IWC 2013 Budget Presentation (revised)

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IWC 2013 Budget Presentation (revised)

  1. 1. THE FUTURE OF LOCAL SERVICES Cllr Ian Stephens Leader of the Council (10 mins) - Introduction and the new administrations priorities Dave Burbage Managing Director - The Financial challenge (15 mins ) Cllr Steve Stubbings Deputy Leader (5 mins) - Meeting the challenge The Future of Local Services ( 60 mins) - Questions and suggestions from the floor
  2. 2. WHAT WE THINK IS IMPORTANT • Being open honest and transparent • Building constructive partnerships for the good of the Island and its residents • Involving ,listening and consulting on what we do • Basing what decisions we make on evidence and understanding the impact on services and users • That we try to attract investment to the Island and improve our local economy where we can • That we are realistic in what the Council can and should do
  3. 3. NEW COUNCIL – THE FIRST SIX MONTHS Decision Making - delegated decisions taken by individual cabinet members stopped - reviewed the governance arrangements and consulting on three potential options - Engaging with the public e.g. these events Working In Partnership - with Town and Parish Councils, business and voluntary sector - involving communities in use of assets - continuing to invest in pre apprenticeships Improving Service Delivery - strategic partnership with Hampshire CC for Children’s Services - strengthening Adult Social care practice - started a Root and Branch Review of Services Promoting the Economy and Tourism - agreed to invest in a tidal energy project and rural broadband - attracting Inward investment through the Solent Local Enterprise Partnership - working with visit Isle of Wight - enabled the setting up of visitor information points - Seeking Assisted Area Status
  4. 4. WE WANT TO DO MORE BUT THE FINANCIAL CHALLENGE
  5. 5. SERVICE SPENDING PRESSURES Adult Social Care – increased need Children’s Services – improvement agenda Inflation Increased statutory duties- e.g. Local council tax support schemes, Investment in capital assets such as Schools, buildings, Fire Vehicles
  6. 6. MAIN SOURCES OF INCOME 2014/15 - £225m Fixed By Government Fixed by Government Fixed By Government Fixed by Government Mainly Statutory Cap at 2% increase Above need a referendum Excluding Schools
  7. 7. GOVERNMENT GRANTS REDUCING
  8. 8. COSTS INCREASING
  9. 9. BUDGET GAP WIDENING
  10. 10. SAVINGS BASE • The Council has a range of statutory duties it must meet • It also has committed spend it is difficult to reduce e.g. on contracts , national concessionary fares, Housing Benefits • Much of what the Council does is set down by regulations by Government
  11. 11. £28m FROM A SMALL BASE £225m Committed £65m Children's Services £28m Adult Social Care £57m Public Health £6m Waste Contract/Fire£17m Capital Borrowing costs £16m Discretionary type services £36m
  12. 12. STATUTORY V DISCRETIONARY STATUTORY A BIT OF BOTH DISCRETIONARY How we operate and make decisions Youth service How we organise ourselves Lots of Regulations and Duties Community Safety Cowes Chain Ferry Children’s Services Waste collection and disposal Tourist Information Adult Social Care Libraries Public Conveniences Home to school Transport Road maintenance Leisure Centres , sports, play Some Housing Functions Early Years Public Realm Services Council Tax and Benefits Economic Development Parks and open spaces Public Health Planning enforcement Coastal Management Concessionary Fares Harbours Lifeguards Fire and Rescue Services Supporting People Culture and Heritage
  13. 13. MEETING THE CHALLENGE ? • The Council cannot provide the Services it does now It must focus on meeting its statutory duties • We will need to look at how others could take on services through local groups, other Councils, partnerships, merging services or stopping providing them • Local communities and residents can play their part in supporting initiatives in their local areas that reduce the dependency on the Council and the need for services • We want to engage everyone in the discussion about what local services should look like in the future we want to know what you consider to be important • We want your ideas on how we should meet the financial challenge

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