This is an HTML version of an attachment to the Freedom of Information request 'Peer review documentation'.

Minutes of Warwickshire County Council -6 February 2014 – Minute 3 – Appendix E 
 
Agreed Revenue and Capital Budget 2014/15 
 
REVENUE BUDGET 
 
The County Council is to plan its budget framework for 2014/15 on the 
following basis: 
 
 

Financial Direction of Travel 
 
1.1 
We recognise that this budget has had to be achieved in a climate where Local 
Government Settlements and the public finances more generally remain stretched. 
 
1.2 
We share with others on the Council a commitment to develop and sustain a society 
that looks after its most vulnerable people, to deliver appropriate, quality services at 
the right time, and to seek opportunities for economic growth and innovation. 
However, it is clear that for the foreseeable future local government does not have the 
money that it previously had to spend on services. 
 
1.3 
We have been open about the scale of the financial challenge facing the County 
Council and the need to identify unparalleled levels of savings over the next four 
years. We have only accepted the need for additional spending where it is 
unavoidable. 
 
1.4 
We will continue to integrate services, de-layer management where possible and 
make more efficient business support functions. In doing this we are aiming for 
efficient ‘value adding’ support to front-line delivery. The principle of services 
managing within their budget and operating with financial integrity remains core. 
 
1.5 
We will transform services, assessing how best to engage vibrant communities so 
that they can shape and – where appropriate – deliver local services. We will work 
with partners in Health, Local Authorities, Police and other public agencies to deliver 
services in a different way, including engaging more with the voluntary sector, where 
there is flexibility to respond swiftly and effectively to need. We will require services to 
focus on the preventative agenda to manage demand downwards, so that we can 
secure even more value for money. Even after this, we have had to make difficult 
choices and accept some services will cease or be reduced. 
 
1.6 
We will be using our scarce capital resources to deliver savings and pump prime our 
local economy as despite the financial challenges, we have the ambition to invest for 
economic growth. By taking the difficult decisions and putting ourselves in a 
sustainable position whilst also investing in the future we will meet the financial 
challenge and be successful. 
 
1.7 
It is because of our desire to ensure our continued help and support for those who 
need it we have found ourselves unable to continue our freeze on Council Tax. Our 
proposals are based on a modest rise of 1.99% over each of the next four years, 
equivalent to an average increase of 46p a week on a Band D property each year. 
 
1.8 
We are all consumers of the services the County Council provides but we also 
represent the taxpayers of Warwickshire and therefore we are committed to 
continuing to look to identify where further savings can be made and to keep the level 
of council tax under review. 
 
1 of 10 
 


Thanks to Respondents 
 
2.1 
We identified in our medium term financial plan last year that significant savings 
would be needed over the next few years. To make sure we reflected the priorities of 
the people of Warwickshire in our plans; we have been asking people to give us their 
views. 
 
2.2 
We would like to thank all those who have taken the time to respond and we value all 
the contributions and suggestions made. With the limited resources we have available 
we have used the feedback, alongside the equality impact assessments prepared for 
each of the key savings proposals, to help us decide which of the savings proposals 
we will, and will not, be taking forward. 
 
 

Revenue Allocations 
 
3.1 
Approval is given to the additional budget allocations for 2014/15 shown in Table 1, to 
be applied as detailed in Appendix A. Where allocations are not needed/used for the 
purposes outlined we expect services to return the funding to corporate resources to 
be allocated to priority services in future years. 
 
3.2 
Projecting these known areas of cost pressure and our medium term financial 
planning strategy forward, the allocations on which we intend to base our planning in 
2015/16 through to 2017/18 are also set out in Appendix A. However, these indicative 
allocations will be subject to a full review both of the need for, and level of, any 
budget provision before the allocations in future years are confirmed. 
 
Table 1: 2014/15 Revenue Allocations 
Service 
Allocation 
£000 
Safeguarding 
1,004 
Social Care and Support 
12,743 
Strategic Commissioning 
470 
Early Help and Targeted Support 
361 
Learning and Achievement 
2,523 
Customer Service 
258 
Finance 
57 
Human Resources and Organisational Development 
91 
Information Assets 
180 
Physical Assets 
264 
Service Improvement and Change Management 
42 
Sustainable Communities 
2,371 
Localities and Community Safety 
520 
Transport and Highways 
830 
Fire and Rescue 
713 
Other Services 
1,852 
Total 
24,279 
 
 
 
 
 
2 of 10 
 


Funding Sources 
 
4.1 
Our savings plan will generate £18.380 million in 2014/15 and approval is given to the 
savings targets shown in Table 2. Our plans for the delivery of these savings are 
shown in Appendix B. If during 2014/15 any of the savings do not materialise to the 
degree shown, the Head of Service in conjunction with the relevant Strategic Director 
and Portfolio Holder should identify alternative proposals to ensure the savings 
targets are delivered and report this as part of quarterly monitoring. 
 
4.2 
The savings targets shown in Table 2 savings are the first year of a £71.484 million 
four-year savings plan to be delivered by 2017/18. There are clear risks with the 
deliverability of the projects that will be undertaken to deliver savings at this level on 
an annual basis. We have therefore identified costed savings proposals over the 
medium term that will enable a greater understanding of the impact of savings plans 
and the difficult choices we have had to make. These are also detailed in Appendix B. 
 
Table 2: 2014/15 Savings Targets 
Service 
Savings 
Target 
£000 
Safeguarding 
896 
Social Care and Support 
8,903 
Strategic Commissioning 
1,646 
Early Help and Targeted Support 
793 
Learning and Achievement 
250 
Customer Service 
420 
Finance 
251 
Human Resources and Organisational Development 
296 
Information Assets 
559 
Law and Governance 
19 
Physical Assets 
406 
Service Improvement and Change Management 
247 
Sustainable Communities 
427 
Localities and Community Safety 
538 
Transport and Highways 
1,174 
Fire and Rescue 
505 
Other Services 
1,050 
Total 
18,380 
 
4.3 
Over half of the authority’s spending each year is on staffing. Therefore, any 
proposals to deliver savings of this level will require, in some areas, a reduction in the 
number of posts. Policies and processes are in place to enable us to effectively 
redeploy people. However, it has to be recognised, some redundancies will be 
necessary, resulting in a need to fund redundancy costs. Within these budget 
proposals we have £14.5 million set aside in a Fund for realigning services, or more 
specifically to fund the up-front costs of redundancy. All allocations from the Fund 
must be made in accordance with the protocol issued by the Strategic Director of 
Resources. 
 
 
 
 
3 of 10 
 

4.4 
We propose that the estimated non-ringfenced grants listed in Table 3 are used to 
support the delivery of our budget proposals. The figures exclude the Dedicated 
Schools Grant. 
 
Table 3: Grant Title 
2014/15 
Grant 
£’000 
Revenue Support Grant 
73,384 
Business Rates Retention Scheme 
57,876 
Business Rates 2% Compensation Grant 
606 
Public Health Grant 
21,810 
Lead Local Flood Authority Grant 
114 
Extended Rights to Free Transport 
270 
Fire and Rescue Special Grant 
48 
Social Fund 
1,126 
Community Right to Challenge 

Community Voices 
404 
New Homes Bonus 
1,803 
Education Support Grant 
6,500 
Better Care Fund 
10,242 
Total 
174,192 
Note: The Public Health Grant will remain ringfenced until 2016/17 but is included in the table 
for completeness. 
 
4.5 
The Better Care Fund is a grant to be used to support adult social care. In line with 
the requirements of the Department of Health we will ensure the funding is used to 
support existing services and programmes that will make a positive difference to 
social care services and outcomes for service users. We propose to use the £10.242 
million capacity that is created in the budget as follows: 
• 
£8.042 million to meet known budget pressures in adult social care, by 
supporting the continuation of services already identified and paid for by this 
fund in 2013/14. 
• 
£1.000 million to support the delivery of adult social care savings plans and 
support the further development of short term enabling services for timely 
hospital discharge. 
• 
£1.200 million to develop social care services which will meet the health and 
social care priorities of avoiding unnecessary hospital admissions and the 
development of 7 day working in service areas where there is evidence this is 
needed. 
 
4.6 
We will provide sufficient resources to ensure the level of General Reserves is at 
least consistent with that stated by the Head of Finance as the minimum level of 
general reserves given the financial risks facing the authority. We will use £0.530 
million of General Reserves to support our spending plans. 
 
4.7 
The council tax will increase by 1.99%. With the other funding resources identified, 
this will fund the proposals contained within this resolution. 
 
 
 
 
 
4 of 10 
 


Medium Term Financial Planning Framework 
 
5.1 
In 2011 we made a real step change to budgeting over the medium term. This 
allowed a more focussed and planned approach to prioritisation and means services 
could focus on delivery rather than the annual scramble for resources. We intend to 
continue with this approach and therefore the budget proposals we are 
recommending today are the first year of our 2014-18 Organisational Plan. 
 
5.2 
Our 2014/15 budget and the proposals for future years are balanced, but we are 
committed to continuously keep these proposals under review. We will closely 
monitor the delivery of the savings plans to ensure a smooth implementation of what 
we recognise will be some difficult decisions. 
 
5.3 
In developing these budget proposals we worked to a set of principles. These have 
served us well in what has been a difficult process. We will therefore continue to 
adhere to these principles over the medium term. These principles are: 
• 
We will not build-up debts that will have to be paid for by future generations, 
unless the benefit of the spending is received by future generations. 
• 
We will ensure that taxpayers’ money is well spent, at all times being clear 
about the expected benefits and outcomes from spending. 
• 
We will take explicit decisions about all costs and spending needs. 
• 
We will only provide for inflationary costs where the need is evidence-based 
• 
We will set a budget that is balanced for the life of the administration 
• 
We will set in place a medium term council tax strategy that balances the needs 
of taxpayers will those of service users, planning on the basis of a 1.99% 
annual increase in council tax 
• 
We will prioritise spending across all services, irrespective of the source of 
funding. 
• 
We expect all services to manage their service delivery within the level of 
resources provided. 
 
5.4 
Over the medium term we will continue to move the organisation towards a business-
led commissioning and enabling organisation. The redesign of our services will create 
services for the needs of tomorrow not the past. Some of our activity will remain in-
house and some will be delivered at arm’s length through a network of shared 
services, partner organisations, staff mutuals and other agents. 
 
5.5 
The priority areas for service redesign during 2014/15 are: 
 
Fire and Rescue Service 
The provision of fire and rescue services across Warwickshire in collaboration or 
combination with another Service or Services. 
 
Transport 
The commissioning, procurement and provision of transport services to users across 
all service areas, including school transport, adult social care transport needs and 
public transport. This review is being undertaken with a view to removing the need for 
savings from public transport subsidies. 
 
Health Integration 
Greater integration with health in the commissioning and provision of services to: 
ensure the most effective and efficient use of resources, maximise the outcomes 
achieved from the increased resources available, align resources to our emerging 
new responsibilities, deliver seamless services to the people of Warwickshire and 
drive forward working relationships. 
 
5 of 10 
 

Access to Services 
The accessibility of our services to all the residents and communities of Warwickshire 
 
Traded Services 
The introduction of clear financial and performance targets for all of the County 
Council’s traded services. 
 
Corporate Board are asked to bring reports to elected members in advance of the 
2015/16 budget process and to report regularly to the relevant member bodies, e.g. 
the Health and Well-Being Board, on progress of all these priority areas. 
 
5.6 
Corporate Board are asked to bring forward by the end of 2015/16 a business case 
for the delivery of the family centres savings target. 
 
5.7 
Corporate Board are asked to bring forward during 2015/16 a business case for the 
delivery of the libraries savings target. 
 
5.8 
Alongside these reviews and the delivery of the savings plans Corporate Board is 
requested to bring forward a report to Leaders Liaison Group options and 
recommendations for our management infrastructure at the earliest opportunity, but 
no later than September 2014. 
 
5.9 
The principle of securing economic growth and give to ensure a vibrant and thriving 
economy is fundamental to our direction of travel. We will continue to work with our 
public sector partners and the local business community to make Warwickshire the 
location of choice for business. 
 
5.10 
We recognise that the increasing number of academies is changing our relationship 
with, and the services we provide to, schools. We will review how we allocate our 
resources to ensure we are able to deliver on our role as the champion of the learner. 
 
5.11 
This framework is only the start of our work on medium term financial planning and 
the remodelling of the financial management framework of the authority. Our detailed 
medium term financial plan will be prepared by March 2014 alongside the 2014-18 
Organisation Plan. 
 

Head of Finance Statement 
 
6.1 
That the following statement from the Head of Finance be noted. 
 
“The 2003 Local Government Act places specific responsibilities on me, as “Chief 
Financial Officer”, to report on the robustness of the budget and the adequacy of 
proposed financial reserves when the authority is considering its budget requirement. 
The Council is required to have regard to this report when it sets the budget. There 
are a range of other safeguards that I must also consider to prevent the Local 
Authority from over committing itself financially, including: 
• 
the balanced budget requirement (England, Scotland and Wales) (sections 32, 
43 and 93 of the Local Government Finance Act 1992); 
• 
the legislative requirement for each local authority to make arrangements for 
the proper administration of their financial affairs (section 151 of the Local 
Government Act 1972), the implications of which have been clarified in case law 
and published professional guidance, particularly on the role of the Chief 
Financial Officer.   
 
