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Stoke-on-Trent City Council Budget Book 2011/12 1

Stoke-on-Trent City Council

Budget Book 2011 / 2012

stoke.gov.uk


ContentsForeword

Context Our City Budget Setting process

Stoke-on-Trent City Council’s Budgets

Council Tax

General Fund

Summary Expenditure and Funding

Budgets

General Fund Reserve

Housing Revenue Account

Capital Investment

Conclusion

Glossary

Contact Details

• Adult and Neighbourhood Services Directorate• Children and Young People’s Services Directorate• City Renewal Services Directorate• Business Services Directorate • Chief Executive’s Offi ce• Benefi t Payments• Civic and Corporate Expenses• Non-departmental Costs

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Welcome to Stoke-on-Trent City Council’s budget book which sets out the 2011/12 budget for the General Fund, Housing

Revenue Account and the Capital Programme. It is published for the use by directorates, elected members and the general public. The priority for the city council has been to develop a budget that best meets the needs of the citizens of Stoke-on-Trent, in the current challenging economic climate.

Following the general elections in May of last year a new coalition Government came in to power. It became clear that its number one priority was to reduce the size of national defi cit that they inherited. The comprehensive spending review confi rmed this with the announcement that government departments faced cuts of up to 25% over the next four years. The largest cuts in recent history were confi rmed to local authorities in the detailed fi nance settlement in December 2010.

The city council was already facing unprecedented fi nancial pressures leading to reducing income levels whilst the demand for many services is increasing. The cuts, which for Stoke-on-Trent were deeper than the Government had at fi rst indicated, have presented an enormous challenge.

Better outcomes for children and young people

Safer, stronger, cleaner and greener communities

Health and independence of adults

Economic development and enterprise

Improved service delivery and value for money

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Foreword

A restructure of directorates has taken place to establish a more streamlined structure and to secure effi ciencies. The environment remains uncertain and further reductions to Government funding, estimated up to circa £20 million, will take place in 2012/13. The provisional fi nance settlement did not give details for 2013/14 and 2014/15 and as a result the city council is treating the Medium Term Financial Strategy as effectively a 1+1 year strategy covering 2011/12 and indicative budgets for 2012/13. The city council’s priorities are:


By focusing on these priorities the city council envisages transformational change with people living successful lives in a great city which has thriving businesses. A place where you want to be.


Context

Stoke-on-Trent is made up of six towns and an early proposal for a federation took place in 1888, when an amendment was raised to the Local Government Bill which would have made the six towns districts within a county of ‘Staffordshire Potteries’. It was not until April 1, 1910 that the six towns were brought together. The county borough of Hanley, the municipal boroughs of Burslem, Longton and Stoke, together with the urban districts of Tunstall and Fenton now formed a single county borough of Stoke-on-Trent. Stoke-on-Trent was awarded city status in 1925 and now has a population of approximately 240,000.

Stoke-on-Trent has a rich and long history and since the seventeenth Century has been linked with the pottery industry. Globalisation of the pottery industry, and more recently the ‘credit crunch’ has had a huge impact on the city. This has given rise to many additional challenges for the city and the council to face in its efforts to revitalise the city and encourage a rebirth.

Our City


Stoke-on-Trent is home to two football teams, and is the birthplace of Sir Stanley Matthews, Reginald Mitchell, Josiah Wedgwood, Robbie Williams and Phil Taylor. As the World Capital of Ceramics, it is home to famous luxury brands including Wedgwood, Portmeirion and Moorcroft. Visitors can enjoy our world class museums, factory tours and shops, stunning landscaped gardens and country mansions, the beautiful Trentham Gardens or a thrilling day out at Britain’s leading theme park, Alton Towers. In 2008 Stoke-on-Trent was awarded cycling city status for its beautiful network of greenways and stunning countryside. New cycle routes, bike hire centre’s and training courses have been created as part of a £4.8 million scheme to get people out on their bikes. Our commitment to cycling has seen the city host the Tour of Britain for the past three years, and this year the race will return to Stoke-on-Trent once again.

The 2001 census identifi ed that out of the population of Stoke-on-Trent there are slightly more females than males at 51.3%; 19.9% of people are aged 15 or below, 21% are aged 60 or above and 59.1% are between the ages of 16 and 59; and 96.3% were born in the UK. The city contains a variety of housing which is made up of 58.5% of homes being detached or semi-detached, 32.2% of homes are terraced and 8.5% are fl ats or apartments. Car and van ownership is 901 vehicles per 1000 households compared to the average for England and Wales which is 1105 vehicles per 1000 households.

Whilst the people of Stoke-on-Trent face considerable challenges, there are also many opportunities including the advantage of our location and the accessibility within the Midlands. The city has a sense of pride in the community which mirrors the achievements in regeneration, education, social care and community safety and the continuing drive for further improvement.

Area within 1 hour drivetime

Area within 2 hour drivetime

Distance in miles betweenStoke-on-Trent and:London - 143 milesBristol - 124 milesCardiff - 137 milesBirmingham - 42 milesNottingham - 49 milesManchester - 36 milesLeeds - 72 milesLiverpool - 50 milesEdinburgh - 244 milesGlasgow - 243 miles

M1

M1

M62

M6

M6

M1

M40

M4

M5

A50

Edinburgh

Glasgow

LiverpoolManchester

Nottingham

Birmingham

Bristol

London

Leeds


The budget process for 2011/12 began at the end of June 2010. It was always going to be a challenging process due to the extent of the cuts imposed by the Government and a lack of clarity of the magnitude of savings that were required until late in the process, when the provisional settlement was published in mid December 2010.

Initially a number of meetings took place to discuss the estimated budget requirement and resources available. From these meetings potential savings were suggested, that formed the basis of the proposals which were put forward in a consultation document in November. This document became the main focus, inviting feedback from the public of Stoke-on-Trent and all Elected Members.

Budget Setting Process

The Cabinet’s approach has been to be as transparent as possible but at the same time following core values and budget principles to ensure a logical and fair process to identify where cuts could be made whilst protecting the most vulnerable in our city:

Great emphasis was placed on the results of the extensive “Let’s Talk” campaign. More than 1,400 people took part during the six week long consultation period. During this time Cabinet members were available to the public at events held in Local Centres, Markets, Shopping Centres and other local community facilities to gather feedback on the budget proposals. Also there was a live online debate with the Leader, and feedback forms in the council’s magazine “Our City”. Views from the residents around the city have been listened to and considered during the consultation.

2011/12 is the continuation of a period of harsh times. It is accepted that over the next four years the level of resources available to the council will reduce, although the extent is currently unclear. The economic climate is also still uncertain as the country recovers from recession.

delayering of management and supervisors - we have seen already in the signifi cant reduction in senior management;redesigning our services such as through the work of our ‘lean systems thinking’;maximising effi ciencies such as an increased focus on all procurement activity across the council to achieve further economies of scale;making better use of our assets looking at everything from offi ces to the land we currently own across the city;implementing realistic charging for our services such as for leisure facilities and parking.

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Stoke-on-Trent City Council’s Budgets

This is spent on day to day running costs and pays for most city council services including social care, waste collection and disposal, highways, sports and leisure and the youth (Uth) service. These services are paid for by Government grants, Business Rates and Council Tax.

General Fund

Money is raised and spent in three ways – General Fund, Housing Revenue Account (HRA) and Capital Investment Programme.

Strategic Priority

General FundHRA Capital Total

Gross Expenditure

Gross Income

Net Expenditure

£’000 £’000 £’000 £’000 £’000 £’000

Better outcomes for children and young people 270,047 (214,587) 55,460 0 109,658 165,118

Safer, stronger, cleaner and greener communities 120,493 (57,717) 62,776 61,227 23,821 147,824

Health and independence of adults 250,798 (166,754) 84,044 0 5,293 89,337

Economic development and enterprise 14,240 (4,779) 9,461 0 33,349 42,810

Total 655,578 (443,837) 211,741 61,227 172,121 445,089

The city council’s housing stock is paid for by rents collected from tenants. By law this money can only be spent on housing and related matters and not on any other services provided by the city council. All income and expenditure are through the Housing Revenue Account.

Housing Revenue Account (HRA)

Expenditure on schools is funded directly by Central Government through the Dedicated Schools Grant. In 2011/12 the grant is currently estimated to be £155.181m.

Note: Gross expenditure and gross income include recharges to/from other departments.


There is an aspiration to regenerate the city in terms of education-led, economic development-led, housing-led and private sector-led initiatives. The aim is to deliver high quality programmes which will signifi cantly boost the economic prosperity of the area and create much needed jobs and investment. The budget builds upon the progress and resources invested to date and support the high levels of investment which have previously been committed. Transformational change that will deliver the foundation for a re-invigorated economy in North Staffordshire, with Stoke-on-Trent as the leading economic driver, continues to be a key priority.

