The Chief Financial
Officer (CFO) and the Cabinet Member for Finance, Performance and
Core Services presented a report on the Budget Strategy 2022/23 to
2025/26. The uncertainty behind the figures presented was
highlighted, owing to the delay in the Local Government Finance
Settlement and the worsening rates of Covid-19 nationally.
A number of aspects that would affect
the final budget, were also not within the control of the Local
Authority, such as a potential national insurance pay increase.
Once the Council had received the settlement from Government and
knew its intentions around Council Tax, it would be able to use
this information to confirm the budget for next year.
In response to
questions from Members, the CFO and Cabinet Member stated
that:
- The current forecast
overspend for the financial year had been split into two
categories: savings and pressures. Savings not achieved in this
financial year would roll over into the next financial year. Many
of the one-off pressures that the Council had were Covid-related,
such as one-off financial year support to SLM, the Council’s
leisure centre provider; however, the Council received a share of
SLM profits and would benefit from increased footfall in future
financial years. It had income losses in Heritage and other traded
entities, with £0.5 million of income that it would
ordinarily expect to receive, not being received in this financial
year;
- Ongoing savings and
pressures needed to be addressed as soon as possible so that these
did not reoccur. Many of these were driven by demand relating to
Covid-19, such as in Children’s Care and Support, where the
Council had seen increased pressures. The Council was looking
closely into how it was investing money into services such as Early
Help, noting the work that other councils had also undertaken
around this and their outcomes. Prevention was also high on the
Council’s agenda, to avoid children coming into care at the
outset and to provide families with the right support, at an
earlier date;
- The Borough was
supporting some very high needs families at very high-cost
placements, some of which would continue indefinitely. The Council
was working hard with providers to find either alternative
provision, or a way of providing the right care through a more
financially sustainably approach. Care and support colleagues
worked closely with the Finance team, to ensure that costs could be
mapped;
- The Council had
increased its involvement in the way that the NHS operated, as part
of the Integrated Care System (ICS) which covered northeast London.
The Council was working more closely with health colleagues to
understand NHS financial pressures and any Council actions that
were adversely affecting these, and vice versa, to mitigate
pressure issues, achieve value for money and support each other in
making the right decisions for residents;
- Stress testing on the
impact of inflation was undertaken as the Council reviewed the
Medium Term Financial Strategy (MTFS),
and this would be repeated when the Council set the budget in March
2022. The Council also had a well-run Treasury Management team, who
would take advantage of any increases in interest rates and
inflation where there could be opportunities for increased income.
The team also worked to take advantage of low interest rates and
borrowing opportunities;
- The Chartered
Institute of Public Finance and Accountancy (CIPFA) who governed
the way that councils invest, was looking at rules around
investments to tighten up on both rogue investments and councils,
where they had made investments that did not fit the spirit of
public service and were made purely for financial return. The
Council was very confident that its investments would fit the
parameters of these new regulations, as these were driven by
regeneration, delivering returns and serving residents of the
Borough;
- Schools were funded through the
Dedicated Schools Budget. The Barking and
Dagenham School Improvement Partnership (BDSIP) worked with schools
to provide support and services; however, schools had also been
affected by austerity cuts and seen a large increase in children
with growing mental health issues. Whilst the Council could not
support schools with extra budgetary funding, it could work outside
of the school environment to provide support to pupils, for example
as corporate parents to Looked After Children and to help schools
with budget management. The Council could also provide support
through its Education service, such as
through Educational Psychologists and in ensuring enough specialist
school places were available;
- Investment into the
Council’s Insight Hub would pay dividends in terms of the
prevention agenda, as the Council could pinpoint where it thought
that clusters of the population existed, who may need extra support
in relation to issues such as stopping smoking or obesity. It could
then target communication and support to individual groups,
taking into account cultural differences
to disseminate public health messages. The Council would continue
to utilise the Insight Hub in future for innovation opportunities,
to both support the community and to generate income to invest in
the Borough;
- The Council was
confident that further savings would not be needed in this
financial year, due to investments that were to come to fruition
next year. Going forward, the Council would continue to
look into prevention activity and
investment opportunities, to support the community and pay
dividends in future years. It would also look for opportunities for
innovation, such as through its district heat network programmes
(with one gas boiler being able to provide heat for hundreds of
homes) and at how it could provide alternative services for
residents at a lower cost, such as through supporting residents
with both Council and non-Council-related debt through the Homes
and Money Hub;
- The Council was
confident that the budget support reserve would hold the overspend;
however, it was less certain of how the General Fund reserve would
be affected over the duration of the strategy, and various factors
such as interest rates and the pandemic, could prove detrimental to
this. Nevertheless, the Council’s overspend was gradually
reducing and collection rates such as Council Tax, Business Rates
and rents were mostly back to pre-covid levels, indicating a good
financial community resilience; and
- Analysis had been
undertaken in regards to temporary accommodation in the Borough and
other local authorities purchasing this to place their high-cost
families, for whom the Council would then need to provide social
care support. The Council was actively looking at schemes to invest
in properties in the Borough and use these properties to support
its own families, to both save money and stop outside boroughs
purchasing these homes.
The Committee
requested that any changes made to the report before the final
budget was approved at Cabinet in March 2022, were reported
back.