6 of 11 
 

Given the uncertainties of the economic environment and the scale of the expenditure 
reductions required, there are significant risks facing the Authority in delivering a 
balanced budget. In fulfil ing the various responsibilities placed on me as Chief 
Financial Officer, I have set out below, what I see as the key risks associated with the 
proposed budget and how they can be managed, so that Members are clear on the 
risks associated with these budget proposals when making their budget decision. 
 
Risk 1 – Delivery of the Savings Plan 
The savings plan needs to be fully implemented to ensure the Council’s 2014/15 
budget remains balanced. To mitigate this risk: 
• 
key policy changes associated with major savings proposals have been 
identified; 
• 
Heads of Service, Strategic Directors and Portfolio Holders have been charged 
with ensuring that processes are in place to ensure that savings proposals are 
delivered to timetable, and 
• 
If savings proposals are not delivered, Heads of Service, Strategic Directors and 
Portfolio Holders are required to identify alternative ways of meeting the 
savings targets. 
• 
Monitoring of the delivery of the savings plan wil  be extended to include the 
monitoring of consultation timelines to ensure decisions are taken in a timely 
manner and implementation timescales are met 
 
Risk 2 – Business Rates Retention Scheme 

The changes to the funding of Local Authorities, making us more dependent on the 
level of business rates collected locally, is likely to result in volatility to the Council’s 
funding to a greater extent than in previous years. This places greater importance on 
the need to maintain reserves to manage any volatility. 
 
Risk 3 – Pensions 

Given the range of possible changes to the Local Government Pension Scheme, this 
remains a key risk for the Council, in terms of possible costs arising from any new 
scheme and the financial consequences of large numbers of staff leaving the scheme. 
 
Risk 4 - Treasury Management 

The level of interest receipts and return on Treasury Management activities and 
borrowing costs are subject to market rates. Members are advised of this risk each 
year and this is mitigated by application of the Council’s annual Treasury 
Management Strategy. However, actual interest returns are determined by a variety 
of factors largely outside the Council’s control. 
 
Risk 5 – Repayment of Overspends 

Based on the current forecast outturn, some services wil  be faced with seeking to 
deliver savings to repay 2013/14 overspends as wel  as delivering considerable 
savings targets for 2014/15. This wil  be partly mitigated by the use of Business Unit 
reserves. 
 
The budget information used in preparing this budget resolution has undergone 

extensive scrutiny by: 
 
7 of 10 
 

• 
Heads of Service and their staff 
• 
Staff within the Finance Service 
• 
Corporate Board 
 
In addition to this I have worked closely with members in preparing this budget 

resolution. In overall terms I am of the view that this revenue budget has been 
prepared on realistic assumptions and that it represents a robust, albeit challenging, 
budget. 
 
I have also undertaken a risk analysis of the adequacy of financial reserves, taking 

account of the financial risks above. This highlighted the need to retain a minimum of 
£15.9 mil ion in general reserves in 2014/15. This resolution makes provision for this 
level of reserves. I am therefore of the view that this budget does provide for an 
adequate level of reserves.” 
 
 

Summary of Service Estimates 
 
7.1 
Approval be given to the individual service net revenue estimates of: 
   
Controllable 
Revenue 
Funding 
Total 
Budget 
Al ocations 
Sources 
 
£ 
£ 
£ 
£ 
Safeguarding 
37,463,777 
1,004,000 
(896,000) 
37,571,777 
Social Care and Support 
104,319,916 
12,743,000 
(8,903,000) 
108,159,916 
Strategic Commissioning 
20,315,973 
470,000 
(1,646,000) 
19,139,973 
Early Help and Targeted Support 
18,717,784 
361,000 
(793,000) 
18,285,784 
Learning and Achievement 
78,908,417 
2,523,000 
(250,000) 
81,181,417 
Customer Service 
8,442,390 
258,000 
(420,000) 
8,280,390 
Finance 
4,304,810 
57,000 
(251,000) 
4,110,810 
Human Resources & OD 
5,053,484 
91,000 
(296,000) 
4,848,484 
Information Assets 
11,084,804 
180,000 
(559,000) 
10,705,804 
Law and Governance 
880,069 

(19,000) 
861,069 
Physical Assets 
11,079,326 
264,000 
(406,000) 
10,937,326 
Service Improvement & CM 
2,293,754 
42,000 
(247,000) 
2,088,754 
Sustainable Communities 
19,881,335 
2,371,000 
(427,000) 
21,825,335 
Localities and Community Safety 
8,469,932 
520,000 
(538,000) 
8,451,932 
Transport and Highways 
26,332,474 
830,000 
(1,174,000) 
25,988,474 
Public Health 
22,242,746 


22,242,746 
Fire and Rescue 
18,998,512 
713,000 
(505,000) 
19,206,512 
Other Services – Spending 
253,001,310 
1,852,000 
(1,050,000) 
253,803,310 
Other Services – Funding 
(267,576,947) 

(174,192,000) 
(441,768,947) 
 
384,213,866 
24,279,000 
(192,572,000) 
215,920,866 
 
 
 
 
 
Contributions to/(from) reserves: 
 
 
 
 
General Reserves 
(741,000) 

(530,000) 
(1,271,000) 
Medium Term Contingency 


7,184,279 
7,184,279 
Budget Requirement 
383,472,866 
24,279,000 
(185,917,721) 
221,834,145 
 
Note: The controllable budget for each service excludes support service overheads and the estimated 
cost of depreciation arising from the service’s use of assets. The authority’s borrowing costs are part 
of the “Other Services- Spending” estimates. 
 
 
 
8 of 10 
 


Council Tax Requirement 
 
8.1 
Approval is given to a council tax requirement and a Band D Council Tax for the 
County Council for the year ending 31 March 2015 as follows: 
   
£ 
Budget Requirement 
221,834,145.27 
Less Council Tax Surplus on Col ection 
(3,112,832.93) 
Council Tax Requirement for the Year Ending 31 March 2015 
218,721,312.34 
 
 
Divided by aggregate Council Tax Base for the County Area 
185,641.80 
 
 
Basic amount of Council Tax (Band D) 
1,178.19 
 
 

Council Tax 
 
9.1 
The council tax for 2014/15 is increasing by 1.99%. Therefore, approval is given to 
Council Tax amounts for each category of property as follows: 
 
 
£ 
Band A 
785.4600 
Band B 
916.3700 
Band C 
1,047.2800 
Band D 
1,178.1900 
Band E 
1,440.0100 
Band F 
1,701.8300 
Band G 
1,963.6500 
Band H 
2,356.3800 
 
 
10 
Precepts 
 
10.1 
The Chief Executive or Strategic Director of Resources issue 2014/15 precepts on the 
Warwickshire billing authorities, as follows: 
 
 
£ 
North Warwickshire Borough Council 
22,781,682.13 
Nuneaton & Bedworth Borough Council 
40,482,608.40 
Rugby Borough Council 
39,247,924.19 
Stratford-on-Avon District Council 
57,491,783.97 
Warwick District Council 
58,717,313.65 
 
 
11 
Budget Management 
 
11.1 
The Chief Executive is directly responsible for the implementation of the budget. 
 
11.2 
Cabinet will continue to receive quarterly reports on service performance, financial 
performance and progress on the delivery of the savings plans. 
 
11.3 
The Strategic Director for Resources and Head of Finance are authorised to vire 
revenue budgets between Services where such virements are as a direct 
consequence of the specific spending allocations, delivery of the savings targets, 
 
9 of 10 
 

invest-to-save projects and funding strategies contained in this resolution and the 
accompanying capital budget resolution. 
 
11.4 
The Strategic Director for Resources and Head of Finance, in consultation with the 
Leader, are authorised to reverse allocations made as part of this budget process 
where the investment does not progress. 
 
11.5 
The Strategic Director for Resources and Head of Finance are authorised to draw 
down from reserves accumulated from previous years’ savings and vire money 
between reserves where these adjustments are as a direct consequence of the 
specific spending allocations, delivery of the savings targets (including where there 
are revenue savings from using the receipt from the sale of assets to repay debt and 
savings from the pro-active management of the authority’s cash balances and the 
transfer of functions between business units), invest-to-save projects and funding 
strategies contained in this resolution and the accompanying capital budget 
resolution. 
 
11.6 
The Strategic Director of Resources and Head of Finance are authorised to make the 
necessary budget adjustments to fund the new responsibilities given to the County 
Council during the year, or where responsibility for services transfers out, up to the 
level of Government funding provided/withdrawn. 
 
11.7 
The Chief Executive is instructed to remind all Strategic Directors, the Chief Fire 
Officer and Heads of Service that budgets must not be overspent and that effective 
budget management arrangements should be the cornerstone of Services' work to 
secure value for money. 
 
11.8 
Services, and also schools, are encouraged to take a medium term view of spending 
commitments and ensure a prudent approach is adopted in entering into initiatives 
which create commitments in future years and developing clear strategies for the 
utilisation of service reserves. 
 
11.9 
All member bodies, Members and officers are instructed to comply with the 
prescriptive legal duties placed upon the Council. The Chief Executive, Strategic 
Directors, Chief Fire Officer and Heads of Service are instructed to ensure that the 
implementation of policies complies with legal requirements. 
 
11.10  That authority is given for all necessary tenders to be obtained and contracts to be 
completed to give effect to this budget, subject to compliance with Contract Standing 
Orders, Financial Regulations and the key decision regime. 
 
 
12 
Pay Policy 
 
12.1 
Section 38 of the Localism Act 2011 requires us, as a local authority to prepare and 
approve an annual pay policy statement by 31 March, immediately preceding the year 
to which it relates. 
 
12.2 
The pay policy statement must set out the authority’s policies for the financial year 
relating to the remuneration of chief officers (which, in the case of the County Council, 
includes the Chief Executive, Strategic Directors and Heads of Service) and 
the 
remuneration of employees who are not chief officers. 
 
12.3 
Our pay policy statement that meets these statutory requirements is set out in 
Appendix C and the County Council agrees the application of these remuneration 
policies for the financial year 2014/15. 
 
10 of 10 
 

Agreed Revenue Budget - Appendix A
 2014/15 to 2017/18 Spending Pressures
Title
2014/15
2015/16
2016/17
2017/18
Approved
Indicative
Indicative
Indicative
£'000
£'000
£'000
£'000
Safeguarding
Inflation
791 
1,653 
2,939 
3,852 
An allocation to fund the support from Legal Services to meet statutory requirements, particularly in relation to duties 
173 
331 
506 
698 
to protect vulnerable children from harm.
An allocation to fund the provision of post adoption therapeutic services.
40 
40 
40 
40 
Safeguarding Sub-total
1,004 
2,024 
3,485 
4,590 
Social Care and Support
Inflation
2,501 
4,720 
7,320 
9,642 
An allocation to meet the demand pressure in adult social care as a result of  increases in client numbers and 
2,094 
3,979 
5,586 
8,200 
increases in average levels of need. After 2014/15 this pressure should be subject to an annual review.
An additional inflation allocation to reflect the inflationary pressures in the residential and nursing care home market 
148 
401 
507 
612 
above the allocation for general price inflation.
Social Care and Support Sub-total
4,743 
9,100 
13,413 
18,454 
Strategic Commissioning
Inflation
470 
890 
1,383 
1,822 
Strategic Commissioning Sub-total
470 
890 
1,383 
1,822 
Early Help and Targeted Support
Inflation
361 
773 
1,425 
1,863 
Early Help and Targeted Support Sub-total
361 
773 
1,425 
1,863 
Page 1 of 5

Agreed Revenue Budget - Appendix A
 2014/15 to 2017/18 Spending Pressures
Title
2014/15
2015/16
2016/17
2017/18
Approved
Indicative
Indicative
Indicative
£'000
£'000
£'000
£'000
Learning and Achievement
Inflation
795 
1,694 
2,448 
3,047 
An allocation to meet the current level of spend on school transport for pupils with special educational needs. After 
1,728 
1,415 
1,107 
979 
2014/15 this pressure should be subject to an annual review, with the expectation that the pressure wil  decrease in 
future years.
Learning and Achievement Sub-total
2,523 
3,109 
3,555 
4,026 
Customer Service
Inflation
158 
365 
679 
899 
Additional support for community managed libraries

60 
60 
60 
Community hubs to improve access
100 



Customer Service Sub-total
258 
425 
739 
959 
Finance
Inflation
57 
184 
441 
579 
Finance Sub-total
57 
184 
441 
579 
Human Resources and Organisational Development
Inflation
91 
216 
389 
521 
HR and OD Sub-total
91 
216 
389 
521 
Information Assets
Inflation
180 
447 
917 
1,203 
Information Assets Sub-total
180 
447 
917 
1,203 
Page 2 of 5