The table on page 9 shows how the budgets are divided between the city council’s priorities. The four main priorities will be underpinned by the fi fth priority to provide improved service delivery and value for money.

Capital Investment Programme

Better outcomes for children and young people

Safer, stronger, cleaner and greener communities

Health and independenceof adults

Economic development and enterprise


Council Tax

The Council Tax bill for the 2011/12 fi nancial year (1 April 2011 to 31March 2012) is made up of charges from Stoke-on-Trent City Council, Staffordshire Police Authority and Stoke-on-Trent and Staffordshire Fire and Rescue Service. The city council collects Council Tax on behalf of the other two bodies. The monies collected are then paid over to them in line with the amount they have included in their budget to be charged to households in Stoke-on-Trent.

In 2011/12 the amounts making up the Council Tax are £12.664m for the Police Authority, £4.823m for the Fire and Rescue Service and £81.541m for Stoke-on-Trent City Council.

The total to be raised from Council Tax is then converted into the charge for a Band D property, as shown in the table below.

2010/11 2011/12 £ Increase % Increase

Council Tax requirement £81.288m £81.541m

Taxbase (number of properties tax to be collected from) 71,084 71,305

City Council - Council Tax Band D £1,143.55 £1,143.55 £0.00 0.00%

Police Authority precept £177.61 £177.61 £0.00 0.00%

Fire Authority precept £67.64 £67.64 £0.00 0.00%

Combined Band D Council Tax £1,388.80 £1,388.80 £0.00 0.00%


The charges per Band D property are then converted into a charge based on historic property values at 1 April 1991. Properties are allocated to bands by the Valuation Offi ce Agency, which is part of HM Revenues and Customs. If the property was not built or converted until after 1991, the band is based on the value the property would have had if it had been built in 1991.

For band A properties, which account for just over 61% of properties in Stoke-on-Trent, the city council’s element of the Council Tax is £762.37, for the Police Authority, the charge is £118.41 and for the Fire and Rescue Service the charge is £45.09. There have been no increases to Council Tax charges in 2011/12 compared to 2010/11.

Band Value as at 1.4.91 Ratio Number of Dwellings City Council 2011/12 Police 2011/12 Fire Authority 2011/12Combined Council

Tax 2011/12

£ £ £ £

A Up to £40,000 6/9 69,075 762.37 118.41 45.09 925.87

B £40,001 - £52,000 7/9 22,638 889.43 138.14 52.61 1,080.18

C £52,001 - £68,000 8/9 14,354 1,016.49 157.88 60.12 1,234.49

D £68,001 - £88,000 9/9 4,460 1,143.55 177.61 67.64 1,388.80

E £88,001 - £120,000 11/9 1,657 1,397.67 217.08 82.67 1,697.42

F £120,001 - £160,000 13/9 454 1,651.79 256.55 97.70 2,006.04

G £160,001 - £320,000 15/9 104 1,905.92 296.02 112.73 2,314.67

H Over £320,000 18/9 43 2,287.10 355.22 135.28 2,777.60

The Council Tax levels for Stoke-on-Trent remain the lowest in Staffordshire and the 19th lowest of all Unitary and Metropolitan councils in the country

The pie chart illustrates that the City of Stoke-on-Trent has a high proportion of lower value properties, which means the city council has less ability to raise money through Council Tax.


Band A

61%

Band B

20%

Band C

13%

Bands

D-H

6%

94% of properties in Stoke-on-Trent pay less than the ‘Band D equivalent’which is the band commonly used to compare levels of Council Tax across Authorities

Band A - C94%


General Fund

The General Fund meets the cost of the day to day operations of the city council. The General Fund consists of the Chief Executive’s Offi ce, four directorates that provide services to the public and three areas of expenditure that do not relate specifi cally to service directorates. The structure of the General Fund can be seen in the diagram below.

Chief Executive’s Offi ce

Children and Young People’s Services Directorate

Adult and Neighbourhood Services Directorate

City Renewal Services Directorate

BusinessServices Directorate

Benefi t Payments

Civic and CorporateExpenses

Non-DepartmentalCosts

People People Place Support


Summary Expenditure and Funding

The table below shows the net expenditure for the general fund split by directorates and other areas.

The General Fund is broken down into categories relating to revenue expenditure and revenue income. This analysis can be seen in the table below.

Net Expenditure Budget by Directorate2011/12 2012/13

£’000 £’000People - Adult and Neighbourhood Services Directorate

85,417 86,594

People - Children and Young People’s Services Directorate

49,147 49,280

Place - City Renewal Services Directorate 53,690 54,928

Support - Business Services Directorate 4,877 4,965

Chief Executive’s Offi ce 3,679 3,602

Benefi t Payments 0 0

Civic and Corporate Expenses 7,406 7,469

Non-Departmental Costs 7,525 (1,585)

Total 211,741 205,253

Subjective Analysis Budget2011/12 2012/13

£’000 £’000Employees 146,118 146,126 Premises 15,867 15,926 Transport 11,442 11,144 Supplies and Services 94,268 81,557 Payments 320,549 323,556 Support Services 39,933 40,530 Depreciation 0 0 Capital Financing Costs 27,401 30,799 Gross Expenditure 655,578 649,638 Grants (326,499) (326,530)Fees and Charges (40,165) (39,635)Recharges (77,033) (77,880)Interest (140) (340)Gross Income (443,837) (444,385)

Net Expenditure 211,741 205,253

Note: Gross expenditure and gross income include recharges to/from other departments.

Note: Payments are third party payments, transfer payments and contribution to/from reserves.


The General Fund net expenditure in 2011/12 is £211.741m. The money to fund the budget comes from the Revenue Support Grant and Business Rates, based on a formula that allocates money according to need, and from Council Tax as shown below.

In addition to the Revenue Support Grant there are a small number of other grants that are given based on specifi c criteria. A breakdown of the main grants can be seen below. These grants form part of the income within the directorates.

Funding 2011/12 £’000

Revenue Support Grant 30,713 Council Tax 81,541 Business Rates 99,360 Collection Fund Surplus 112 Community Charge Receipt Surplus 15

Total 211,741

Grant 2011/12Value£’000

Additional Road Maintenance 458 Community Safety Grant 300 Council Tax Freeze 2,051 Dedicated Schools Grant 155,181Early Intervention 13,784 Housing and Council Tax Benefi t Subsidy 2,639 Lead Local Flood Authority 121 Learning Disability and Health Reform 11,678 NHS Funding 3,685 Preventing Homelessness 705 Pupil Premium 3,440Young People’s Learning Agency 1,794

Total 195,836

Business Rates

Council Tax

Collection Surplus Fund

Community Charge Receipt Surplus

Revenue Support Grant


People - Adult and Neighbourhood Services Directorate

Following the implementation of the corporate restructure of the city council this directorate is at the very early stages of bringing the diverse range of services into a single business unit. It will bring together ‘people services’ within Adults and will provide a more robust and seamless service to the citizens of the city. Work is now taking place within the new directorate to explore and implement ways in which areas of the business can integrate and work together to maintain and improve services given the tough economic circumstances and challenges that the city council faces.

In respect of Adult Social Care Services the directorate is continuing on a journey of signifi cant transformation in order to ensure that it is customer centred and creative, with the objective to provide an even greater focus on customer requirements. In order to maintain this direction of travel the directorate continues to seek improvements in its relationships and interaction at the neighbourhood level and with statutory and third sector partners. Developing the role of the voluntary and independent sector will enable in-house services to concentrate on more specialist and complex work. This strategy improves accessibility, responsiveness and ensures a more effi cient and effective service approach. Budget options have been identifi ed with this strategic intent in mind.

The directorate continues to make improvements in its processes and performance including work on ‘lean systems’ reducing bureaucracy and maximising effi ciencies as further improvements will be required when taking into account:

the demographic challenges to service delivery that are evident due to the ageing population, and to the numbers of people who survive with complex clinical conditions and profound disabilities;the high levels of incidence of health inequalities that places the service under signifi cant pressure;the increasingly restrictive economic circumstances that public sector organisations will face in the near future;the legitimate increasing public expectation that citizens will have choice over the way that their services are delivered, and receive services of the highest quality.

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The directorate is committed to continuing to address these issues both through strategic change and through an ambitious complementary programme of system and service transformation. The strategic intent and the primary purpose of the budget proposals is to create an effi cient business entity, with astute capability in the deployment of resources to ensure that money is spent to maximum effect, and to the direct benefi t of those citizens and vulnerable people who need support the most. In order to do this it will be important to continue to work and build even stronger relationships with local Health Service commissioners and providers to ensure that the best use is made of all resources available within Stoke-on-Trent.


