT for Place and Public Health - £1.01m • Commercial property investments - £6m • Queensway project - £1.5m • Cemeteries & Crematorium - £550k • Library car park reprovision - £5.2m • Civic Centre East redevelopment - £5.7m • Secondary Schools - £8m • Roads, footways and car parks - £12.48m • Property, Pier and Cliffs upkeep - £3.58m • Palace Theatre, Garons Centre & Southchurch Park - £865k • Energy efficiency projects - £1.71m • New Museum technical preparations - £1.5m • Play equipment & gates - £280k • Three Shells Lagoon - £0.6m • Belton Hills steps - £1.5m • Central Museum lift - £250k • “Sparkle” clean town project - £30k General Fund (£44.7m) • Housing Revenue Account (£8m) • Housing properties – decent homes standard, energy efficiency etc • New houses

  15. Next steps • 19 January • Cabinet will debate the budget • Business and Voluntary Sector consultation • 25, 26 & 28 January • Scrutiny Committees • 11 February • Cabinet will consider the budget again following input from the Scrutiny Committees and business and voluntary Sector consultation • 25 February • Council will formally set the Council Tax and the Budget

  16. Southend-On-Sea: The Challenges Ahead Ron Woodley Leader of Southend-on-Sea Borough Council January - 2016

  17. Our Town • 177,900 residents. • 8th most densely populated borough outside London • 8 miles by 2 miles • 6.5 million visitors every year • 7 miles of award-winning beaches • Over 80 parks and green spaces • 14 conservation areas

  18. Our Current & Future Challenges • Communities • Currently 1 in 4 children are living in poverty (7,205 children) and a higher than average number of older people are living in poverty (Southend 19.7% - U.K 18.1%). • Latest figures show a life expectancy gap across the borough of 10.1 years. • 500 food parcels and 600 food plates delivered every week to the homeless and the vulnerable. • Health issues, such asObesity (17.9% of Children in year 6), Smoking (21.8% of adults) and drug/alcohol misuse (Highest rate of benefit claimants due to alcoholism in the East of England). • Continued Health and Social Care Integration e.g. Better Care Fund. • Safe and cohesive communities. • Increasing population (9.3% increase by 2025). • Ageing population – currently 33,600 residents aged 65+ rising to 46,200 by 2030. Increase in age-related conditions. • Projected % of Council spending on adult social care and children’s is projected to increase significantly. This creates considerable challenge of either reducing spend on other parts of the Council or not being able to meet the needs of children and adults. • Housing • 1700+ currently on the home seekers register. • Need to build 7000 more affordable homes by 2030 but with minimal land availability. • Council house rents. • Better Queensway (Town Centre Regeneration – SCAAP).

  19. Our Current & Future Challenges cont… • Education and Skills • Currently unemployment levels above the national average (but at the lowest rate in Southend for at least five years). • Levels of education and qualifications amongst adult population below regional and national figures (NVQ L2 and above, Southend – 66.9%, East of England – 72.1%, GB – 73.3%). • Primary School Places and driving improvements for our secondary schools. • Apprenticeships and providing training and qualifications for all that match employers needs. • Maximise the benefits of the Better Start Programme. • Economic Regeneration and infrastructure • Keeping the town open for businesses. • How do we continue to invest in strategic infrastructure during sustained period of austerity. • Support continued success of Southend Airport and tourism economy through investment and promotion. • Digital infrastructure – future cities, high speed broadband, etc. • Regeneration/transport capital funds are ‘competitive’ process – e.g. Local Growth Fund. • Victoria Avenue, Seaway Development, Airport Business Park. • Cliff slips and surface water drainage. • Cleaner/Greener Southend.

  20. Our Choices: Draft Budget • The council needs to find departmental service savings of £10.467m from April 2016 plus £1.3m to deal with service ‘pressures’ which mainly reflect the costs of caring for an ageing population. • Council Tax up 1.99% - equates to 44p per week for a Band D property. • Social Care precept of 2% - equates to 45p per week for a Band D property (Raises £1.3m but £1.1m adult social care grant deleted plus a need to find an additional £1m to deal with the increased demand for social care services). • Further reduction in staff numbers – 59.6 Full time equivalents. • Potential closure of the Southend Marine Activity Centre. • Cease production of Outlook, the council’s resident magazine – The Council will look for other forms of external communication to keep residents informed about services – Council Website, Social Media, local press inc. Evening Echo • £925,000 saving through new Waste Collection Contract. • Ground maintenance service brought back in-house saving £294,000. • £300,000 savings through leisure management contract. • £2m savings through adult social care system review.

  21. Our Choices: Draft Budget – Investment over next 4 years • Invest to Save – LED street light replacement programme (net saving of £440,000). • Continued investment in culture/leisure provision and green spaces inc: Three Shells Lagoon, Palace Theatre, Southchurch Park & Central Museum. • Continued capital investment in Secondary Schools (£8m in addition to the £10m already identified). • Capital investment in the Pier, Cliffs upkeep and Belton Hill steps. • Continued capital investment in highways and footpaths (£4m over 4 years in addition to the £2.8m already identified). • Capital funding to continue the completion of the Decent Homes programme in 2019/20 (£8m). • Investing in energy efficiency/green projects inc: Southend Energy Company, installing solar panels on some council owned buildings and a range of school initiatives (£1.71m). • Overall a balanced budget that protects frontline services and ensures that we remain forward thinking, ambitious and financially stable in future years.

  22. Our Future Together • We will do our best to continue to deliver a range of high quality services but we need to be realistic considering the strategic and financial pressures outlined. • What can the community do for itself and how do we work in partnership to ensure the future of our town and its people? • What type of Council do we want/need to be by 2020? • Bridging the Gap – some ideas? • What next?

  23. Thank you for listening. Any Questions?

  24. Networking and Marketplace Funding Organisations and High Street Banks

  25. Thanks for Attending Have a Safe Journey Home

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