Agreed Revenue Budget - Appendix A
 2014/15 to 2017/18 Spending Pressures
Title
2014/15
2015/16
2016/17
2017/18
Approved
Indicative
Indicative
Indicative
£'000
£'000
£'000
£'000
Physical Assets
Inflation
264 
599 
1,060 
1,431 
Physical Assets Sub-total
264 
599 
1,060 
1,431 
Service Improvement and Change Management
Inflation
42 
103 
215 
281 
SI and CM Sub-total
42 
103 
215 
281 
Sustainable Communities
Inflation
787 
1,235 
1,767 
2,238 
A one-off allocation to meet the Council's contribution to the Coventry and Warwickshire City Deal
530 



A £2 mil ion allocation, spread across four years to stimulate economic growth via schools, skil s and employment, 
500 
500 
500 
500 
including helping vulnerable people back into employment
An allocation to enable the Council to effectively respond to proposals for High Speed Rail 2 and influence the 
410 
511 
630 
630 
design, mitigation, compensation and construction of the two routes.
An additional inflation allocation to reflect the cost of recycling credits and contract inflation on waste disposal 
144 
296 
454 
617 
contracts over and above the impact of general price inflation.
Sustainable Communities Sub-total
2,371 
2,542 
3,351 
3,985 
Page 3 of 5

Agreed Revenue Budget - Appendix A
 2014/15 to 2017/18 Spending Pressures
Title
2014/15
2015/16
2016/17
2017/18
Approved
Indicative
Indicative
Indicative
£'000
£'000
£'000
£'000
Localities and Community Safety
Inflation
158 
363 
703 
925 
A £1.1 mil ion allocation, spread across four years to tackle flood alleviation, drainage and gully cleaning with the split 
275 
275 
275 
275 
to be reported back to members in March 2014.
An indicative allocation for future years to continue the Council's match funding of the Government's Intensive 

425 
425 
425 
Intervention for Priority Families programme. Any future allocation wil  only be supported if the Government funding 
materialises.
A two-year allocation to meet the set-up costs of taking on the new responsibility for Sustainable Drainage 
87 
80 


Developments. The function must be self-funded from planning application fees in the longer term.
Localities and Community Safety Sub-total
520 
1,143 
1,403 
1,625 
Transport and Highways
Inflation
791 
1,539 
2,497 
3,326 
An additional allocation to reflect the cost of contract inflation on the County Highways Maintenance Contract over 
39 
113 
191 
273 
and above the impact of general price inflation.
Transport and Highways Sub-total
830 
1,652 
2,688 
3,599 
Fire and Rescue
Inflation
444 
924 
1,685 
2,192 
A two-year allocation to provide 24 hours additional training for retained duty staff a year.
134 
134 


A two-year allocation to provide additional investment in the training support for incident command.
135 
135 


Fire and Rescue Sub-total
713 
1,193 
1,685 
2,192 
Page 4 of 5

Agreed Revenue Budget - Appendix A
 2014/15 to 2017/18 Spending Pressures
Title
2014/15
2015/16
2016/17
2017/18
Approved
Indicative
Indicative
Indicative
£'000
£'000
£'000
£'000
Other Services
Inflation
1,720 
3,197 
6,006 
7,717 
An allocation to ensure the budget accurately reflects the cost of elections.
132 
132 
132 
132 
Other Services Sub-total
1,852 
3,329 
6,138 
7,849 
Future Years
Provision for Indicative Pressures

2,500 
5,000 
7,500 
Future Years Sub-total

2,500 
5,000 
7,500 
Total Revenue Spending Al ocations
16,279 
30,229 
47,287 
62,479 
Page 5 of 5