More specifi cally the budget proposals will continue to create the necessary conditions to deliver the future strategic intentions of the personalisation and transformation programme for Adult Social Care as set out in the policy framework ‘Achieving Personalised Services’ blueprint and the consequent two year plan. This is in line with the Government’s ‘Think Local, Act Personal’ agenda. The directorate will continue to make progress in developing preventative and early intervention measures across all areas of its business to help to offset some of the demographic pressures.

Housing Services face a number of challenges, the most important of which are the review of the Housing Revenue Account national subsidy system and the city council’s statutory duties towards homelessness and private sector decency. It is expected that homeless applications will increase but these will be managed within the overall review of applications, lettings and voids. A systems thinking approach will be applied to housing need.

The withdrawal of Housing Market Renewal and the Housing Investment Programme regional grant funding to support private sector decency is a huge challenge as there is a legacy of clearance to be managed. Housing Services will work with partners in the Homes and Communities Agency, the social housing sector and private sector developers to fi nd solutions through public and private sector partnerships at locality level. Work will be undertaken with private sector landlords through accreditation, private sector licensing and powers in relation to empty homes management. Private sector decency will be tackled with owner occupiers through equity release loans in partnership with registered social landlords and private sector partners.

The directorate will continue to focus on improving outcomes for local people and achieving key performance targets so that the valuable and yet decreasing level of resources are properly targeted to achieve maximum impact.


Net Expenditure by Directorate2011/12 2012/13

£’000 £’000

Adult and Neighbourhood Services Management Team 1,028 1,098

Adult Social Care Management Team 457 463

Care in the Community 21,866 22,013

Department of Health and Primary Care Trust Funding (4,299) (4,133)

Health Interface Service 2,067 2,082

Learning Disabilities 13,067 13,186

Older Persons Mental Health 5,603 5,662

Physical Disabilities 9,709 9,863

Adult Social Care 48,470 49,136

Commissioning and Innovation Management Team 207 146

Mental Health Section 75 4,044 4,045

Service Development and Modernisation 3,069 3,098

Strategy and Commissioning 9,009 9,095

Telecare and Intermediate Care Equipment Store 702 712

Commissioning and Innovation 17,031 17,096

Housing Enabling 351 358

Housing Services Central Management Team 137 147

Housing Standards 629 638

Landlord Services 961 893

Housing Services 2,078 2,036

Libraries and Archives 3,668 3,739

Museums 2,605 2,640

Neighbourhood Engagement 1,164 1,366

Public Protection 2,253 2,287

Safer City 3,901 3,907

Sport and Leisure 3,219 3,289

Neighbourhood Engagement and Partnerships 16,810 17,228

Total 85,417 86,594


Subjective Analysis Budget 2011/12

Employees Premises TransportSupplies

and Services

PaymentsSupport Services

DepreciationCapital

Financing Costs

Gross Expenditure Grants

Fees and Charges

RechargesGross

IncomeNet

Expenditure

£,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000

Adult and Neighbourhood Services Management Team

445 0 1 8 0 574 0 0 1,028 0 0 0 0 1,028

Adult Social Care Management Team

380 0 6 33 0 38 0 0 457 0 0 0 0 457

Care in the Community 0 0 51 5 32,053 1,119 0 0 33,228 (2,401) (8,961) 0 (11,362) 21,866

Department of Health and Primary Care Trust Funding

0 0 0 0 0 0 0 0 0 (4,299) 0 0 (4,299) (4,299)

Health Interface Service 2,465 38 53 159 0 48 10 0 2,773 (706) 0 0 (706) 2,067

Learning Disabilities 5,171 245 311 7,051 13,445 385 288 0 26,896 (12,579) (1,027) (223) (13,829) 13,067

Older Persons Mental Health 4,709 262 37 303 0 254 375 0 5,940 (14) (323) 0 (337) 5,603

Physical Disabilities 6,505 390 249 704 2,500 9 295 0 10,652 (158) (785) 0 (943) 9,709

Adult Social Care 19,230 935 707 8,255 47,998 1,853 968 0 79,946 (20,157) (11,096) (223) (31,476) 48,470

Commissioning and Innovation Management Team

196 0 1 8 0 15 0 0 220 0 0 (13) (13) 207

Mental Health Section 75 141 0 1 3,928 1,415 76 70 0 5,631 (1,530) (57) 0 (1,587) 4,044

Service Development and Modernisation

1,789 70 20 1,408 (41) 138 77 0 3,461 (215) 0 (177) (392) 3,069

Strategy and Commissioning 1,543 0 12 1,410 6,401 31 0 0 9,397 0 (33) (355) (388) 9,009

Telecare and ICES 1,405 128 111 644 0 35 0 0 2,323 (1,052) (60) (509) (1,621) 702

Commissioning and Innovation

5,074 198 145 7,398 7,775 295 147 0 21,032 (2,797) (150) (1,054) (4,001) 17,031

Housing Enabling 495 0 4 24 0 24 0 0 547 0 0 (196) (196) 351

Housing Services Central Management Team

19 12 5 55 0 178 0 0 269 0 0 (132) (132) 137

Housing Standards 932 28 19 76 0 139 13 0 1,207 (57) (30) (491) (578) 629

Landlord Services 1,314 191 20 893 0 73 0 0 2,491 (755) 0 (775) (1,530) 961

Housing Services 2,760 231 48 1,048 0 414 13 0 4,514 (812) (30) (1,594) (2,436) 2,078

Libraries and Archives 1,873 500 38 685 0 442 332 0 3,870 (50) (103) (49) (202) 3,668

Museums 1,219 477 9 263 0 501 552 0 3,021 (1) (405) (10) (416) 2,605

Neighbourhood Engagement 847 48 10 255 0 18 33 0 1,211 0 (42) (5) (47) 1,164

Public Protection 4,333 482 229 1,013 0 3,514 133 0 9,704 (480) (3,787) (3,184) (7,451) 2,253

Safer City 460 0 1 3,300 0 157 4 0 3,922 (21) 0 0 (21) 3,901

Sport and Leisure 3,625 1,621 125 820 0 463 995 99 7,748 (8) (4,133) (388) (4,529) 3,219

Neighbourhood Engagement and Partnerships

12,357 3,128 412 6,336 0 5,095 2,049 99 29,476 (560) (8,470) (3,636) (12,666) 16,810

Total 39,866 4,492 1,313 23,045 55,773 8,231 3,177 99 135,996 (24,326) (19,746) (6,507) (50,579) 85,417


Division Narrative

Adult and Neighbourhood Services Management Team

The management team provides strategic direction and leadership for the directorate.

Adult Social Care

Responsible for the provision of assessment and care management of all adults, except for younger adults with mental health needs. Care needs are met through a range of differing services dependent upon individuals assessed level of need. Older People’s Services include specifi c support to facilitate hospital discharge, specialist rehabilitation and dementia care services. The provision of services to meet long term care needs is primarily provided by care commissioned from the independent sector. These services include residential nursing, extra care and domiciliary care. There is a similar range of service provision provided by both in-house services and the independent sector that meet the needs of younger adults with either a learning or physical disability.

Commissioning and Innovation

Supports the development and modernisation of social care services. It is currently playing a signifi cant role in the implementation of the delivery of the personalisation agenda. The division is also responsible for the monitoring of the contracts through which a large volume of care is purchased from the independent sector. The division also monitors the provision of Mental Health Services that are provided and delivered by North Staffordshire Combined Health Care Trust through a Section 75 agreement. The division also includes the joint commissioning unit which is funded in partnership with the PCT. Other areas within the division include responsibility for training and workforce development within Adult Social Care, safeguarding, complaints and care brokerage.

Housing Services

Has the primary responsibility for housing and housing related service provision, cross tenure, on a city-wide basis. The activity is directed by the city’s Housing Strategy, supplemented by bespoke strategy statements and plans which inform and direct action in relation to specifi c service areas for example the Housing Revenue Account Business Plan and Homelessness Strategy.

Neighbourhood Engagement and Partnerships

Includes a diverse range of services delivered from a wide network of locations across the city. These services include sustainable community development to improve the city through partnership working and local community engagement. The division leads and co-ordinates the Safer City Partnership in the city including Community Cohesion, Drug and Alcohol Strategy and Commissioning, and the Crime and Disorder Reduction Partnership including anti-social behaviour. Public Protection Services include Environmental Health, Trading Standards, Licensing Services and Lifetime Services. A consistent theme across these areas is the assessment of compliance with legislation, policies, procedures and best practice. Enforcement action is undertaken on behalf of the public where deliberate or non compliance is identifi ed.


People - Children and Young People’s Services Directorate

The directorate was formally removed from Government intervention in July 2010. Since then the Management Team has been working to develop a new structure and service delivery model that secures both continuing management stability and service improvements in the context of a very challenging fi nancial scenario requiring signifi cant savings.

