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Finance and Budget Strategic Scrutiny Select Committee 12 June 2013

Finance and Budget Strategic Scrutiny Select Committee 12 June 2013. Examination of Process for Future Budgets Neil Thornton Chief Financial Officer. Issues. DEMOGRAPHIC CHANGE. 2001- 2010 +17.900. 2020 – 261.000 (+14%) 2035 – 300.000 (+30%). Population. Age profile. Single Households

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Finance and Budget Strategic Scrutiny Select Committee 12 June 2013

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  1. Finance and Budget Strategic Scrutiny Select Committee12 June 2013 Examination of Process for Future Budgets Neil Thornton Chief Financial Officer

  2. Issues

  3. DEMOGRAPHIC CHANGE 2001- 2010 +17.900 2020 – 261.000 (+14%) 2035 – 300.000 (+30%) Population Age profile Single Households 2001 – 35% 2011 – 43% Age Groups (2020) Children + 26.2% Working Age + 15% Pensionable age +5.1% Inward migration Ordsall + 7462 +111% • DCLG use figures to allocate funds • New ONS methodology • Net in-migration

  4. Remember what LGA has said £15 bn

  5. Remember what LGA has said

  6. Our Budget strategy 2014/15 to 2016/17 A different approach butbased upon lessons learned • What does a 3 year perspective look like across services in terms of say £60M? • Absolute alignment with City Plan priorities: • Local Economic Growth and international inward investment • Protecting vulnerable families • Delivering quality services • Further stark choices facing the Council in this financial context • An examination of the future likely service demands upon the Council • Not a service group led approach, but thematic and zero based approach (where possible)

  7. Our Budget strategy 2014/15 to 2016/17 A different approach butbased upon lessons learned • Not a service group led approach, but thematic and zero based approach (where possible) • Further examination of our statutory/discretionary spend, the choices that need to be made about minimum statutory levels of service provision? • As part of this approach, review previously considered rejected proposals • How does the organisation need to change to reflect the scale of the challenge? • What should our City wide regeneration and investment strategy look like? • Commitment to develop a clear income generation strategy • Improving our engagement with resident’s, business and key stakeholders

  8. Our Budget strategy 2014/15 to 2016/17 A different approach butbased upon lessons learned • Clear end of quarter one perspective on: • Emerging thematic budget proposals, their impacts, political direction • Future financial, service demands moving forward • Emerging regeneration and development strategy which will be at the heart of the future capital programme

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