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Safeguarding
SG-B
Develop a specialist single placement foster care scheme to reduce the need for residential care
30
80
160
260
SG-C
Reducing the number of looked after children by using evidence based interventions as recommended by the Dartington Project.
420
835
1,670
2,508
SG-D
Recent legislative changes have imposed a time limit on child care cases before the court which should help to reduce the legal costs 
200
300
500
500
associated with child protection. The processes that are necessary to support such cases are also to be reviewed. 
SG-E
Review and redesign the Sexual y Inappropriate Behaviours Service. 
6
6
6
6
SG-F
Restructure of the Leaving Care and Asylum teams with a view to reducing posts.
70
70
70
70
SG-G
Reduction in court ordered contact arrangements.
100
200
200
200
SG-H
Renegotiate contractual arrangements for the Individual Personal Advisor Service for care leavers
70
70
70
70
SG-A
Improved information and signposting and use of early intervention work to avoid the necessity for more complex social care 
0
70
150
150
SG-I
Review of al  kinship care placements. 
0
30
60
60
Total - Safeguarding
896
1,661
2,886
3,824
Page 1 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Social Care and Support
SCS-A
Access to Adult Social Care: Improving Access, Referral and Information and  Advice pathways 
200
300
500
700
SCS-B
Further development of Reablement and Supporting Independence service to improve access, ef iciency and capacity, thus reducing 
428
628
628
1,028
need for more costly forms of social care.
SCS-D
Maximise al  customer charging opportunities
200
300
400
600
SCS-E
Occupational Therapy: Improve moving and handling training services
300
300
300
300
SCS-F
Home Improvement Agency Project: More timely delivery of home adaptations to reduce fal s or more intensive home care
500
500
500
500
SCS-G
Improve financial recovery of continuing health care services provided by WCC to health partners
300
500
500
500
SCS-J
Service Redesign for Social Care and Support teams (except reablement - separate savings plan)
300
600
700
800
SCS-K
Increase the range of reasonable cost services (e.g. Assistive Technology) to continue personalised approach to meeting needs within
500
1,000
1,500
2,000
resources available to reduce the need for more expensive forms of care
SCS-M
Securing health income stream for adult social care as a recurrent budget.
5,600
5,600
5,600
5,600
SCS-P
Revising the guidance for staff and managers on how and when to access legal advice and training programmes to improve staff 
25
25
25
25
knowledge which wil  reduce the demand for Legal Services
SCS-Q
Bet er planning of visits by social workers to reduce transport costs
50
50
50
50
SCS-R
Development of services to avoid crisis and improve hospital discharge outcomes
500
750
900
1,000
SCS-H
Homecare Framework Contract Review: Renegotiate / refine model for home care contracting
0
250
500
500
SCS-I
Accommodation with Care Review (e.g., Residential Care, Extra-Care Housing): Develop and Implement an Accommodation with Care
0
600
1,200
1,600
Strategy
SCS-O
Improved ‘whole life’ and transitions pathway for children with disability who grow up and need adult care services. 
0
100
300
600
SCS-S
Develop a new model for assessment, commissioning, and delivery of Continuing Health Care services, with health partners. 
0
200
400
600
SCS-C
Voluntary Sector / Micro-Enterprise and Social Capital Project: Fundamental Review of contracting and relationship management with
0
0
500
800
respect to how public sector and voluntary sector works together in Warwickshire to improve ‘social capital’ and reduce demand on
statutory social care services. 
SCS-N
Develop care and support services within the County so people do not need to move out-of-county to receive specialist services
0
0
350
700
Total - Social Care and Support
8,903
11,703
14,853
17,903
Page 2 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Strategic Commissioning
STC - B
Review of the necessary staf ing levels to support the commissioning functions across the business unit with a view to reducing posts
79
79
79
79
STC - G
Supporting People Programme- Review of contracts with a view to reducing costs/services. This wil  include decommissioning some 
0
1,230
2,128
4,025
specialist services and re-modelling and recommissioning generic housing related support services to incorporate critical elements of 
decommissioned services.
STC - I
Review of the staf ing levels to provide the data intelligence functions across the business unit with a view to reducing posts
77
77
77
77
BM-A
Changes to System Support Service achieved by a reduction in OLM(computer system) support contract costs and consultancy, a 
95
154
204
204
deletion of a vacant post and other staf  reductions
BM-B
Significant reduction to flexible resource budget which supports projects such as Adult Transformation Programme and the deletion of a 
200
400
540
640
management post
BM-C
Reductions to the Learning, Development and Training budget
250
373
373
373
BM-D
Reduction in support to the Heads of Service including staff reductions
5
79
79
79
BM-E
Reduce the internal communications work programme and staf  reductions
30
94
94
94
BM-F
Reducing the cost of transport provision to adults with Fair Access to Care Services based on review of cur ent contractual ar angements 
400
500
600
600
with providers and review of the robustness with which eligibility criteria are applied
BM-G
Reduced spend on centrally recharged services. This is based on the assumption that the Business Unit wil  have less staff and 
510
510
510
510
therefore lower central recharge cost for IT, telephones etc.
STC - F
Review, redesign and reduce a series of community based contracts
0
240
240
240
STC - A
Review of the necessary staf ing levels to support the market management functions across the business unit with a view to reducing 
0
0
85
85
STC - H
Review of the necessary staf ing levels to support the market facilitation functions across the business unit with a view to reducing posts
0
0
80
80
STC - C
To review the future viability of the brokerage role 
0
0
58
58
STC - D
Review of the necessary staf ing levels to support the inspection / improvement activity across People Group with a view to reducing 
0
0
0
120
STC - E
Review of the necessary staf ing levels to support quality assurance and contract management functions across the business unit with a 
0
0
0
37
view to reducing posts
Total - Strategic Commissioning
1,646
3,736
5,147
7,301
Page 3 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Early Help and Targeted Support
EI-A
Using the Common Assessment Framework (CAF) as a tool to ensure early intervention services are provided to prevent escalation into 
34
67
91
134
specialist services or step down from specialist services and increased use of the CAF by practitioners reducing the need for training
EI-B
At endance, Compliance & Enforcement Service (ACE): Reduce the number of cases that require intervention and therefore use funding 
31
47
91
158
from the priority families programme rather than core funding as children with these dif iculties are often part of a wider problem and 
being identified as part of the priority families programme and increase trading with academy schools outside Warwickshire
EI-C
Proposed Savings is based on charging Academy Schools for the coordination of educational visits.
3
8
15
15
EI-E
Duke of Edinburgh Award Scheme: More effective marketing of the scheme to schools as part of raising the participation age
26
26
26
26
EI-H
Target Support Young People - Teenagers in Care Programme: Moving to a commissioning model based on evidence of practice to 
25
75
100
148
reduce the number of teenagers either moving into or remaining in care for longer than necessary (Dartington Project)
EI-J
Identification of efficiency savings across the Business Unit ( Heads of Service Management Overheads)
160
160
160
160
LA-C
Additional savings from the cur ent restructuring of the management of the Children's Centres
42
42
42
42
SCS-B
Further development of Reablement and Supporting Independence service to improve access, ef iciency and capacity, thus reducing 
372
372
372
372
need for more costly forms of social care.
LA-L
Family Information Service - consultation with the contact centre to transfer appropriate activity and greater use of electronic directory for 
100
200
200
200
signposting and information about the local of er.
LA-M
Family group conferencing - a reduction in the service, with consideration to be given to combining services within Early Intervention or in 
0
50
50
50
Communities as part of Priority Families Programme
NEW
Development of family centres to deliver savings by integrating children's centres, early intervention, priority families and health services, 
0
0
0
700
which focus services to the most vulnerable.
EI-I
Warwickshire Employment Services Team. Proposal is based on exploring the potential for alternative delivery, funding or 
0
0
293
293
decommissioning the service.
Total - Early Help and Targeted Support
793
1,047
1,440
2,298
Page 4 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Learning and Achievement
LA-A
Review of the School Planning Service with a view to reduction in staf ing
75
75
75
75
LA-E
Review of the Schools Complaints Service with a view to reduction in staf ing
75
75
75
75
LA-G
Education Psychology Service: This service delivers core funded and traded services. The proposal would see the trading target 
100
100
100
100
increased.
LA-B
Restructure the current Assessment, Statementing and Review Service. The new SEN funding formula in schools should of er greater 
0
250
250
250
flexibility in the use of additional SEN funding and reduce the number of requests for a Statement (in the future a Plan). The assessment 
function can be delivered separately, away from the commissioning of provision.
LA-D
The provision of a team of teachers to support the education of looked after children in schools would cease. Schools already have 
0
275
275
275
designated teachers for looked after children. The LA would continue to have a Virtual Head Teacher for Looked After Children in line 
with statutory responsibilities.
LA-F
Responsibility wil  move to the early years sector to monitor and drive its own improvement. Also included in a restructure would be links 
0
446
446
446
with Health Visitors and the prioritisation of children for free childcare. Business support would have to be purchased by providers.
LA-I and J
Reduction in Transport Budget. This significant proposed reduction in the transport budget (including special needs transport) wil  require 
0
2,300
4,300
6,300
a change in policy and full consultation to inform changes. Provision for school crossing patrols to be retained.
LA-K
Review of general support budget in line with the changes in services across the Business Unit
0
0
1,000
1,000
LA-N
The budget is held on behalf of the People Group and could be reduced through improved management of redundancies in schools. The 
0
0
1,000
1,000
agreement to cover these costs and the school process of producing a business case for redundancies need to be reviewed so that 
savings can be identified.
Total - Learning and Achievement
250
3,521
7,521
9,521
Page 5 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Customer Service
CS-A
Reduction in the budget for the Local Welfare Scheme
150
150
150
150
CS-C
Applying additional income targets to the Registration Service.
150
205
205
305
CS-H
Reduction in the Customer Service Improvement & Development programme.
40
80
120
120
CS-I
Reduction in the Customer Services Projects.
70
120
120
150
CS-K
Stop the Going the Extra Mile (GEM) Programme (Staf  Recognition Scheme)
10
10
10
10
CS-E
Redesigning the Customer Relations Service which may include a reduction in staffing numbers
0
25
25
25
CS-F
Exploring the potential for income generation through a more targeted communications approach which may include a reduction in 
0
30
30
30
staffing numbers.
CS-B
Implementation of the Digital by Default programme by reducing opening hours and reducing the demand placed on the Customer 
0
0
150
346
Service Centre and face to face outlets.
CS-D/G/J
Improve the ef ectiveness of the whole library network
0
0
100
100
NEW
Reduction of one post in communications/marketing
0
30
30
30
CS-L
Management restructure to reflect the changes and realignments of responsibilities across the Business Unit
0
0
0
112
Total - Customer Services
420
650
940
1,378
Finance
FIN-A
The reduction of financial advice and support to Managers and Members
211
211
211
211
FIN-D
Charge district councils for payrol  services previously delivered free 
40
40
40
40
FIN-B
Bet er use of financial systems to generate efficiencies, maximise income and minimise transaction costs 
0
250
327
327
FIN-C
Improvements in procurement, treasury management, debt management and redemption and cash flow / reserves to reduce cost
0
0
173
422
Cumulative Total - Finance
251
501
751
1,000
Human Resources and Organisational Development
HR - A
Review of processes and reduction in the administration of pay and pensions
61
61
61
61
HR - E
Reduce the demand for HR professional support in line with reduction in size of the council and associated staf  reductions. Proposed 
30
30
30
30
reduction in demand wil  be delivered through development and implementation of competency framework for managers to manage staf  
performance more ef ectively, more use of e-learning and self directed learning.
HR - F
Cessation of the staff survey scheme and introduction of alternative means of gathering staff feedback.
12
12
12
12
HR - G
Reduction in the Learning & Development Budget to support the social care and general workforce. Savings to be achieved by increased 
63
120
143
235
e-learning, self directed learning, managing demand. 
HR - H
Reduction and changes in provision of HR policies in line with legislative frameworks which support the Council’s business objectives 
10
10
10
10
and al ow managers to manage their staff and risks more ef ectively with the need for limited HR support.  
HR - J
Reduction in the provision of advice and support to al  managers on the full range of HR policies and there implementation at operational 
40
40
40
80
level and associated reduction in posts 
HR - N
Reduction in administrative support and more effective management of outputs as a result of changes to both the production of writ en 
10
10
10
10
health and safety policies and standards, and advice and guidance documentation to managers and employees to discharge their own 
moral and statutory health and safety responsibilities.
Page 6 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
HR - Q
Reduction in the provision of face to face HR transactional support and procedural advice to schools and other local authorities through 
70
70
70
70
the use of on-line forms and more self service to schools. Alternative models for delivery of the service as wel  as increasing the traded 
services offer to schools.
HR - B
Scaling back the management of employment records through the introduction of electronic records and manager self service and 
0
43
43
43
associated staf  reductions 
HR - C
Scaling back the production of HR data reporting through the use of improved electronic systems including digital by default. 
0
43
86
86
HR - L
Manage demand down for the service in line with the staf ing reductions across the Council by embedding the processes and systems to 
0
61
61
61
manage the pay and allowances framework as well as reducing the demand for support in the operation of the framework and 
HR - M
Reduction in the provision of frameworks, policies and pay strategies to maintained schools to meet employer responsibilities as the 
0
61
61
61
number of maintained schools decline.
HR - D
Restructuring of the Advisory Service to bring the Equality and Diversity team into the mainstream Advisory Service and reduce the 
0
0
35
35
provision of professional guidance and support to al  Groups, staff and maintained schools on equality and diversity issues. 
HR - I
Review of structure and outputs in the provision of  advice and support to senior managers on the full range of HR policies and their 
0
0
17
17
implementation and especial y the management of change at strategic level (HR Business Partners). Proposal to include the 
restructuring and amalgamation of the HR Business Partners.
HR - K
Manage demand down for the service in line with the reduction in size of the Council. Proposal includes reviewing the approach to 
0
0
94
94
maintaining ef ective employment relations with trade unions, through consultative processes and frameworks (strategic and operational 
levels)
HR - O
Scaling back the Health & Safety Service in line with Organisational changes and consider alternative delivery models and reducing 
0
0
75
75
referrals.
HR - P
Reduction in direct support to managers and leadership teams with regards to workforce planning through the increase in management 
0
0
20
20
capability to undertake workforce planning 
Total - Human Resources and Organisational Development
296
561
868
1,000
Page 7 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Information Assets
IA-A
Reduction in the expenditure on specification, building or procurement, implementation, support and enhancement of information 
100
217
334
451
systems for WCC and partners.
IA-B
A reduction in the costs associated with the maintenance of the availability of the core ICT infrastructure equipment and services that 
300
379
379
429
deliver our ICT systems and access to systems, including some 24x7 availability, when required by services. 
IA-E
Reduction in the scale and approach of the service that provides a single point of contact for IT support queries to assist staf  and 
35
105
209
314
Elected Members with ICT problems
IA-F
Reduction in the expenditure on designing, managing and implementing ICT programmes and projects that improve service delivery 
108
215
323
381
through the effective use of ICT and process redesign 
IA-G
Reducing the cost of developing, maintaining, and quality assuring the implementation of the ICT Strategy to ensure WCC gets 
16
16
16
16
maximum benefit from new ICT opportunities.
A reduction in the costs associated with the provision, support, maintenance  and management of ICT communications links in the form 
0
100
252
252
IA-C
of both Local Area Network (LAN) internal connections, Wide Area Network (WAN) and telephony for WCC between our buildings, and  
other organisations, including wider Internet access
IA-D
Reducing the cost of the management, the technical development/build and deployment of personal computing devices that staf  use
0
35
107
142
IA-K
Scale back the central purchasing function for all ICT equipment, desktop application software, mobile devices, network points, internal 
0
0
14
14
telephone extensions, and various other goods and services.
IA-H
Savings associated with the provision of ICT training to ensure that staf  have the appropriate skil s and knowledge to al ow them to 
0
0
0
43
make best use of the Authority’s ICT facilities.
IA-I
Reductions in the service management and business liaison service that leads on the development and maintenance of relationships 
0
0
0
41
between ICT and other Services, increasing the alignment of ICT to WCC front line services and the return on our overall ICT 
IA-J
Scale back the records management service that provides advise to seek to ensure that corporate documents and records (paper and 
0
0
0
17
electronic) are correctly classified, tagged, stored and disposed of in line with legislation and best practice
Total - Information Assets
559
1,067
1,634
2,100
Page 8 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Law and Governance
LG - A
Reduce level of Internal Audit and Assurance Support
19
19
19
19
LG - B
Reduce School Governance Support in light of changing relationship between Local Authority and Schools
0
0
12
12
LG - D
Reduce cost of the Civic Of ice (Chair of the Council)
0
35
35
35
LG - E
Scale back the level of Corporate Risk Management support to the Council.
0
12
12
12
LG - F
Increase External Income Potential through Legal Services
0
6
12
20
LG - C
Reduce Elected Member Support and Development 
0
0
24
24
LG - G
Increase income generation target for School Governor Development and Training
0
0
3
3
Total - Law and Governance
19
72
117
125
Page 9 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Physical Assets
PA-B
Reduce feasibility budgets
68
68
68
68
PA-C
Disposal of surplus properties (both urban sites and smal holdings) to accrue capital receipts that wil  be earmarked for the purposes of 
210
250
250
1,000
reducing the council’s debt charges.
PA-G
Introduce a charge to staff for the use of WCC owned car parking facilities in the central Warwick area covering Barrack Street Car park, 
10 
50 
80 
100 
Cape Road Car Park and Saltisford Car Park.
PA-H
Reduce the cost of Corporate Contracts and Specifications for Cleaning Contracts
8
14
18
20
PA-J
Develop a new 'Catering Traded Service to Schools' offer potential y combining services with Solihull and Coventry to reduce 
15 
47 
87 
127 
management overheads within the service.
PA-K
Develop an increased take up of school meals within existing and new customer base, targeting increasing turnover in already 
5
11
18
23
established schools.
PA-L
Redesigning of the planning function to ensure service efficiencies including the reduction of posts
60
60
60
60
PA-M
Reduce the level of administrative support necessary to support construction and maintenance services with a view to reducing posts
15
35
35
35
PA-N
Return responsibility for cleaning contracts back to schools and design services to help them manage their arrangements
15
45
50
50
PA-D
Reduce staf  numbers in the Estates and Smal holdings team commensurate with a reduction in the portfolio.
0
75
100
100
PA-F
Deliver a 2nd phase of Property Rationalisation known as PRP2 which wil  see a reduction in the number of Council buildings and their 
0
350
1,050
1,600
associated running costs 
PA-A
Reduce staf  numbers in the Asset Strategy team commensurate with the reduction in the portfolio.
0
37
37
37
PA-I
To market test the corporate cleaning service with a view of achieving a reduction in costs for an agreed service delivery level.
0
0
50
80
PA-E
Reductions in WCC's landlord maintenance budget commensurate with the reduction in property holdings as part of a further phase of 
0
0
200
400
Property Rationalisation.
Total - Physical Assets
406
1,042
2,103
3,700
Page 10 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Service Improvement and Change Management
SICM-A
Cessation of the Transformation through Strategic Commissioning Programme with arrangements to 'mainstream' activity associated 
247
247
247
247
with the programme within Services. This wil  include a reduction in posts.
SICM-B
Cessation of the WCC support to the Sub-regional Programme Of ice with the potential closure of the Programme Of ice which wil  
0
68
68
68
include a reduction in posts.  There wil  be a need for a dialogue with Sub-regional partners regarding the impact of this decision. 
SICM-C
The business support function for Resources wil  be remodel ed. This proposal wil  deliver savings in consumables as wel  as reduction in 
0
50
50
50
posts.
SICM-D
The GIS function wil  be remodel ed and re-focussed on a smal er core offering which may include a reduction in posts. 
0
0
50
50
SICM-E
The Project and Performance Management Ar angements (both central and localised ar angements) wil  be remodel ed. Savings wil  be 
0
0
100
100
delivered by both expenditure savings and reduction in posts.
SICM-F
Reduction in inflation budget commensurate with changes across the Business Unit.
0
0
20
20
SICM-G
The Corporate Consultation function is ceased. The Consultation framework and co-ordinating infrastructure wil  be maintained and 
0
25
25
25
'mainstreamed' within the Observatory.
SICM-H
Further savings from expenditure budgets across the service commensurate with changes across the Business Unit.
0
40
40
40
SICM-I
Review of SICM Management Structure with a view to reduction in posts commensurate to the changes across the Business Unit.
0
60
60
60
SICM-J
Increase income generation activities
0
40
40
40
Total - Service Improvement and Change Management
247
530
700
700
Page 11 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Sustainable Communities
SC-D
Changing from a permit scheme to voucher scheme for vans to be able to deposit household waste and making a charge for the 

16 
16 
16 
administration of the scheme
SC-E
Reducing the costs associated with Landfil  sites by diverting more waste from landfil  to energy from waste
357 
643 
722 
789 
SC-J
Review the Economic Development function with a view to reduce investment in some areas
15 
15 
15 
15 
SC-G
Maximising the use of the income charged for the adoption of roads
50 
50 
50 
50 
SC-C
Review of the contractual ar angements with a view to increasing the income received from the 4 large Household Waste Recycling 

60 
145 
145 
Centre shops that are leased out to charities
SC-M, L and  Review the regeneration function with a view to reduce activity and increase income, including reviewing our commitment to Pride in 

119 
238 
448 
N
Camp Hil  and the Opportunities Centre
SC-F
Reducing waste and increase recycling across the County

61 
257 
570 
SC-H
Reviewing alternative delivery models to enable Country parks to become self financing 


128 
306 
SC-I
Increasing income levels and identify savings to make Forestry self financing