Historically, the Children and Young People’s Services Directorate has been funded by a very complex mix of funding streams, many which were ringfenced and tightly controlled by central Government in terms of expected outputs and outcomes. The 2011/12 fi nancial settlement removes some of this complexity and has brought together many existing ring-fenced and non ring-fenced funding streams into the newly badged Early Intervention Grant (EIG). In 2011/12 the directorate will still have to manage complexity in its funding, including city council resources, the Dedicated Schools Grant (which now includes many grants which previously came to the council rather than to schools), the Early Intervention Grant and signifi cant amounts of income from services traded with schools.

Much of CYPS spending, whether supported through the General Fund or through grant funded services, supports statutory service provision (care packages and school improvement amongst others). However, it is important to retain a strong focus on, and fi nancial investment in, preventative and early intervention services (which are largely discretionary). Such services can prevent the escalation of costs and the risk of damage to already vulnerable children and young people’s life chances. The investment in residential respite care and other short breaks for children with disabilities will help to prevent families falling into crisis and more children coming into care and is greatly valued by the families concerned.

The core purpose of the directorate and its partners on the Children and Young People’s Strategic Partnership (formerly Children’s Trust) is to enable all of our children and young people to be happy, safe and healthy, and for them to be inspired and enabled to succeed in all aspects of their lives.



£’000 £’000

Central Management 5,189 5,022

Inclusion 502 592

Integration Services Management 23 27

Prevention and Intervention 1,533 1,672

Integration Services 2,058 2,291

Children’s Centres 239 327

Learning Services Management Team 109 117

Schools Development 30 23

School Improvement 570 615

Learning Services 948 1,082

Hospitality Services 955 782

Policy Planning Management Team 2,465 2,492

Planning and Strategic Support 371 368

School and Partnership Support 7,974 7,734

School Organisation Asset Management (235) (246)

Policy Planning and Strategic Support 11,530 11,130

Children in Care 14,384 14,499

Integrated Services and Partnerships 2,683 2,746

Safeguarding and Quality Assurance and Integrated Services and Partnership Service

1,791 1,821

Vulnerable Children 10,245 10,363

Vulnerable Children Management Team 319 326

Vulnerable Children and Corporate Parenting 29,422 29,755

Individual Schools Budget 0 0

Total 49,147 49,280




and Services


DepreciationCapital

Financing Costs

Gross Expenditure

GrantsFees and Charges

RechargesGross

IncomeNet

Expenditure

£,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000

Central Management 619 2 5 98 0 6,191 0 0 6,915 (1,202) 0 (524) (1,726) 5,189

Inclusion 4,605 107 106 7,617 627 14 163 0 13,239 (10,309) (561) (1,867) (12,737) 502

Integration Services Management

227 0 5 25 0 0 0 0 257 (234) 0 0 (234) 23

Prevention and Intervention 6,134 554 170 759 200 203 244 0 8,264 (6,699) (32) 0 (6,731) 1,533

Integration Services 10,966 661 281 8,401 827 217 407 0 21,760 (17,242) (593) (1,867) (19,702) 2,058

Children’s Centres 4,090 681 35 2,238 45 22 240 0 7,351 (7,014) (98) 0 (7,112) 239

Learning Services Management Team

365 0 0 2,692 0 0 0 0 3,057 (2,948) 0 0 (2,948) 109

Schools Development 1,647 57 646 289 (82) 7 0 0 2,564 (370) (110) (2,054) (2,534) 30

School Improvement 2,012 7 7 2,503 (216) 0 0 0 4,313 (3,276) (400) (67) (3,743) 570

Learning Services 8,114 745 688 7,722 (253) 29 240 0 17,285 (13,608) (608) (2,121) (16,337) 948

Hospitality Services 431 304 10 206 0 46 366 0 1,363 (329) (79) 0 (408) 955

Policy Planning Management Team

4,042 194 34 2,375 6,962 0 24 761 14,392 (11,927) 0 0 (11,927) 2,465

Planning and Strategic Support

831 1 7 454 (10) 104 13 0 1,400 (959) 0 (70) (1,029) 371

School and Partnership Support

581 51 2,858 181 0 0 5,165 0 8,836 (325) (182) (355) (862) 7,974

School Organisation Asset Management

6,703 55 111 5,275 0 259 10 0 12,413 (473) (712) (11,463) (12,648) (235)

Policy Planning and Strategic Support

12,588 605 3,020 8,491 6,952 409 5,578 761 38,404 (14,013) (973) (11,888) (26,874) 11,530

Children in Care 5,144 265 113 8,035 1,981 0 26 0 15,564 (1,180) 0 0 (1,180) 14,384

Integrated Services and Partnerships

2,801 16 336 372 242 91 32 0 3,890 (1,107) 0 (100) (1,207) 2,683

Safeguarding and Quality Assurance and Integrated Services and Partnership Service

1,586 134 18 318 54 107 139 0 2,356 (565) 0 0 (565) 1,791

Vulnerable Children 5,203 119 166 335 4,202 627 0 0 10,652 (150) 0 (257) (407) 10,245

Vulnerable Children Management Team

303 0 10 6 0 0 0 0 319 0 0 0 0 319

Vulnerable Children and Corporate Parenting

15,037 534 643 9,066 6,479 825 197 0 32,781 (3,002) 0 (357) (3,359) 29,422

Individual Schools Budget 0 0 0 0 126,004 0 0 0 126,004 (126,004) 0 0 (126,004) 0

Total 47,324 2,547 4,637 33,778 140,009 7,671 6,422 761 243,149 (175,071) (2,174) (16,757) (194,002) 49,147


Division Narrative

Central ManagementThe Central Management budget houses all central services charges that are incurred by the CYPS directorate together with the cost of the CYPS directorate management team.

Integrated Services

Integration Services includes the following areas:-• Inclusion which provides a special educational needs service to schools, colleges and settings. Inclusion also provides services to

accommodate the needs of children through specialist establishments.• Stanley Head Outdoor Resource Centre a base for outdoor activities.• The two Pupil Referral Units based in Stoke - REACH and MERIT.• Prevention and Integration which includes delivering services on a locality basis across the city. These services include education

welfare, education psychology, teenage pregnancy and youth offending teams.

Learning Services

The division consists of the following services:-• Coordination and management of Children’s Centres across the city. • Headteacher of the virtual school that coordinates education provision to children in care.• School Improvement Service that advises and challenges providers of education and training 0 to 19 to secure improved

outcomes for children and young people.• Traded services arm which sells improvement support to schools and settings.• Building Schools for the Future lead adviser that supports the programme to ensure that BSF leads to the transformation of

learning.

Policy Planning and Strategic Support

This division is made up of the following areas:-• Commissioning Management undertakes and administers commissioning activities for the directorate. This includes Child and

Mental Health Services (jointly commissioned with health) and short breaks for children with disabilities and also delivers the placement fi nding service for children in care and the quality assurance of those placements.

• Partnership and Service Development is responsible for the collation and production of regular, timely and accurate performance information upon which service delivery decisions are taken. It supports and develops the directorate’s major client record systems. In addition the service coordinates the work of the directorate in relation to partnerships through support and management of the Children and Young People’s Strategic Partnership and the Local Safeguarding Children’s Board.

• School Support - responsible for home to school transport, admission planning hospitality services (school catering, cleaning and crossing patrols) and capital planning, for example the Primary Capital Programme.

Vulnerable Children and Corporate Parenting

This division includes the following four teams:-• Children in Care Service is responsible for the case work for children in care and the management of the small group homes, in-

city and out-of-city placements, foster care and adoption services.• The Safeguarding and Quality Assurance Team includes managing the Safeguarding Board, training and development and leads

the division in relation to policies, procedures and innovative practice.• The Integrated Services and Partnerships Service cover children with disabilities, corporate parenting, and the independent child

protection and statutory review service for children in care.• The Vulnerable Children Service manages the social work services for children in need and children with a child protection plan.

This includes the duty and vulnerable children teams. The service also provides out of hours emergency cover on behalf of children’s, adults’ and mental health services.


Place - City Renewal Services Directorate

Whilst the services within the directorate have undergone major restructuring, the lean systems approach is identifying the need to modify and refi ne the structure. There are also severe implications arising from the reductions in major external funding programmes such as Housing Market Renewal and Advantage West Midlands. However, the directorate will work with the Local Enterprise Partnership and the Homes and Communities Agency to maximise external regeneration funding for the city council.

