1. 2017/18 Budget and One Organisation Plan 2020
Budget Consultation
2017/18 Budget and One Organisation Plan 2020
Councillor Izzi Seccombe - Leader of the Council
6th January 2017

2. Context of OOP 2020 Declining Government funding
Increased reliance on locally generated income
Health and social care integration
On-going relationship with schools
Home Office decisions on the future of blue light services
Redesign and transformation of retained services
Legal requirement to deliver a balanced budget over the short and medium term

3. OOP 2020 –Draft Strategic Outcomes
To make Warwickshire the best it can be
Warwickshire’s communities and individuals are supported to be safe, healthy and independent
Warwickshire’s economy is vibrant and supported by the right jobs, training and skills and infrastructure
The County Council makes the best use of available resources

4. Service Redesign Placing the public at the heart of service delivery
Continuum of care and support for people-based services
Mixed economy of service provision
Customers act with a greater degree of self-sufficiency
Use digital first, supporting the public accessing services when they need them
Smaller property base with buildings located in the best place

5. Key Features Council tax increases by 1.99% each year
Extra 6% adult social care levy available over the next 3 years
Downwards review of assessment of inflationary costs and other inescapable spending pressures
Still need for £67 million savings
£10 million reserves to support time-limited spending and the phasing of savings across the years
Capital programme enhanced by using taxbase growth to expand borrowing

6. Delivering a Balanced Revenue Budget
Resources
Additional Spending Need
Reduced Spending Need
Business Rates
Core Grants
Council Tax
Adult Social Care Levy
Inflation
Apprenticeship Levy
Growth Hub
Risk of overspending
Future Spending Pressures
Capital Financing Costs
Savings Plan
Redundancy Costs
Reserves

7. The Starting Point – by Service
Adult Social Care and Support
(£119m)
Education and Learning
(£86m)
Children and Families (£52m)
Strategic Commissioning
(£12m)
People Group (£187m)
County Council 2017/18
Base Budget
(£410m)
Customer Services
(£9m)
Physical Assets
(£10m)
Finance
(£4m)
Performance
(£3m)
ICT
Law & Governance
(£1m) HR
Other Services
Fire and Rescue
Fire & Rescue (£19m)
Public Health
(£20m)
Community Services (£27m)
Transport & Economy
(£28m)
Communities Group (£161m)

8. Draft Savings Plan 2017/18 £m 2018/19 2019/20
Community/Customer Services
1.8
2.7
3.8
Transport and Economy
2.8
3.2
4.6
Public Health
2.5
4.7
4.8
Children’s Services
5.2
10.4
15.1
Adult Social Care
8.2
14.5
20.7
Fire and Rescue
0.4
0.7
Support Services
4.4
5.5
7.0
Other Corporate Initiatives
8.5
Total
33.8
50.2
67.2

9. Impact on Staffing Numbers
Over 300 job losses expected over the savings plan
Use of redeployment, staff turnover and voluntary redundancy where possible
Funding set aside to meet the potential costs

10. Determining the Capital Programme
Borrow £20 million a year in addition to grants received from Government, developer funding and income from the sale of assets
Supplement this by using the additional resources from growth in the taxbase to fund additional borrowing to expand the programme
Create a Capital Investment Fund split between:
Invest-to-save
Service delivery need
Community well-being and capacity
Economic growth

11. Draft Capital Spending Proposals
A Warwickshire Strategic Investment Fund focussing on:
Revenue generating activity/investments
Repayable infrastructure loans to accelerate the development of housing and infrastructure sites
Funding development activity such as “Transforming Nuneaton town centre”
Priority road safety schemes across the County
£3 million for supported extra care housing and sheltered housing with care developments
Expansion of special educational needs provision on school campus’
£2 million a year allocation for local highways priorities as determined by local members

12. 100% Localisation of Business Rates
Timetable is ‘by the end of the Parliament’
To make it work local authorities will be given additional responsibilities
Redistribution between local authorities will still be needed
Not all income raised locally will necessarily remain local
Draft legislation expected “early in the New Year” and further detailed consultation papers still awaited
Impact of 2017 revaluation broadly neutral (but the impact of any new appeals)