27 
53 
Total - Sustainable Communities
427
964
1,598
2,392
Page 12 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Localities and Community Safety
LCS - A
Trading Standards Service - Service reductions in consumer protection and business support. These reductions wil  be mitigated by the 
35
104
154
174
development of an intel igence model to help effectiveness and prioritisation. We wil  develop calibration services to increase income and 
explore the development of shared service arrangements to support greater ef iciency, savings and resilience.
LCS - B
Warwickshire Youth Justice Service - There wil  be service reductions in our support to young people in the criminal justice system. 
100
150
200
295
There wil  be a reorganisation of the service in consultation with our key criminal justice partners to maximise the efficiency and 
ef ectiveness of the remaining resources.
LCS - C
Localities and Partnerships - There wil  be a reduction in the support to communities and community organisations. We wil  refocus the 
0
200
350
518
remaining resource on developing sustainable solutions to enable communities to maximise their influence and control over local 
services. There wil  be reductions in our own service budgets as well as the grants to the community & voluntary sector. 
LCS - D
Community Safety and Substance Misuse - A reduction in the community safety services that target the reduction of crime in 
40
220
220
220
communities and in services working with the victims of domestic abuse and those that are addicted to and abuse drugs and alcohol. To 
mitigate the reduction in these budgets we wil  develop an intelligence led model to help prioritisation and ef ectiveness. We wil  also 
develop our service delivery and commissioning approach with partners and the voluntary sector
LCS - E
Heritage and Culture Warwickshire - There wil  be large service reductions in some heritage & culture services. We wil  explore the 
65
217
217
572
development of a changed governance model, potential y charitable trust status and wil  focus on increasing volunteering and 
commercial viability.
LCS - F
Communities Group Resources - Service reductions based on the priorities of Communities Group Business Units with a focus on more 
298
323
323
421
joined up delivery of our internal services with other groups.
Total - Localities and Community Safety
538
1,214
1,464
2,200
Public Health
PH - A
Redesigning current ways of working and the ar angements for external contracts
0
0
600
600
PH - B
Implementation of Digital by Default and other electronic systems to support the delivery of public health services.
0
0
0
100
PH - B
Reduction in the contribution to overheads, reflecting more cost ef ective ways of working
0
0
0
100
PH - C
Target the provision of health checks where most needed across the county.
0
0
0
1,200
Total - Public Health
0
0
600
2,000
Page 13 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Transport & Highways
TH-F
Increased rejection of highway claims made by the general public 
100
100
100
100
TH-G
Implement targeted marketing to secure more design work to generate an increased surplus
30
30
30
30
TH-H
Cease to fund any bridge maintenance from revenue. Any bridge maintenance would be funded from capital in the future.
450
450
450
450
TH-I
Reduce level of traf ic signal maintenance
150
150
150
150
TH-J
Charge customers for all professional advice, for example professional engineering advice
50
50
50
50
TH-N
Funding from Speed Awareness / Driver training is expected to generate sufficient income to fund safety cameras without any additional 
250
320
320
320
WCC subsidy
TH-O
Work to meet concerns raised by the public about perceived road safety issues wil  not be car ied out unless it qualifies for capital 
104
104
104
104
funding. Work no longer to be funded from revenue
TH-S
More ef icient management of county fleet
40
40
40
40
TH-M
Tender the Civil Parking Enforcement Operation and increase on street parking charges
0
520
520
920
TH-P
Introduce permit scheme for street works for which a charge can be made
0
300
400
400
TH-R
Increase usage of Stratford park and ride so that it becomes self financing
0
121
121
121
TH-D
Extend part-night operation of streetlights
0
0
300
300
TH-K
Stop funding road safety education and consideration of charging for training in road safety education in future
0
0
214
214
TH-L
Stop funding any safety engineering from revenue. In future, only safety engineering work wil  be funded from capital
0
0
164
164
TH-B
Reduction in highway drainage maintenance
0
0
0
200
TH-T
Review the policy for subsidised public transports services with a view to making a reduction in the overall public transport subsidy and 
0
0
0
500
re tender services.
Total - Transport and Highways
1,174
2,185
2,963
4,063
Page 14 of 15

 2014/15 to 2017/18 Savings Plan
Agreed Revenue Budget- Appendix B
Reference
Description of change proposed 
Cumulative Cash Saving
2014/15
2015/16 
2016/17 
2017/18 
£'000
£'000
£'000
£'000
Fire and Rescue
FRS-A
Implement a new delivery model based on the relocation of fire engines and the real ocation of staff, reducing the number of wholetime 
2
             38
7
             09
1
          ,397
1
          ,750
firefighters by 39 posts and the retained (on-cal ) staf  by 36
FRS-B
Reduction of fire control staf  as part of a joined control ar angement with Northamptonshire Fire and Rescue Service
3
               5
8
               7
1
             36
1
             36
FRS-D
Reduction in smoke alarm fit ing
2
               0
2
               0
2
               0
2
               0
FRS-E
New crewing ar angements for the small fires unit
5
               7
5
               7
5
               7
5
               7
FRS-G
A reduction in fire engines, clothing, protective equipment, operational equipment and training in line with the reduction in staff numbers
3
               6
1
             02
1
             18
1
             33
FRS-H
Savings delivered through the implementation of the previous improvement plan (agreed by members July 2010)
1
             19
1
             19
1
             19
1
             19
FRS-C
Reduction in staf ing in Arson Reduction Team (1 uniformed post and 1 non uniformed post)
0
8
               4
8
               4
8
               4
FRS-F
Removal of an Area Commander post from the senior management team within the Service (25% of cur ent establishment)
0
3
               5
8
               0
8
               0
Total - Fire and Rescue
505
1,213
2,011
2,379
Other Services
OS-1
Reduction in the provision for bor owing costs
440
940
1,440
1,940
OS-2
Removal of the Capacity Building Fund
560
560
560
560
NEW
Management restructure
0
0
100
250
NEW
Reduction in total cost of members expenses and catering
50
50
50
50
OS-3
Removal of the provision for funding redundancy costs
0
0
0
2,000
Total - Other Services
1,050
1,550
2,150
4,800
Authority-Wide Savings
Savings from efficiencies through working with other local authorities (including Warwickshire districts and the wider sub region) as wel  
0
0
0
2,800
as other public sector agencies (e.g. through Community Budgets) by 2018. 
Total Authority-Wide Savings
0
0
0
2,800
Cumulative Total
18,380
33,217
49,746
71,484
In-Year Savings
18,380
14,837
16,529
21,738
Page 15 of 15

Agreed Revenue Budget -  Appendix C 
Warwickshire County Council – Pay Policy Statement 2014/15 
 
 

Statutory Requirement 
 
1.1 
S.38 of the Localism Act 2011 requires that local authorities must prepare and 
approve an annual pay policy statement, applicable to all staff except those employed 
in schools, by 31 March immediately preceding the year to which it relates. 
 
1.2 
The pay policy statement must set out the authority’s policies for the financial year 
relating to: 
 
the remuneration of its chief officers (which, for the purposes of this Act and in 
the case of the  County Council, includes the Chief Executive, Strategic 
Directors and Heads of Service) 
 
the remuneration of its lowest paid employees, and 
 
the relationship between: 
  the remuneration of its chief officers and 
  the remuneration of its employees who are not chief officers 
 
1.3 
The pay policy statement must state: 
 
the definition of “lowest paid employees” adopted by the authority for the 
purposes of the statement, and 
 
the authority’s reasons for adopting that definition 
 
1.4 
The statement must include the authority’s policies relating to: 
 
the level and elements of remuneration for each chief officer 
 
remuneration of chief officers on recruitment 
 
increases and additions to remuneration for each chief officer 
 
the use of performance-related pay for chief officers 
 
the use of bonuses for chief officers 
 
the approach to the payment of chief officers on their ceasing to hold office 
under or be employed by the authority 
 
the publication of and access to information relating to the remuneration of 
chief officers 
 
1.5 
A pay policy statement may also set out the Authority’s policies relating to the other 
terms and conditions applying to the authority’s chief officers. 
 
1.6 
The following paragraphs seek to meet these statutory requirements by setting out 
County Council policy in the above prescribed areas, having firstly summarised the 
background to pay issues within this authority.  
 
 

Remuneration Policies 
 
2.1 
In seeking endorsement of the pay policies summarised below, the wider picture of 
job reductions and reductions in benefits and allowances needs to be taken into 
account. 
 
2.2 
The savings proposals contained within the Council’s budgetary planning to 2013/14, 
involved a reduction of 1,549 posts. Implementation of the savings plans will be 
completed in the current year. Further savings plans are being developed for 2014-18 
with additional reductions in staffing levels by 627 posts planned as part of the One 
Organisation Plan for Shaping the Future of Warwickshire. The council implemented 
Pay policy statement 2014/15 
1 of 7 
 
 

Agreed Revenue Budget -  Appendix C 
the nationally agreed 1% pay award for 2013-14 and Firefighters received a 1% pay 
award from July 2012.  
 
2.3 
Over the same period, the final elements of the Pay & Conditions Review have been 
implemented including a reduction or abolition of a range of allowances paid to staff. 
These include reductions in the allowances paid to staff working outside ‘normal 
hours’, the abolition of ‘essential car user’ allowances, a reduction in mileage 
allowance rates for staff using their own cars at work and reductions in compensation 
paid to those made redundant. 
 
2.4 
The County Council’s policy in respect of the vast majority of its employees is to pay 
staff in accordance with pay frameworks and terms and conditions agreed by the 
national negotiating bodies representing local authorities and recognised trade 
unions. 
 
2.5 
For the majority of its employees the Council’s policy is to implement the pay 
framework and terms and conditions, unless locally agreed otherwise, prescribed by 
the National Joint Council for Local Government Services (‘NJC’). 
 
2.6 
The NJC pay framework prescribes a salary ‘spine’ comprising 46 salary points, 
currently between £12,435 pa and £42,032 for a full-time employee (based on a 37 
hour week). The Council’s policy is to evaluate posts in accordance with the job 
evaluation scheme agreed by the NJC and then to allocate them to one of seventeen 
incremental pay scales within the salary spine. 
 
2.7 
It is the Council’s policy to pay a temporary and reviewable ‘market supplement’ to 
salary levels within the NJC pay framework where there is clear and demonstrable 
evidence that the salary level otherwise attached to the post creates substantial 
recruitment, retention or ‘market un-competitiveness’ difficulties. 
 
2.8 
Other groups of employees are paid in accordance with salaries or salary scales 
agreed by the relevant national negotiating bodies.  These groups include uniformed 
fire and rescue staff, youth workers, craft workers and those falling within the ambit of 
the Soulbury Committee or School Teachers’ Pay & Conditions agreements.   
 
2.9 
For all groups of staff paid in accordance with pay frameworks agreed by the national 
negotiating bodies, the Council’s policy is to implement such salary increases as are 
agreed by those bodies without further local negotiation. 
 
2.10 
The only exception to the Council’s policy of determining remuneration in accordance 
with national pay agreements, relates to senior professional or managerial employees 
whose posts are evaluated at more than 760 points under the NJC job evaluation 
scheme (see paragraph 2.3 above) and for which it would therefore be inappropriate 
to accommodate within the NJC salary ‘spine’. (The relationship between posts 
covered by the NJC pay framework and this group of employees was supported by 
the Staff & Pensions Committee on 27th May 2010). 
 
2.11 
The policy of the Council is to pay this group of employees, which includes the Chief 
Executive, Strategic Directors and Heads of Service, within a framework of ten locally 
determined incremental salary grades (known as ‘Management Bands’), or in the 
case of the Chief Executive a ‘spot’ salary payment. Each post is evaluated using a 
proprietary job evaluation scheme devised by Hay Management Consultants and 
used widely in the public and private sectors both in the UK and abroad. 
 
 
Pay policy statement 2014/15 
2 of 7 
 
 

Agreed Revenue Budget -  Appendix C 
2.12 
The salary levels attached to each Management Band are determined with reference 
to the independent advice of Hay Management Consultants having regard to salaries 
paid elsewhere in the public sector, predominantly in local government. Currently, the 
pay framework for Management Band staff covers a salary range from £39,386 to 
£172,866. (The salary levels within this framework have not increased since January 
2009 however 1% pay award was made to all staff including those on Management 
Bands with the exception of the Strategic Directors and those covered by other 
negotiating bodies, including Soulbury and Fire and Rescue).  
 
2.13 
The above policies apply save in cases where the operation of the Transfer of 
Undertakings (Protection of Employment) Regulations, or other statutory provision, 
dictate otherwise. 
 
2.14 
Where a person is appointed under a ‘contract for service’, rather than as an 
employee, the Council’s Contract Standing Orders are followed to ensure that 
maximum value for money is secured. 
 
2.15 
It is proposed that the County Council applies the remuneration policies set out 
above for the financial year 2014/15. 

 
 

Relationship between the highest and lowest paid employees 
 
3.1 
The policy of the Council to pay employees in accordance with the NJC pay 
framework means that its ‘lowest paid employees’ are paid an annual salary of 
£12,435 pa, or on a pro-rata basis if they work for less than 37 hours per week. (This 
definition does not include those working as apprentices, on work experience or other 
placements where the full duties attached to the post are not required to be 
undertaken) 
 
3.2 
This means that the ‘salary ratios’ between the Council’s lowest paid staff and its 
Chief Executive and Strategic Directors are 1:13.9 and 1:8.12 respectively 
 
3.3 
Comparative figures for other County Councils, who also generally pay staff within the 
NJC pay framework, are 1:15.0 and 1:10.6 respectively.  
 