The Enterprise and Skills division has been considerably hit by the reduction in external funding programmes. For example, there has been the impact of the loss of the area based grant (ABG) and this will have a major impact on worklessness and Jobs, Enterprise and Training (JET) programmes. These services are based in the most deprived wards and there will be an impact as a result. It is pleasing to say that this is being diluted by mainstreaming some aspects of the ABG programme and the transfer of the Stoke Challenge scheme (albeit reduced) to this division. In addition preparatory work is being undertaken so that the city council is in a position to apply for the coalition Government’s Work Programme, and attempts are

being made to maximise the utilisation of European funding for this purpose. The other major service area which is being redesigned is the City Centre Team; this has been deleted, and an integrated City Centre action plan is being prepared. This division will also play a major role as the city council’s response to the Big Society and the exploration of social enterprise development within the city.

The Technical Services division brings together planning, transport, property services, and facilities management. There are clear implications for this division as a consequence of the recession. This has led to a fall in the volume of economic activity and consequently a fall in the income streams from the city council’s commercial properties and a fall in planning application fees. The Government has also reviewed its priorities for investment in highways and transport schemes.


The entire capital programme will become more reliant in the short to medium term on the ability to generate capital receipts which has resulted in the development of an asset rationalisation programme. The City Regeneration division deals with the city council’s fl agship projects such as the City Centre, Building Schools for the Future, PFI 5, and new housing schemes. Fortunately, the green light has been given for the BSF programme and the PFI 5 programme subject to new challenges being put forward by the coalition Government. A City Centre prospectus is being prepared, and Regional Growth Funding bids have gone forward for the East West Precinct, the Central Business District, and the media project in the University Quarter. The city council needs to be prepared for future rounds of this funding programme for new and innovative ways in which the City may be regenerated.

The City Services division performs a key role for the city council in terms of highways and grounds maintenance, waste management as well as being the lead for the city council on meeting our commitments to carbon reduction. In addition, there are system improvements being introduced to the service area which will lead to a signifi cant redesign of services.



£’000 £’000

Building Schools for the Future 600 600

City and Town Centre Regeneration 639 593

PFI and Housing Regeneration 200 750

City Regeneration 1,439 1,943

Climate Change 90 146

Enforcement and Investigations 637 657

Environment Services 9,215 9,378

Highways, Assets and Network Management 10,163 10,244

Waste and Fleet Services 14,196 14,448

City Services 34,301 34,873

Culture and tourism 2,188 2,156

Economic Development and Programmes 1,704 1,739

Employment and Skills Delivery 383 391

Investment Development 228 248

Enterprise and Skills 4,503 4,534

Management Team 2,217 2,185

Estate Services 3,110 3,348

Facilities Management 583 565

Planning and Building Regulations 429 444

Transport and Engineering 7,108 7,036

Technical Services 11,230 11,393

Total 53,690 54,928




and Services


DepreciationCapital

Financing Costs

Gross Expenditure

GrantsFees and Charges

RechargesGross

IncomeNet

Expenditure

£,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000

Building Schools for the Future

0 0 0 600 0 0 0 0 600 0 0 0 0 600

City and Town Centres 823 37 5 199 0 131 91 0 1,286 (213) 0 (434) (647) 639

PFI and Housing Regeneration

0 0 0 200 0 0 0 0 200 0 0 0 0 200

City Regeneration 823 37 5 999 0 131 91 0 2,086 (213) 0 (434) (647) 1,439

Climate Change 95 0 0 6 0 0 0 0 101 0 0 (11) (11) 90

Enforcement 537 1 1 183 0 214 57 0 993 0 (264) (92) (356) 637

Environment 6,902 552 1,523 1,428 0 267 523 0 11,195 0 (603) (1,377) (1,980) 9,215

Highways Assets and Networks

3,593 1,006 710 8,594 370 1,619 4,841 26 20,759 (2,262) (5,308) (3,026) (10,596) 10,163

Waste and Fleet Services 3,522 637 2,438 425 12,863 273 2,566 76 22,800 (5,279) (2,324) (1,001) (8,604) 14,196

City Services 14,649 2,196 4,672 10,636 13,233 2,373 7,987 102 55,848 (7,541) (8,499) (5,507) (21,547) 34,301

Culture and Tourism 597 82 16 461 615 85 647 0 2,503 (16) (299) 0 (315) 2,188

Economic Development and Programmes

734 0 89 1,012 0 247 0 0 2,082 (378) 0 0 (378) 1,704

Employment and Skills Delivery

1,295 144 49 855 34 0 32 0 2,409 (1,162) (413) (451) (2,026) 383

Investment Development 321 501 5 163 0 107 78 0 1,175 (188) (756) (3) (947) 228

Enterprise and Skills 2,947 727 159 2,491 649 439 757 0 8,169 (1,744) (1,468) (454) (3,666) 4,503

Management Team 632 0 28 868 0 689 0 0 2,217 0 0 0 0 2,217

Estate Services 2,436 4,308 50 2,796 0 3,101 979 0 13,670 (1,346) (1,177) (8,037) (10,560) 3,110

Facilities Management 2,447 1,256 25 484 0 652 681 0 5,545 0 (2,739) (2,223) (4,962) 583

Planning and Building Regulations

1,890 4 37 302 0 532 30 0 2,795 (121) (2,172) (73) (2,366) 429

Transport and Engineering 2,184 186 315 6,317 223 460 225 0 9,910 (215) (661) (1,926) (2,802) 7,108

Technical Services 8,957 5,754 427 9,899 223 4,745 1,915 0 31,920 (1,682) (6,749) (12,259) (20,690) 11,230

Total 28,008 8,714 5,291 24,893 14,105 8,377 10,750 102 100,240 (11,180) (16,716) (18,654) (46,550) 53,690


Division Narrative

City RegenerationThe City Regeneration division deals with the councils fl agship projects such as the City Centre, Building Schools for the Future, PFI 5, and new housing schemes.

City Services

The purpose of City Services is to make Stoke-on-Trent a clean, green, safe and sustainable city. Commercial Services includes climate change strategy and low carbon projects.Enforcement and Investigations includes environmental enforcement, parking enforcement, licensing enforcement and highways enforcement.Environmental Services includes green space strategy, parks development, allotments, grounds and cleansing.Highways, Assets and Network Management includes highways maintenance, network and asset management, parking services and car parks operational services.Waste and Fleet Services includes domestic waste collection, domestic waste disposal, commercial waste, civil amenity sites, recycling and fl eet management.

Enterprise and Skills

The Enterprise and Skills division’s purpose is to bring investment and visitors into the city and help people into the jobs this creates. The new division integrates inward investment, enterprise support, skills, culture and tourism to ensure a joined up approach which will enable us to achieve our purpose. Our priorities for the coming year are to attract new businesses to the area and place people into the jobs created by this, support existing industry in the city with a sectoral focus on ceramics, creative industries and the low carbon economy, attract more visitors by ensuring we have a diverse cultural and tourism offer and assist local people to get the skills required to move into employment.

Management TeamThe Management Team provides strategic direction and leadership. The budget also includes the city council’s contribution to implement work in partnership with the Local Enterprise Partnership.

Technical Services

The purpose of Technical Services is to ensure we can get about the city easily, and to ensure that we make sensible use of our land and property.Estate Services includes highways maintenance, construction technical services and schools and public building maintenance.Facilities Management includes facilities, cleaning, markets and security.Planning and Building Regulations includes building regulations, planning policy and design, and estates management and development.Transport and Engineering includes safe and sustainable transport, transport policy, landscape architecture, structural engineering, highways and traffi c engineering.


Support - Business Services Directorate

The Business Services Directorate is responsible for the delivery of co ordinated, fi t-for-purpose, fi nancial, legal, business technology, procurement, business administration and Member Services. These important services make a major contribution to the success of the city council at the highest level.

The key objectives of the directorate are to ensure services always meet the needs of customers; to provide fi nancial security to the city council; to demonstrate value for money in all services; to ensure all resources available to the city council are maximized; to ensure the fi nancial Section 151 and legal monitoring responsibilities are fully discharged; and to develop a culture where people produce their best and are valued.

Without the expertise and support of many of the ‘back offi ce’ services within the directorate, transformation would be harder to achieve. Business technology support is essential to ensure systems are fi t for purpose, fi nancial support is critical to ensure governance and stewardship is observed and maintained, legal support is crucial to ensure the city council acts lawfully at all times, procurement is vital to make sure the scarce fi nancial resources of the city council are expended in the most cost effective way and the support of the audit function is fundamental in giving assurances that the city council’s main fi nancial and operating systems have the suitable controls to protect the city council and public money.

All of these services are supported by high quality business and Members support. The service purpose is to ensure offi cers and Members have the right information at the right time to make the right decisions.

Although the Directorate is predominately a support function, Financial Services includes the administration of benefi t payments and the effective billing and recovery of debt. This service has benefi ted from a systems thinking intervention which will help in delivering a more customer focused and effi cient service.