3.4 
The salary differentials between the highest and lowest paid staff in the County 
Council, and local government in general, are very much less than in similar sized 
private sector businesses. 
 
3.5 
The salary ratios between the Council’s median salary level (£19,317 pa) and that of 
its Chief Executive and Strategic Directors are 8.9. and 5.2 respectively – again very 
much less than in similar sized private sector businesses.  
 
 

Specific policy and practice: The level and elements of remuneration for 
each chief officer 

 
4.1 
The Council’s Chief Executive is paid a ‘spot’ salary of £172,866 pa, the salary level 
having been agreed by the County Council prior to his appointment in 2005 and 
thereafter increased annually in accordance with independent advice from Hay 
Management Consultants. (See paragraph 2.9 above. However, no annual increase 
has been applied since January 2009). Published information for other County 
Councils suggests the average salary for chief executives is £182,000.  
 
Pay policy statement 2014/15 
3 of 7 
 
 

Agreed Revenue Budget -  Appendix C 
 
4.2 
The Chief Fire Officer is paid a ‘spot’ salary of £120,054 pa, in accordance with the 
national pay framework applicable to senior uniformed fire officers – this has not 
increased since his appointment in October 2009. No other salary payments are 
made to the Chief Fire Officer. 
 
4.3 
The Strategic Directors are paid on the same four point incremental scale, (currently 
£115,479 - £127,027) agreed by the Council in 2005 in accordance with independent 
advice from Hay Management Consultants and increased annually thereafter. (See 
paragraph 2.9 above. However, no annual increase has been applied since January 
2009). No other salary payments are made to Strategic Directors. Published 
information for other County Councils suggest the average salary for posts equivalent 
to Strategic Directors is £129,000, and most Council’s have a larger number of posts 
at this level.   
 
4.4 
Heads of Service are paid on one of two four point incremental scales (£91,827 - 
£101,009 or £79,966 - £87,962) agreed by the Council in 2005 in accordance with 
independent advice from Hay Management Consultants and increased annually 
thereafter. (See paragraph 2.9 above. However, the 1% pay award was applied in 
with the 2012/13 settlement). No other salary payments are made to Heads of 
Service. 
 
4.5 
Progression through incremental pay scales is on an annual basis, save that 
progression to the third and fourth points of the scale is subject to service in the post 
being certified as fully satisfactory.  
 
4.6 
Subject to the approval of Strategic Directors (or in the case of such payments to 
Strategic Directors, the Chief Executive), a temporary honoraria payment may be 
made where a Strategic Director or Head of Service undertakes duties outside the 
scope of their normal job. 
 
4.7 
It is not the Council’s policy to increase the pension benefits of the Chief Executive, 
Strategic Directors or Heads of Service. 
 
4.8 
It is not the Council’s policy to provide benefits in kind to the Chief Executive, 
Strategic Directors or Heads of Service.  
 
4.9 
 The maximum car mileage allowance paid to the Chief Executive, Strategic Directors 
and Heads of Service, from 1st April 2012, is that prescribed for ‘casual users’.  
 
4.10 
Details of the salary scales attached to the roles of Chief Executive, Strategic 
Directors and Heads of Service are accessible on the Council’s website.  
 
4.11 
The appointment of all employees is made in accordance with the Council’s Officer 
Employment Standing Orders. 
 
 

Specific policy and practice: Remuneration of chief officers on 
recruitment
 
 
5.1 
Where recruitment is to a new post or the duties of the post have changed 
significantly, the post is re-evaluated and placed on the appropriate Management 
Band salary scale. Otherwise, the recruitment is to the existing salary scale.  
 
Pay policy statement 2014/15 
4 of 7 
 
 

Agreed Revenue Budget -  Appendix C 
5.2 
Ordinarily, appointment is to the minimum point of the scale unless there are 
compelling reasons to do otherwise, e.g. the person we wish to appoint is already on 
a higher salary elsewhere and is not prepared to take a salary reduction. 
 
5.3 
Where a salary package exceeds £100k this will require specific approval by the 
Council in advance of adoption. 
 
 

Specific policy and practice: Increases and additions to remuneration for 
each chief officer 

 
6.1 
The salary scale attached to a post currently occupied would only increase in the 
event that the duties attached to the post changed significantly and this resulted in a 
fresh job evaluation suggesting that the post should be on a higher Management 
Band. 
 
6.2 
Any increases to the salary levels attached to Management Band salary scales are 
made in accordance with paragraph 2.9 above. 
 
 

Specific policy and practice: The use of performance-related pay for chief 
officers 

 
7.1 
It is not the Council’s policy to make performance related payments to the Chief 
Executive, Strategic Directors or Heads of Service. 
 
 

Specific policy and practice: The use of bonuses for chief officers 
 
8.1 
It is not the Council’s policy to make bonus payments to the Chief Executive, 
Strategic Directors or Heads of Service. 
 
 

Specific policy and practice: The approach to the payment of chief 
officers on their ceasing to hold office under or be employed by the 
authority 

 
9.1 
The Council’s policies in respect of the payment of the Chief Executive, Strategic 
Directors or Heads of Service ceasing to hold office are the same as for its other 
employees, as follows: 
 
 
In the case of an employee whose employment is terminated on grounds of 
redundancy or efficiency, any redundancy or severance payment should be 
based upon actual earnings. 
 
 
In the case of an employee whose employment is terminated on grounds of 
redundancy and who is aged 54 or less, or is aged 55 or over and is unable to 
immediately access accrued pension benefits, a severance payment based on 
applying a multiplier of 1.75 to the statutory redundancy payment formula, 
should be made. 
 
 
In the case of an employee whose employment is terminated on grounds of 
redundancy and who is aged 55 or over and is able to immediately access 
accrued pension benefits, a severance payment based on applying a multiplier 
Pay policy statement 2014/15 
5 of 7 
 
 

Agreed Revenue Budget -  Appendix C 
of 1.75 to the statutory redundancy payment formula, should be made for the 
first £26,539 of the employee’s salary. Thereafter, the following multiplier 
should be used at the following ages: 
 
 
  55 - 1.65, 
  56 - 1.55, 
  57 - 1.45, 
  58 - 1.35, 
  59 - 1.25, 
  60 - 1.15, 
  61 - 1.05, 
  62 - 0.95, 
  63 - 0.85, 
  64 - 0.75 
  65 - 0.65 
  66 - 0.55 
  67 - 0.45 
  68 - 0.35 
  69 - 0.25 
  70 - 0.15 
 
9.2 
In the case of an employee whose employment is terminated on grounds of 
efficiency, Strategic Directors (or where the employee is a Strategic Director the Chief 
Executive, or where the employee is the Chief Executive, the Staff & Pensions 
Committee) have discretion to make severance payments up to the levels described 
above. 
 
9.3 
In the case of an employee whose employment is terminated on grounds of 
redundancy or efficiency, Strategic Directors (or where the employee is a Strategic 
Director the Chief Executive, or where the employee is the Chief Executive, the Staff 
& Pensions Committee) have discretion to augment pensionable service by up to 6⅔ 
years, as an alternative to making a severance payment, in exceptional cases where 
to do so would be expected to produce significant benefit to the Council in meeting its 
objectives generally, including in terms of service quality or improved efficiency. 
 
9.4 
Where an employee leaves the Council’s employment and as a consequence is able 
to access immediate pension benefits under the Local Government Pension Scheme, 
the Council’s policy is not to abate such pension benefits where the former employee 
re-enters local government employment, save in exceptional circumstances where it 
determines that not to abate the pension in payment could lead to a serious lack of 
confidence in the public service. 
 
9.5 
Where an employee has to give up work in order to care for a chronically ill spouse or 
partner the Council’s policy is to give consideration to waiving the actuarial reduction 
that would otherwise attach to the early payment of pension benefits. 
 
9.6 
Other discretions are exercised in accordance with the Council’s scheme of 
delegation on a case by case basis. 
 
 
Pay policy statement 2014/15 
6 of 7 
 
 

Agreed Revenue Budget -  Appendix C 
10 
Specific policy and practice: The publication of and access to 
information relating to the remuneration of chief officers
 
 
10.1 
The Council’s policy is to provide information on the remuneration of its Chief 
Executive, Strategic Directors and Heads of Service on its website 
(www.warwickshire.gov.uk) in accordance with the Code of Recommended Practice 
for Local Authorities on Data Transparency and as required by s.7 of the Accounts 
and Audit (England) Regulations 2011. 
 
 
 
11 
Specific policy and practice: The Council’s policy relating to the other 
terms and conditions applying to chief officers 

 
11.1 
Except in respect of pay and pay related arrangements (see paragraphs 2.8 and 2.9 
above), and car allowances, the terms and conditions that apply to the Chief 
Executive, Strategic Directors and Heads of Service are those agreed by the Joint 
Negotiating Committee for Chief Officers of Local Authorities. 
 
Pay policy statement 2014/15 
7 of 7 
 
 

 
CAPITAL BUDGET 2014/15 
 

Financial Direction of Travel 
 
1.1 
The value of our assets is £998 million. Each year we need to spend money to ensure 
these assets are still suitable for use in the provision of services and to invest in new 
assets to meet our changing needs and requirements. This investment forms the 
basis of our capital programme. 
 
1.2 
Over recent years we have introduced two significant changes to the way the capital 
programme operates: 
• 
The separation of the maintenance and development programmes 
• 
Limiting borrowing to £20 million a year so the amount spent on servicing 
borrowing does not increase. 
The separation of maintenance and development programmes has brought benefits 
in terms of reducing bureaucracy. And, the £20 million limit on borrowing has meant, 
alongside the property rationalisation programme, that we are beginning to see the 
level of our outstanding debt fall. 
 
1.3 
We want to retain these benefits but also take further steps to ensure the capital 
programme is more closely aligned with our core purpose and priorities. Our 
objectives in relation to the capital programme are to: 
• 
Reduce the authority’s level of outstanding debt. 
• 
Support the growth of the local economy through investment in infrastructure 
that will deliver a positive economic impact for the people of Warwickshire. 
• 
Support invest-to-save projects where the result of the investment is revenue 
savings to the authority. 
 
1.4 
To this end we are recommending an approach to the development of the capital 
programme over the period of the 2014-18 period such that: 
• 
The £20 million limit on new borrowing in each year of the capital programme 
remains. 
• 
All capital receipts (excluding schools) are used to repay debt. Exceptions to 
this policy will only be considered when investing the capital receipt will result in 
bigger reductions in debt outstanding or greater revenue savings than would 
have been achieved by simply repaying debt. 
• 
Investment in the school stock will be fixed at the level of government capital 
grant for schools plus receipts generated from the sale of school assets, after 
allocating £3 million for schools maintenance. 
• 
Investment in transport and highways maintenance including street lighting, 
road safety and devolved budgets will be fixed at the level of government capital 
grant for transport. 
• 
All other maintenance allocations will be cash limited at their 2013/14 level. 
• 
The balance of the £20 million borrowing (about £10 million a year) will be 
allocated to a new Capital Growth Fund. 
• 
Service resources, the Virtual Bank and self-financed borrowing will be the 
primary methods used for funding for invest-to-save projects. 
 
1.5 
In making these changes to the development of the capital programme, specific 
scheme allocations approved as part of the 2013/14 budget resolution will continue to 
be funded, with the exception of the allocation for improvements for pedestrians in 
Rugby town centre. This allocation will be removed and reallocated to provide match 
funding for the Rugby gyratory scheme, including provision for pedestrians and 
cyclists. 
1 of 7 
 
 

 
1.6 
We are also funding the following additional allocations: 
•  £100,000 for community information kiosks in community buildings 
•  £2.5 million for safer routes to schools and 20mph school safety zones 
•  £1.0 million to provide pump-priming funding for a programme of investment in 
LED street lighting. Any energy savings that result from this investment should 
be reinvested in the programme. 
 
1.7 
The financial effect of these recommendations, compared to our current approach, 
will be to restrict maintenance funding across all services to create an enhanced 
Capital Growth Fund. This will be achieved whilst, at the same time, reducing the 
authority’s debt outstanding and hence ensuring that the revenue cost of servicing 
that debt falls over time. 
 
 

2014/15 to 2017/18 Capital Programme 
 
2.1 
Approval is given to a capital programme of £205.712 million. Of this £151.066 million 
is for projects already approved, £16.291 million is for new allocations and £38.355 
million is allocated to the Capital Growth Fund to meet appropriate capital investment 
priorities in future years. 
 
2.2 
Table 1 shows the breakdown of the programme across Business Units, with the full 
detail of the capital programme attached at Appendix A
  Table 1: Capital Programme: Summary by Service 
Service 
Maintenance Programme 
Development Programme 
Total 
Projects 
New 
Projects 
New 
 
Underway  Al ocations 
Underway  Al ocations 
 
£000 
£000 
£000 
£000 
£000 
Safeguarding 


50 
150 
200 
Strategic Commissioning 


2,341 

2,341 
Early Help and Targeted Support 


1,159 

1,159 
Learning and Achievement 


34,743 
465 
35,208 
Customer Service 


3,242 
100 
3,342 
Information Assets 


9,484 

9,484 
Physical Assets 
21,841 
11,330 
9,512 

42,683 
Sustainable Communities 
535 
386 
1,349 

2,270 
Transport and Highways 
34,873 

18,610 
3,500 
56,983 
Fire and Rescue 
1,444 

11,883 
360 
13,687 
Total Allocations 
58,693 
11,716 
92,373 
4,575 
167,357 
 
 
 
 
 
 
Growth Fund 


10,865 
27,490 
38,355 
 
 
 
 
 
 
Total Programme 
58,693 
11,716 
103,238 
32,065 
205,712 
 
2.4 
Across a number of Business Units, particularly Learning and Achievement, Transport 
and Highways and Physical Assets (for school maintenance), capital grants from the 
Government have yet to be announced for future years. As these are announced we 
will approve their addition to the capital programme, as outlined in Section 1, as part 
of the quarterly Organisational Health reports to Cabinet. 
 
2.5 
The £205.712 million spending will take place over a number of years. £97.102 million 
payments are planned for 2014/15. Table 2 summarises the planned capital 
2 of 7 
 
 

payments in each year of the programme. This detail is also shown on a scheme by 
scheme basis in Appendix A. 
  Table 2: Capital Programme – Summary of Payments by Year 
 
2014/15 
2015/16 
2016/17 
2017/18 
Total 
 
£000 
£000 
£000 
£000 
£000 
Projects Underway 
 
 
 
 
 
• 
Maintenance Programme 
31,360 
27,333 


58,693 
• 
Development Programme 
53,266 
30,070 
8,798 
239 
92,373 
Total Projects Underway 
84,626 
57,403 
8,798 
239 
151,066 
 
 
 
 
 
 
New Al ocations 
 
 
 
 
 
• 
Maintenance Programme 
(217) 
(3,423) 
7,678 
7,678 
11,716 
• 
Development Programme 
2,315 
1,170 
920 
170 
4,575 
Total New Al ocations 
2,098 
(2,253) 
8,598 
7,848 
16,291 
 
 
 
 
 
 
Growth Fund 
10,378 
4,423 
11,402 
12,152 
38,355 
 
 
 
 
 
 
Total Programme 
97,102 
59,573 
28,798 
20,239 
205,712 
 
 

Financing the Capital Programme 
 
3.1 
The capital programme will be financed by a mixture of capital grants, capital receipts, 
revenue and self-financed and corporate borrowing. A deduction will be made from 
services revenue budgets for self-financed projects funded from borrowing. New 
borrowing has been limited to £20 million per annum. Table 3 provides a breakdown 
of the financing of the capital programme between years. 
  Table 3: Financing the Capital Programme – Summary by Year 
 
2014/15 
2015/16 
2016/17 
2017/18 
Total 
 
£000 
£000 
£000 
£000 
£000 
Projects Underway 
 
 
 
 
 
• 
Capital Grants and Contributions 
44,204 
6,776 
2,677 

53,657 
• 
Receipts 
1,720 
6,264 


7,984 
• 
Revenue 
176 
287 


463 
• 
Self-financed Borrowing 
3,254 
3,672 
1,898 

8,824 
• 
Corporate Borrowing 
41,137 
45,404 
4,223 
239 
91,003 
Total Projects Underway 
90,491 
62,403 
8,798 
239 
161,931 
 
 
 
 
 
 
New Al ocations and Growth Fund 
 
 
 
 
 
• 
Capital Grants and Contributions 
3,892 



3,892 
• 
Receipts 





• 
Revenue 
100 



100 
• 
Self-financed Borrowing 





• 
Corporate Borrowing 
2,619 
(2,830) 
20,000 
20,000 
39,789 
Total New Al ocations and Growth 
6,611 
(2,830) 
20,000 
20,000 
43,781 
Fund  
 
 
 
 
 
Total Financing 
97,102 
59,573 
28,798 
20,239 
205,712 
 
 
 
3 of 7 
 
 

 

Prudential Guidelines and Limits 
 
4.1 
Approval is given to an Affordable Borrowing Limit consistent with the capital 
programme for 2014/15 and the subsequent three years as detailed in Appendix A. 
The allocations approved as part of this resolution are equivalent to an increase in the 
cost to a Band D council tax payer as follows: 
 
 
In-Year 
Cumulative 
£ per Band D Council Tax 
£ per Band D Council Tax 
2014/15 
0.58 
0.58 
2015/16 
6.87 
7.45 
2016/17 
6.16 
13.61 
2017/18 
2.35 
15.96 
 
4.2 
Approval is also given to the prudential indicators detailed at Appendix B, consistent 
with the approved Capital Programme 2014/15 to 2017/18. 
 
 

Capital Growth Fund 
 
5.1 
The purpose of the Capital Growth Fund is to invest in the infrastructure of 
Warwickshire: 
• 
To ensure our economy is vibrant and thriving so residents will have access to 
jobs, training and skills development, and  
• 
To secure economic growth so that Warwickshire is seen as a centre of choice 
for business with excellent communication and transport networks. 
 
5.2 
The allocation of funds will be prioritised against these overarching objectives using 
the following principles: 
• 
We will support those projects/schemes which deliver the greatest benefit to 
Warwickshire 
• 
We will adopt an evidence based approach to evaluating investment 
opportunities, including comparisons of cost benefit ratios 
• 
We will seek to maximise our share of alternative sources of funding, using our 
resources to leverage support 
• 
We will fully acknowledge the social, political, environmental and organisational 
impact of any projects/schemes in any evaluation 
• 
We will fully consider the risks (and the mitigating action) to the delivery and 
success of any projects/schemes as part of the evaluation 
 
5.3 
All proposals seeking financial support from the Growth Fund will be evaluated in a 
consistent way against the following criteria: 
• 
Alignment with the organisation’s strategic objectives 
• 
Project aspirations and the value of the project in delivering growth 
• 
Financial viability 
• 
Economic benefit 
• 
Political, social and environmental impact 
 
5.4 
Traditionally development projects within the authority have been evaluated and 
approved as part of the annual budget process. Frequently all available funding has 
been allocated at this single point in the year. As a result, if opportunities arise during 
the financial year as a result of government initiatives or developer proposals, there is 
often insufficient resource available to take projects forward. In future funding will be 
allocated throughout the year as schemes/business cases are developed. 
4 of 7 
 
 

 
5.5 
All projects coming forward to Cabinet for approval for funding from the Capital 
Growth Fund must go through the following process: 
• 
An individual Business Unit prepares/sponsors a business case. 
• 
The proposal is scored/evaluated against a consistent set of evaluation criteria, 
the outcome of which will be a technical recommendation based on the 
information in the business case. 
• 
Corporate Board will then review the evaluation and support/reject the proposal 
coming forward to Members. 
• 
Cabinet will then approve the allocation provided it is within the delegation to 
the Growth Fund approved as part of this resolution; otherwise it goes to full 
Council for approval. 
 
 

Head of Finance’s Statement 
 
6.1 
The following statement from the Head of Finance is noted: 
 
The Local Government Act 2003 requires me as “Chief Finance Officer” to report on 
the robustness of the estimates made for the purposes of the budget calculations. 
 
The capital programme information used in preparing this capital budget resolution 

has undergone extensive scrutiny by: 
 
•  Heads of Service and their staff; 
•  Staff within the Finance Service; 
•  Corporate Board 
 
In addition to this I have worked closely with the Cabinet and other members, 
particularly the Conservative Budget Group, in preparing this capital programme 
resolution. In overall terms I am of the view that this capital programme has been 
prepared on realistic assumptions and that it represents a robust programme.” 
 
 

Delegations 
 
7.1 
That the Council reconfirms the delegated powers to the Leader as follows: 
• 
That the Leader or person(s) or body nominated by her are authorised to: 

Agree any increases or reductions in capital starts/payments totals as part 
of the capital review process. 

Approve the addition to the capital programme of projects costing less 
than £1.5 million, which are fully funded from external grants, developer 
contributions or from revenue. 

Approve individual projects within the allocations made by Council 
 
7.2 
In addition the Strategic Director for Resources and Head of Finance are authorised 
to vire capital projects between Services where such virements are as a direct 
consequence of a restructuring within the County Council. 
 
7.3 
The Strategic Director for Resources and Head of Finance, in consultation with the 
Leader, are authorised to reverse allocations made as part of this budget process 
where the investment does not progress. 
 
5 of 7 
 
 

 

Budget Management 
 
8.1 
The Chief Executive is directly responsible for the implementation of the capital 
programme. 
 
8.2 
The Chief Executive is instructed to remind all Strategic Directors, the Chief Fire 
Officer and Heads of Service that budgets must not be overspent and that effective 
budget management arrangements should be the cornerstone of each Service's work 
to secure value for money. 
 
8.3 
A carry forward regime will be introduced with immediate effect to review whether all 
uncommitted capital spend at the end of the financial year is still a priority. Any 
funding released through this process will be used to enhance the Growth Fund. 
 
8.4 
All member bodies, members and officers are instructed to comply with the 
prescriptive legal duties placed upon the Council. The Chief Executive, Strategic 
Directors, the Chief Fire Officer and Heads of Service are instructed to ensure that 
the implementation of policies complies with legal requirements. 
 
8.5 
Authority is given for all necessary tenders to be obtained and contracts to be 
completed to give effect to this budget, subject to compliance with Contract Standing 
Orders, Financial Regulations and the key decision regime for individual approvals. 
 
8.6 
Strategic Directors, the Chief Fire Officer and Heads of Service, in the following 
circumstances and with approval from the Head of Finance, are given authority to let 
contracts where the tender price would cause the project to exceed its approved 
budget: 
• 
If the project is and remains fully funded from external sources; and 
• 
If all funding is externally ringfenced to that specific project  
 
8.7 
That, with the exception of the circumstances outlined in 8.6, the Council reconfirms 
the requirement for Strategic Directors, the Chief Fire Officer and Heads of Service to 
seek Member approval to proceed with a project if, at the tender stage or any 
subsequent decision point, the contract price would cause the project to exceed its 
approved budget by more than tolerances in Financial Regulations prior to committing 
the Council to proceed with the project. In any event, any increase in the expected 
project cost should be reported to Members as soon as possible via the quarterly 
Organisational Health report. 
 
8.8 
Strategic Directors, the Chief Fire Officer and Heads of Service, with approval from 
the Head of Finance, are given approval to use capital receipts to fund replacement 
assets: 
• 
Where the receipt is less than £100,000; and 
• 
Where the receipt is generated from the sale of vehicles, plant, equipment or 
software; and 
• 
Where the replacement asset provides the same service as the item sold; and 
• 
Where the remaining cost of the replacement asset is fully funded from self-
financed borrowing, revenue contribution or third party funding externally 
ringfenced to that specific asset. 
In any event, capital expenditure on the replacement asset should be reported to 
Members as soon as possible via the capital review process. 
 
 
 
6 of 7 
 
 

8.9 
Managing the Maintenance Programme 
Each maintenance allocation identified in Appendix A will be monitored and reported 
to Members at the level approved in the Medium Term Financial Plan (MTFP) and 
Capital Strategy. Detailed budget management within those allocations will be 
delegated to the responsible Head of Service, in line with the agreed criteria and 
prioritisation approved by Council in the MTFP and Capital Strategy. 
 
8.10 
Maintenance allocations may be vired in accordance with the scheme of capital 
virement to a development project where that project incorporates elements of work 
which would otherwise be funded from the maintenance budget. The entire project 
would be treated as a development project for approval and reporting purposes. 
 
8.11 
Managing the Development Programme 
Allocations made to Services under the development programme are for individual 
and specific projects. Any funding allocations may not be committed until individual 
projects are approved by Members. 
 
8.12 
Virements between projects in the development programme are expected to be rare. 
Services are expected to manage variations in total project costs with the appropriate 
approval under Financial Regulations. 
 
8.13 
Virements can only take place between two existing projects. Any new project will 
require Member approval, irrespective of whether its proposed funding is taken from 
an existing allocation. 
 