£’000 £’000

Audit Services 70 71

Business Technology 350 350

Finance and Commercial Services 509 509

Transactional Services 3,199 3,301

Financial Services 3,708 3,810

Elections 533 540

Legal Services 0 0

Legal Services 533 540

Management Team 0 0

Business Management 0 0

Customer Feedback 193 194

Member Support 23 0

Member Services 216 194

Procurement and Contracting 0 0

Total 4,877 4,965




and Services


DepreciationGross

ExpenditureGrants

Fees and Charges

RechargesGross

IncomeNet

Expenditure

Audit Services 945 0 7 34 0 61 0 1,047 (301) (1) (675) (977) 70

Business Technology 3,894 0 20 2,468 0 1,116 1,254 8,752 0 0 (8,402) (8,402) 350

Finance and Commercial Services

3,825 1 10 719 0 1,236 0 5,791 (128) 0 (5,154) (5,282) 509

Transactional Services 6,214 51 36 1,015 159 2,696 560 10,731 (2,982) (872) (3,678) (7,532) 3,199

Financial Services 10,039 52 46 1,734 159 3,932 560 16,522 (3,110) (872) (8,832) (12,814) 3,708

Elections 304 10 1 134 0 87 0 536 0 (3) 0 (3) 533

Legal Services 1,716 0 12 755 0 321 0 2,804 0 (600) (2,204) (2,804) 0

Legal Services 2,020 10 13 889 0 408 0 3,340 0 (603) (2,204) (2,807) 533

Management Team 661 0 9 36 0 556 0 1,262 0 0 (1,262) (1,262) 0

Business Management 1,394 0 17 25 0 408 0 1,844 0 0 (1,844) (1,844) 0

Customer Feedback 242 0 2 11 0 24 0 279 0 0 (86) (86) 193

Member Support 598 0 58 1,054 0 586 0 2,296 0 0 (2,273) (2,273) 23

Member Services 2,234 0 77 1,090 0 1,018 0 4,419 0 0 (4,203) (4,203) 216

Procurement and Contracting

368 0 0 11 0 342 18 739 0 0 (739) (739) 0

Total 20,161 62 172 6,262 159 7,433 1,832 36,081 (3,411) (1,476) (26,317) (31,204) 4,877


Division Narrative

Audit Services

To give assurance to Offi cers and Members and make recommendations for improvement.Audit independently assess and report on the council’s main fi nancial and operational systems, providing an opinion on the controls and making recommendations for improvement.Corporate Fraud prevent, detect and investigate and where appropriate prosecute, all forms of fraud and corruption.

Business Technology

To provide reliable, secure and fi t for purpose ICT systems meeting the needs of the council and the people of Stoke-on-Trent. To act as a key driver of the council’s transformation programme.

Financial Services

Finance and Commercial Services ensure the highest standards of fi nancial assessment, administration, management, governance and stewardship are delivered. Transactional Services provide help and advice when required. To pay benefi t, suppliers and staff accurately and on time. To raise debtor invoices promptly and precisely.

Legal Services

Elections administer registration of electors and conduct elections as required by law. Increase participation by candidates and voters.To ensure that the city council acts lawfully at all times and to deliver high quality, value-for-money legal and electoral services.Legal Services give accurate advice and assistance with a “can do” approach, ensure a value-for-money service, focus legal advice and assistance on customer priorities.

Management TeamThe Management Team provides leadership and direction to the divisions within the directorate to ensure the delivery of high quality services.

Member Services

Business Administration provide Personal Assistants and Secretarial support across the city council to Corporate Directors and Assitant Directors. The team also provides administrative support in each directorate, a postal services for the city council as a whole and support for major events as and when required. Customer Feedback and Information Rights Team receive complaints, comments and compliments and also process and co-ordinate all Freedom of Information and data protection requests. The team deals with the Local Government Ombudsman and deal with requests made under Environmental Regulations. The Member Services Division comprises Member Support, Democratic Services, Overview and Scrutiny, Customer Feeback and Information Rights and Business Adminstration. Member Support provides administrative and secretarial support to all Members, with dedicated support to the Lord Mayor and Mayoralty. The team also co-ordinates Member development activities and assists with civic and ceremonial events. Democratic Services support the city council’s democratic processes including the city council meetings, Cabinet Meetings and all other statutory meetings. In addition the service provides mentoring support for Members and assistance with casework. The Overview and Scrutiny Team provides independent support to the city council’s Overview and Scrutiny Committees who have responsibility for holding the Cabinet to account by scrutinising decisions, assisting with policy development and responding to issues and concerns raised by residents / community groups.

Procurement and Contracting

Corporate Procurement aim to provide a high quality, effi cient and effective procurement service to all directorates of the city council. The key deliverables of the service are:• To deliver the procurement intervention and savings.• Implement e-tendering across the whole city council.


Chief Executive’s Offi ce

The focus of the Chief Executive’s Offi ce is customer services, to provide corporate communication across the council and to drive transformational change. The services which will report to the Chief Executive and oversee the city council’s transformation include human resources, transformation, organisational development, equality, executive support, communications, performance management and customer access.

The service purpose of the HR function is to ensure the right people with the right skills are in the right jobs at the right time. People are the city council’s most important resource and the HR function delivers the support needed to ensure the workforce is effi cient and effective and delivering quality services to the residents of the city.

Transformation and change management is key to the development and sustainability of any business. In these times of fi nancial constraint, systems thinking, partnership working and changes to processes and working practices are all essential in driving transformation and this team will take the lead role and ensure the city council continually improves and evolves.

The Chief Executive’s Offi ce provides corporate communication across the city council working to promote and protect the image of the city whilst being as open and transparent as possible. Communications takes responsibility for overseeing all city council spend on advertising, marketing, printing, publications such as Our City magazine and design. Communications includes the press offi ce, the web service including Stoke-on-line and promotion through the use of social media, residents’ consultation, internal communications, corporate translation and interpretation, design, branding, printing, Olympic co-ordination including the cultural Olympiad and corporate events such as the Tour of Britain cycle rides.



£’000 £’000

Customer Access 1,338 1,357

Health and Safety 110 110

HR Consultancy 0 0

HR Shared Services 0 0

Organisational Development and Equality, Census 564 567

Rewards and Benefi ts 15 16

Transformation 352 238

HR and Transformation 2,379 2,288

Management Team 0 0

Corporate Events and Marketing 210 210

PR and Communications 1,010 1,019

Print and Design 80 85

PR and Communications 1,300 1,314

Total 3,679 3,602


Division Narrative

HR and Transformation

People Management and Culture Change. Driving transformation via service interventions using systems thinking methodology and supporting organisational redesign and restructuring.

Management TeamThe Management Team provides leadership and support to the divisions in the Chief Executive’s Offi ce and assists the Chief Executive in giving direction to the city council.

Communications

The team provide corporate communication across the council working to promote and protect the image of the city while being as open and transparent as possible. Communications takes responsibilty for overseeing all council spend on advertising, marketing, printing, publications such as Our City magazine and design.Communications includes the press offi ce, our web service including Stoke-on-line and promotion through the use of social media, residents’ consultation, internal communications, corporate translation and interpretation, design, branding, printing, Olympic co-ordination including the cultural Olympiad and corporate events such as the Tour of Britain cycle rides.



and Services

Third Party Payments

Support Services

DepreciationGross

ExpenditureGrants

Fees and Charges

RechargesGross

IncomeNet

Expenditure

£,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000

Customer Access 1,618 146 4 229 0 271 38 2,306 (40) 0 (928) (968) 1,338

Health and Safety 305 0 4 12 110 61 0 492 0 0 (382) (382) 110

HR Consultancy 973 0 5 32 0 109 0 1,119 0 0 (1,119) (1,119) 0

HR Shared Services 701 0 1 116 0 148 0 966 0 0 (966) (966) 0

Organisational Development and Equality, Census

453 0 3 53 0 61 0 570 0 (6) 0 (6) 564

Rewards and Benefi ts 132 0 0 3 0 29 0 164 0 0 (149) (149) 15

Transformation 662 0 2 33 0 99 0 796 0 0 (444) (444) 352

HR and Transformation 4,844 146 19 478 110 778 38 6,413 (40) (6) (3,988) (4,034) 2,379

Management Team 621 0 8 27 0 286 0 942 0 0 (942) (942) 0

Corporate Events and Marketing

0 0 0 210 0 0 0 210 0 0 0 0 210

Communications 584 0 2 256 0 312 0 1,154 0 (47) (97) (144) 1,010

Print and Design 210 0 0 267 0 58 0 535 0 0 (455) (455) 80

Communications 794 0 2 733 0 370 0 1,899 0 (47) (552) (599) 1,300

Total 6,259 146 29 1,238 110 1,434 38 9,254 (40) (53) (5,482) (5,575) 3,679


Benefi t Payments


Supplies and Services

PaymentsGross

ExpenditureGrants

Gross Income

Net Expenditure

£,000 £,000 £,000 £,000 £,000 £,000

Benefi t Payments 364 109,769 110,133 (110,133) (110,133) 0

Total 364 109,769 110,133 (110,133) (110,133) 0

This is where the money transactions take place for benefi t payments in the form of income from the Government subsidies that are paid to reimburse the expenditure of benefi ts payments that have taken place. The administration of benefi t payments takes place within the Business Service Directorate.

Division Narrative

Benefi t PaymentsGovernment subsidy received and the payments of housing and Council Tax benefi t.


£’000 £’000

Benefi t Payments 0 0

Total 0 0


Civic and Corporate Expenses

Civic and Corporate Expenses relates to Corporate Information Services, the maintaining of statutory registers, occupational health, audit fees and general policy services.


£’000 £’000

Central Expenses 0 0

Central Support 1,766 1,798

Member’s Support 1,955 1,984

Corporate and Democratic Core 3,721 3,782

Corporate Information Services 2,705 2,712

General Policy Services 980 975

Occupational Health 0 0

Total 7,406 7,469


Subjective Analysis Budget 2011/12Employees Premises

Supplies and Services

Support Services Gross Expenditure Recharges Gross Income Net Expenditure

£,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000

Central Expenses 0 0 718 8 726 (726) (726) 0

Central Support 0 0 0 2,106 2,106 (340) (340) 1,766

Member’s Support 0 0 0 1,955 1,955 0 0 1,955

Corporate and Democratic Core 0 0 0 4,061 4,061 (340) (340) 3,721

Corporate Information Services 0 0 0 2,705 2,705 0 0 2,705

General Policy Services 805 6 157 12 980 0 0 980

Occupational Health 0 0 241 1 242 (242) (242) 0

Total 805 6 1,116 6,787 8,714 (1,308) (1,308) 7,406

Division Narrative

Central ExpensesCentral expenses include corporate subscriptions, commission for bank services received and audit fees relating to accountsand inspections.

Corporate and Democratic Core

Central support relates to costs of statutory posts, maintaining statutory registers and completing statutory returns. Members’support includes allowances and the cost of supporting council meetings, committees, overview and scrutiny, the cabinet andthe Lord Mayor.

Corporate Information Cost of IT infrastructure and corporate software licences etc.

General Policy ServicesGeneral policy services include additional pension costs relating to a historic staffi ng decision, long services awards andcontributions to Unison.

Occupational Health Cost of services provided by Occupational Health.



£’000 £’000

County Council Loan Debt 3,195 3,157

County Council Pension Costs 299 305

Flood Defence 77 78

Public Health Director 67 69

External Contributions 3,638 3,609

Net Central Financing and Depreciation Calculation (942) 2,973

Actuarial Strain / Redundancy Costs 3,495 2,687

Carbon Reduction Scheme 370 370

Contingency 2,714 1,994

Contribution to General Reserve 1,500 1,500

Corporate Savings (3,500) (14,968)

Members’ Ward Fund 250 250

Other Costs 4,829 (8,167)

Total 7,525 (1,585)

Non-Departmental Costs

Non-Departmental costs consists of a number of costs that do not form part of the normal directorate activities, relate to specifi c projects or span across all directorates.


Division Narrative

External ContributionsExternal contributions include the proportion of outstanding loans and pension costs transferred with the local governmentreorganisation in 1997, contributions to the Environment Agency relating to fl ood defence and contributions to the Public HealthDirector which is funded jointly with the Health Authority.

Net Central Financing and Depreciation Calculation

Net central fi nancing relates to loan payments (principal and interest), less interest received on short term cash investments.Depreciation calculation removes the notional cost of depreciation from the accounts, so there is nil impact on the general fund (the opposite entries are shown in the services departments).

Other Costs

Other costs relate to specifi c projects or circumstances that are not part of the normal directorate activities. These include staffi ng costs for PFI procurement, costs associated with Building Schools for the Future, contributions towards the running and management of Ceramica, associated spend relating to previous redundancy exercises and money set aside for unforeseen items.


Employees PremisesSupplies

and Services


DepreciationCapital

Financing Costs

Gross Expenditure

Grants Recharges InterestGross

IncomeNet

Expenditure

£,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000

County Council Loan Debt 0 0 0 3,195 0 0 3,195 0 0 0 0 3,195

County Council Pension Costs 0 0 0 299 0 0 299 0 0 0 0 299

Flood Defence 0 0 0 77 0 0 77 0 0 0 0 77

Public Health Director 0 0 0 67 0 0 67 0 0 0 0 67

External Contributions 0 0 0 3,638 0 0 3,638 0 0 0 0 3,638

Net Central Financing and Depreciation Calculation

0 0 0 (3,014) (22,219) 26,439 1,206 0 (2,008) (140) (2,148) (942)

Actuarial Strain / Redundancy Costs

3,495 0 0 0 0 0 3,495 0 0 0 0 3,495

Carbon Reduction Scheme 0 0 370 0 0 0 370 0 0 0 0 370

Contingency 200 (100) 4,952 0 0 0 5,052 (2,338) 0 0 (2,338) 2,714

Contribution to General Reserve 0 0 1,500 0 0 0 1,500 0 0 0 0 1,500

Corporate Savings 0 0 (3,500) 0 0 0 (3,500) 0 0 0 0 (3,500)

Members’ Ward Fund 0 0 250 0 0 0 250 0 0 0 0 250

Other Costs 3,695 (100) 3,572 0 0 0 7,167 (2,338) 0 0 (2,338) 4,829

Total 3,695 (100) 3,572 624 (22,219) 26,439 12,011 (2,338) (2,008) (140) (4,486) 7,525


General Reserve Balance £’000

Opening Balance 1 April 2010 5,314

Provisional Contribution 2010/11 (subject to audit) 500

Closing Balance 31 March 2011 5,814

Budgeted Contribution 2011/12 1,500


Budget Contribution 2012/13 1,500


General Fund Reserve

The General Fund Reserve shows the difference between income received and expenditure in the General Fund over the years. Given the complexities and scale of business all Local Authorities hold a general reserve to be called upon for any unforeseen expenditure.

In the past, the Audit Commission has commented on the relatively low level of General Fund non earmarked reserves that are held by Stoke-on-Trent City Council compared with other authorities.

The provisional balance of the General Fund reserve is shown in the table below.

Based on the city council’s current circumstances, future plans and exposure to risk, it is prudent for the city council to have on average circa £8 million in the General Reserve.


Housing Revenue Account

The Housing Revenue Account manages the income and expenditure relating to city council’s housing stock, including any maintenance, improvements and services to housing tenants. Currently the number of tenancies is in the region of 19,000.

The city council reviews all housing rents each year using specifi c guidance issued by the Department of Communities and Local Government (DCLG). The guidance does not include garage rent, other property rent, grounds maintenance or other services.

The following table shows the Housing Revenue Account.

Budget Budget

2011/12 2012/13

£’000 £’000

Income

Dwelling Rents (59,729) (62,550)

Non Dwelling Rents 0 0

Charges for Services and Facilities (1,498) (1,544)

Total Income (61,227) (64,094)

Expenditure

Contribution to Housing Repairs Account 17,710 18,050

Supervision and Management 13,755 13,382

Service Charge Expenditure 1,207 1,219

Negative Government Subsidy payable 9,421 11,557

Bad or Doubtful Debts 0 0

Depreciation of Fixed Assets 11,592 11,716

Total Expenditure 53,685 55,924

Net Surplus from Services (7,542) (8,170)

Net Financing Charges 4,143 4,097

(Surplus) or defi cit for the year (3,399) (4,073)

Capital Expenditure funded by Revenue 3,602 3,524

Total HRA Income and Expendure Account 203 (549)

Balance Brought forward (4,025) (3,822)

(Surplus) or defi cit for the year (3,399) (4,073)

Capital Expenditure funded by Revenue 3,602 3,524

Reserve Balance (3,822) (4,371)


Capital investment

There is an aspiration to regenerate the city by delivering high quality programmes which will signifi cantly boost the economic prosperity of the area and create much needed jobs and investment. The city council has embarked on a signifi cant transformational ‘people and place’ agenda. This programme aims to deliver transformational change to the city through a series of infrastructure, housing, education and economic led developments. At the time of committing to this transformational agenda, signifi cant external investment was forecast to be drawn into the local area which would help to create a step change in the local economy.

Following the Comprehensive Spend Review the authority is now facing a signifi cant reduction in the level of external grants available. This includes the cessation of the Housing Market Renewal programme, reductions on some major programmes including Building Schools for the Future and

reductions on capital grants for highways, schools and housing. The Regional Development Agencies (RDAs) are also in the process of being dismantled. The reduced level of external resources has caused increased pressure on the affordability of the capital programme.

The capital programme has been developed prudently to ensure that the authority does not enter into capital commitments which it may not be able to afford in the future. Conservative interest rate assumptions have been used to forecast returns on cash investments as the global economic conditions continue to be very challenging giving uncertain forecast rates.

Despite the funding reductions, the capital programme is still ambitious and ensures that key pledges and priorities of the City council continue to be supported. It is important to identify the many positive, continued

developments that this overall budget will provide. Over £330 million will be invested across the city into major physical capital developments over the next two years: £220 million of this will be targeted into creating the best possible environments for children and young people to learn and develop; over £40 million will be invested into local housing stock, and a range of housing services; and over £40 million will be invested into key infrastructure and regeneration programmes including the City Centre Bus Station, commencement of the Public Realm Programme and completion of the Ingestre Square redevelopment.


Proposed Capital Investment ProgrammeBudget 2011-12

£’000Budget 2012-13

£’000

City Centre Car Park Improvements 1,260 0

Potteries Way Phase 1 39 0

City Centre (Hanley) Bus Station 7,638 5,220

City Centre Public Realm 1,400 2,400

TOTAL City Centre 10,337 7,620

Burslem Townscape Heritage Initiative 253 0

Burslem Building Improvement Scheme 984 1,700

Spode Site Acquisition 250 250

Longton Conservation Scheme 300 322

Stoke Public Realm 100 100

BRE Centre of Refurbishment Excellence (CORE) 3,938 3,668

TOTAL Town Centres 5,825 6,040

RENEW 5,500 4,000

Canal Quarter 3,200 2,800

City Waterside 3,000 1,500

TOTAL RENEW 11,700 8,300

Building Schools for the Future 96,768 111,787

TOTAL Building Schools for the Future 96,768 111,787

Local Transport Plan 3,685 3,681

TOTAL Highways 3,685 3,681

Public Buildings Maintenance 1,250 0

TOTAL Property and Planning Projects 1,250 0

Blurton Valley Public Open Space 121 0

Queens (Longton) Park 41 0

Turnhurst Road Play Facilities 35 0

Drive Park Play Area 25 0

Hanley Park 93 120

Hanley Park Pavilion 100 0

Hanford Park Improvements 5 5

Tunstall Park 241 0

Burslem Park 1,260 573

TOTAL Greenspace 1,921 698


Proposed Capital Investment ProgrammeBudget 2011-12

£’000Budget 2012-13

£’000

Newford Valley Landfi ll 400 0

Waste Compaction Units (Hanford Civic Amenities) 150 0

TOTAL Waste Strategy 550 0

Ingestre Square 910 0

Private Sector Housing 800 300

Disabled Facilities Grant 1,750 1,750

Clearance Outside of Housing Market Renewal Programme 250 0

Public Sector Housing 17,050 17,300

TOTAL Housing 20,760 19,350

The Potteries Museum & Art Gallery - Staffordshire Hoard 15 10

Sports and Leisure (Football Pitches) 1,009 0

TOTAL Neighbourhood Projects 1,024 10

Capitalised works (highways) 1,000 0

Total Capitalised Works 1,000 0

Learning Disability 3,240 0

Adult Social Care Minor Refurbishments 31 0

Adults Social Care Capital Grant 704 716

TOTAL Adult Social Care 3,975 716

Adult Social Care IT Grant 83 0

Social Care Reform Grant 80 0

TOTAL Commissioning & Innovation 163 0

Primary Capital Programme 4,307 0

School Modernisation Programme 2,632 0

Devolved Formula Capital 3,234 645

TOTAL Education Service Development 10,173 645

Information Technology Strategy 2,990 6,578

TOTAL Corporate Projects 2,990 6,578

172,121 165,425


Conclusion

This is undoubtedly the most challenging fi nancial settlement that the city council has ever received. It is compounded by the economic and operating environment remaining fragile, whilst expectations and demands on the city council continue to increase. Within this context the city council must show clear leadership, innovation and creativity to support Stoke-on-Trent through these diffi cult times.

The development of the budget for 2011/12 has been the most extensive budget consultation campaign ever conducted by the city council and was followed by rigorous challenge and scrutiny by elected Members. The provisional fi nance settlement for Stoke-on-Trent placed the city council as the eighth worst treated of all unitary authorities in the country. This contributed to a savings requirement of £36 million for 2011/12. Forced choices and ultimately diffi cult decisions have meant that service reductions will be made; this was inevitable given the scale and speed of reductions that faced the city council.

The overall approved budget provides a balance between maintaining investment into key priorities services, as identifi ed by the majority of our local communities, within the constraints of affordability.

Despite the funding reductions and diffi cult choices it is important to identify the many positive continued developments that this overall budget will provide. Over £330 million will be invested across the city into major physical capital developments over the next two years. £220 million of this will be targeted into creating the best possible environments for our children and young people to learn and develop. Over £70 million will be invested into our local housing stock, and a range of housing services. Over £40 million will be invested into key infrastructure and regeneration programmes including the City Centre Bus Station / East West development, Public Realm Schemes, Ingestre Square development in Blurton, Local Transport activities, National Centre of Refurbishment Excellence - CoRE in Longton and a range of environmental and neighbourhood projects across the city.


Effi ciencies and streamlining of both structures and operations, combined with effective redesign of key service areas will create better, more responsive and effective value for money delivery mechanisms to support our communities. The level of planned gross investment into our key priority services is still estimated to be around £550 million in 2011/12.

The city council have dealt with unprecedented Government cuts and produced a budget that is tough, legal, robust and sustainable for 2011/12 whilst protecting the most vulnerable in our city as best we can. This has also been delivered without any increase in Council Tax for 2011/12.

The budget has been delivered without any increase in Council Tax


Glossary

a budget where the expenditure is matched by the income.

a statement defi ning the council’s planned income and expenditure over a specifi ed period of time.

a charge that applies to organisations using non-domestic premises. The rates fund services provided by local authorities.

expenditure on acquisition or enhancement of assets which have a long term value, for example, buildings and equipment.

a statutory fund maintained by a billing authority, used to record Council Tax and Business Rates collected by the authority, along with payments to Police Authority, Fire and Rescue Service and the city councils own General Fund.

a fl at-rate charge paid by each adult in a community to their local authority in place of rates and prior to Council Tax.

is the HM Treasury led process that allocates public expenditure.

a tax on domestic properties set and collected by local authorities to fund services provided.

a payment or promise of a future payment for goods or services.

is the provision of resources, usually in the form of money (fi nancing).

a new way of designing and managing work by looking at the organisation as a process rather than a top-down hierarchy. It allows for greater control, lower costs and better customer service and satisfaction.

Balanced Budget

Budget

Business Rates

Capital Investment

Collection Fund

Community Charge Receipt

Comprehensive Spend Review

Council Tax

Expenditure

Funding

Lean systems Thinking


a non-specifi c grant paid by Central Government to aid general Local Government expenditure. The grant is distributed so that if each authority were to spend at the level of its Standard Spending Assessment (SSA), all authorities could set the same level of Band D Council Tax.

section 75 of the Mental Health Act referring to arrangements to manage jointly commissioned services

a payment to a provider in return for a provision of a service.

a payment to individuals for which no service or goods are received in return by the Local Authority.

Children and Young People’s Services

Departmental Management Team

Dedicated Schools Grant is the main source of funding for schools

Intermediate Care Equipment Store

Information and Communication Technology

Job, Enterprise and Training

Local Area Agreements set out the priorities for a local area as agreed between Central Government and a local area.

MERIT is an organisation that works in partnership with schools, parents, carers and the wider community to provide a positive and supportive learning experience.

Personal Assistant

Revenue Support Grant

Section 75


Transfer Payments

CYPS

DMT

DSG

ICES

ICT

JET

LAA

MERIT

PA


Planning Commission and Performance

Primary Care Trust

Pupil Referral Unit - a school that operates outside of normal schooling and is designed to help children who do not fi t into the normal school regime.

REACH is an organisation that works in partnership with schools, parents, carers and the wider community to provide a positive and supportive learning experience.

Special Educational Needs

Service Level Agreement

PCP

PCT

PRU

REACH

SEN

SLA


Contact Details

Assistant Director Financial Services01782 232758, [email protected]

Corporate Services Finance and Commercial Manager01782 232704, [email protected]

Children and Young People’s Services Finance and Commercial Manager01782 235960, [email protected]

City Renewal Finance and Commercial Manager01782 235931, [email protected]

Adult and Neighbourhood Adult Social Care and Commissioning Team Manager01782 236490, [email protected]

Peter Bates

Kerry Cartlidge

Mark Kenyon

Debbie Middleton

Peter Stoddart

Stoke-on-Trent City Council Budget Book 2011/12 58 stoke.gov.uk

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