 
7 of 7 
 
 

Agreed Capital Budget 2014/15 - Appendix A
2014-18 Capital Programme by Head of Service and Financial Year
Safeguarding
Earlier  
2014/15
2015/16
2016/17
2017/18
Total 
2014/15 
years
and later 
years
£000
£000
£000
£000
£000
£000
£000
Previously Approved
Development
Foster carer adaptations
0
50
0
0
0
50
50
Previously Approved Development Total
0
50
0
0
0
50
50
New Allocations
Development
Foster carer adaptations
0
0
50
50
50
150
150
New Development Allocations
0
0
50
50
50
150
150
Total Safeguarding Capital Programme
0
50
50
50
50
200
200
Early Help and Targeted Support
Earlier  
2014/15
2015/16
2016/17
2017/18
Total 
2014/15 
years
and later 
years
£000
£000
£000
£000
£000
£000
£000
Previously Approved
Development
Common Assessment Framework Development Team - Social Care IT Grant
450
1,159
0
0
0
1,609
1,159
Previously Approved Development Total
450
1,159
0
0
0
1,609
1,159
Total Early Help and TS Capital Programme
450
1,159
0
0
0
1,609
1,159
Strategic Commissioning
Earlier  
2014/15
2015/16
2016/17
2017/18
Total 
2014/15 
years
and later
years
£000
£000
£000
£000
£000
£000
£000
Previously Approved
Development
Social Care Reform Grant
30
252
0
0
0
282
252
Adult Social Care Modernisation and Capacity Grant
0
894
1,000
0
0
1,894
1,894
Care Homes Fire Regulations
397
195
0
0
0
592
195
Previously Approved Development Total
427
1,341
1,000
0
0
2,768
2,341
Total Strategic Commissioning Capital Programme
427
1,341
1,000
0
0
2,768
2,341
Page 1 of 7

Agreed Capital Budget 2014/15 - Appendix A
Learning and Achievement
Earlier  
2014/15
2015/16
2016/17
2017/18
Total 
2014/15 
years
and later 
years
£000
£000
£000
£000
£000
£000
£000
Previously Approved
Development
2 Year Old Offer - Capital Funding
415
271
0
0
0
686
271
Schools Disability Access Block Header
0
500
0
0
0
500
500
Alcester St Nicholas Extension (pupil places)
10
310
0
0
0
320
310
Bishopton School Extension - Targeted Basic Need
0
876
1,624
0
0
2,500
2,500
Brooke School Extension - Targeted Basic Need
50
900
0
0
0
950
900
Budbrooke School Extension - Targeted Basic Need
50
520
480
0
0
1,050
1,000
Cawston Grange Extension (pupil places)
50
1,225
1,225
0
0
2,500
2,450
Clifton upon Dunsmore - Replace Temporary Classrooms
759
381
0
0
0
1,140
381
Coten End Primary expansion (pupil places)
655
2,130
115
0
0
2,900
2,245
Education Capital - Earmarked Capital Receipts
0
0
550
0
0
550
550
Education Capital Unallocated Contributions
0
350
0
0
0
350
350
Exhall Cedars Infant temporary classroom replacement
259
9
0
0
0
268
9
Gun Hill & Herbert Fowler Amalgamation
3,210
540
0
0
0
3,749
540
Henry Hinde Infant school extension Targeted Basic Need
30
502
418
0
0
950
920
Ilmington Primary replace temporary classrooms
570
3
0
0
0
573
3
Kingsway Primary extension and reorg (pupil places)
782
218
0
0
0
1,000
218
Lapworth school extension Targeted Basic Need
40
610
0
0
0
650
610
Lillington Primary Extension (Pupil Places)
1,274
552
0
0
0
1,825
552
Long Lawford extension (pupil places)
0
497
478
0
0
975
975
Milby Primary extension (pupil places)
50
925
925
0
0
1,900
1,850
Milverton school extension Targeted Basic Need
50
538
462
0
0
1,050
1,000
New EBD school Targeted Basic Need
130
570
2,800
2,500
0
6,000
5,870
Newburgh Primary additional hall / studio space
448
13
0
0
0
461
13
Paddox school extension Targeted Basic Need
125
910
1,215
0
0
2,250
2,125
Queen Elizabeth contribution to PSBP re extra pupil places
0
1,750
0
0
0
1,750
1,750
Quinton Primary expansion (pupil places)
364
878
0
0
0
1,241
878
Schools Access Initiative Block Header
489
515
0
0
0
1,003
515
Shipston High extension (pupil places)
20
790
790
0
0
1,600
1,580
Shipston Primary kitchen extension (pupil places)
0
90
0
0
0
90
90
St Benedicts extension (pupil places)
158
13
0
0
0
170
13
St Mary's Southam - refurbishment re fire damage
4
196
0
0
0
200
196
St Michael's CE school extension Targeted Basic Need
0
488
762
0
0
1,250
1,250
Telford Infants temporary classroom replacement
281
7
0
0
0
288
7
The Ferncumbe extension (pupil places)
277
10
0
0
0
287
10
Water Orton temporary classroom replacement
0
253
0
0
0
253
253
Welcombe Hills school extension Targeted Basic Need
85
285
580
0
0
950
865
Welcombe Hills vehicle access alterations
38
412
0
0
0
450
412
Wolston St Margarets extension (pupil places)
180
500
20
0
0
700
520
Woodlands Demographic Growth Cap Fund (pupil places)
170
225
0
0
0
395
225
Telford Junior Temporary Classroom Replacement
222
25
0
0
0
247
25
Woodlands School improve facilities
284
16
0
0
0
300
16
Previously Approved Development Total
11,529
19,799
12,444
2,500
0
46,272
34,743
New Allocations
Development
Schools Basic Need
0
465
0
0
0
465
465
New Development Allocations
0
465
0
0
0
465
465
Total Learning and Achievement Capital Programme
11,529
20,264
12,444
2,500
0
46,737
35,208
Page 2 of 7

Agreed Capital Budget 2014/15 - Appendix A
Customer Service
Earlier  
2014/15
2015/16
2016/17
2017/18
Total 
2014/15 
years
and later 
years
£000
£000
£000
£000
£000
£000
£000
Previously Approved
Development 
One-Stop Shops Expansion Programme
0
180
90
0
0
270
270
Improving Customer Experience in County Council Buildings & DDA Works
48
453
0
0
0
501
453
Improving Customer Experience / One Front Door Improvements
480
600
1,000
920
0
3,000
2,520
Previously Approved Development Total
528
1,232
1,090
920
0
3,770
3,242
New Allocations
Development
Community information hubs
0
100
0
0
0
100
100
New Development Allocations
0
100
0
0
0
100
100
Total Customer Service Capital Programme
528
1,332
1,090
920
0
3,870
3,342
Information Assets
Earlier  
2014/15
2015/16
2016/17
2017/18
Total 
2014/15 
years
and later 
years
£000
£000
£000
£000
£000
£000
£000
Previously Approved
Development
Development of Rural Broadband
361
4,271
5,213
0
0
9,845
9,484
Previously Approved Development Total
361
4,271
5,213
0
0
9,845
9,484
Total Information Assets Capital Programme
361
4,271
5,213
0
0
9,845
9,484
Page 3 of 7

Agreed Capital Budget 2014/15 - Appendix A
Physical Assets
Earlier  
2014/15
2015/16
2016/17
2017/18
Total 
2014/15 
years
and later 
years
£000
£000
£000
£000
£000
£000
£000
Previously Approved
Maintenance
Non Schools - Capital Asbestos and Safe Water Remedial Works
0
317
323
0
0
640
640
Non Schools - Planned Capital Building, Mechanical and Electrical Maintenance
0
2,574
2,626
0
0
5,200
5,200
Lower Tysoe/Hopkins Farm, New Farm House - Pre Contract Consultants Costs/Enabling Works
11
239
0
0
0
250
239
Rural Services Capital Maintenance
0
805
821
0
0
1,626
1,626
Schools - Planned Capital Building, Mechanical & Electrical Maintenance
0
5,680
5,794
0
0
11,474
11,474
Schools Asbestos & Safe Water Remedials
0
1,318
1,344
0
0
2,662
2,662
Previously Approved Maintenance Total
11
10,933
10,908
0
0
21,852
21,841
Development   Climate Change
271
83
0
0
0
354
83
Minor Works
138
151
0
0
0
289
151
Refurbishment of Old Shire Hall
150
600
0
0
0
750
600
Rationalisation of the Council's Property
434
209
0
0
0
643
209
Nuneaton Academy Redevelopment
9,501
177
0
0
0
9,677
177
Various Properties - Reducing Energy
129
915
1,200
0
0
2,244
2,115
Various Properties - Renewable Energy
252
2,000
1,750
1,898
0
5,900
5,648
Warwick Shire Hall - Refurbishment (Phase 2 Onwards)
2,971
530
0
0
0
3,500
530
Previously Approved Development Total
13,845
4,664
2,950
1,898
0
23,357
9,512
New Allocations
Maintenance
Non Schools - Capital Asbestos and Safe Water Remedial Works
0
(6)
(12)
311
311
604
604
Non Schools - Planned Capital Building, Mechanical and Electrical Maintenance
0
(52)
(102)
2,524
2,524
4,894
4,894
Rural Services Capital Maintenance
0
(17)
(32)
789
789
1,529
1,529
Schools - Planned Capital Building, Mechanical & Electrical Maintenance *
0
(115)
(3,225)
2,569
2,569
1,798
1,798
Schools Asbestos & Safe Water Remedials
0
(27)
(52)
1,292
1,292
2,505
2,505
New Maintenance Allocations
0
(217)
(3,423)
7,485
7,485
11,330
11,330
Total Physical Assets Capital Programme
13,856
15,381
10,435
9,383
7,485
56,539
42,683
Note:
*
The allocation for schools planned building, mechanical and electrical maintenance will increase by £3 million a year from 2015/16 onwards assuming Department for Education capital 
grants for schools when announced provide sufficient funding.
Page 4 of 7

Agreed Capital Budget 2014/15 - Appendix A
Sustainable Communities
Earlier  
2014/15
2015/16
2016/17
2017/18
Total 
2014/15 
years
and later 
years
£000
£000
£000
£000
£000
£000
£000
Previously Approved
Maintenance
Rural Services Capital Maintenance
0
245
122
0
0
367
367
Household Waste Recycling Centres Maintenance
0
97
71
0
0
168
168
Previously Approved Maintenance Total
0
342
193
0
0
535
535
Development
Nuneaton and Bedworth Business Space - Optima - Epic
7,652
41
0
0
0
7,694
41
Masterplanning and Feasibility Small Scale Improvements
0
80
0
0
0
80
80
Waste Strategy - Waste Treatment & Treatment Facility
610
533
0
0
0
1,143
533
Nuneaton & Bedworth Town Centre - Queens Road West Improvements
586
54
0
0
0
640
54
Leamington To Rugby Railway Path
73
27
0
0
0
100
27
In-Vessel Composting Units for Schools
37
28
0
0
0
65
28
Nuneaton, Centenary Business Centre - Phase 3
(16)
15
0
0
0
(1)
15
Rural Growth Network
299
570
0
0
0
869
570
Previously Approved Development Total
9,241
1,349
0
0
0
10,590
1,349
New Allocations
Maintenance
Rural Services Capital Maintenance
0
0
0
122
122
244
244
Flood Prevention
0
0
0
0
0
0
0
Household Waste Recycling Centres Maintenance
0
0
0
71
71
142
142
New Maintenance Allocations
0
0
0
193
193
386
386
Total Sustainable Communities Capital Programme
9,241
1,691
193
193
193
11,511
2,270
Page 5 of 7

Agreed Capital Budget 2014/15 - Appendix A
Transport and Highways
Earlier  
2014/15
2015/16
2016/17
2017/18
Total 
2014/15 
years
and later 
years
£000
£000
£000
£000
£000
£000
£000
Previously Approved
Maintenance
Area Delegated Budget *
0
2,000
0
0
0
2,000
2,000
Upgrade Traffic Signals Blackhorse Road
26
74
0
0
0
100
74
Street Lighting Column Replacement *
0
510
510
0
0
1,020
1,020
Highways Structural Maintenance *
0
14,567
12,788
0
0
27,355
27,355
Highways Maintenance - additional allocation
0
2,212
2,212
0
0
4,424
4,424
Previously Approved Maintenance Total
26
19,363
15,510
0
0
34,899
34,873
Developer
A429 Ettington Road Wellesbourne - New Roundabout 
544
13
0
0
0
557
13
Access to Stations - Warwick
28
72
0
0
0
100
72
Casualty Reduction *
0
350
0
0
0
350
350
Ford Foundry - Highway Improvement Works
4,547
116
0
0
0
4,663
116
Improvements for Pedestrians in Rugby Town Centre
35
50
461
0
0
546
511
Kenilworth Station
2,908
1,680
638
0
0
5,226
2,318
Leamington, Junction Alterations at Former Potterton Works
4
397
0
0
0
401
397
M40 Junction 12
1,500
5,100
2,200
0
0
8,800
7,300
M40 Junction 14 Safety Improvements
1,954
46
0
0
0
2,000
46
Minor Developer Funded Schemes
0
250
250
0
0
500
500
Nuneaton to Coventry Rail Line Upgrade
1,299
1,458
0
0
0
2,757
1,458
Portobello Bridge Warwick
487
20
43
1,510
0
2,060
1,573
Rugby Gyratory Improvement Scheme
0
1,455
0
0
0
1,455
1,455
Rugby Western Relief Road
58,677
1,320
454
45
0
60,496
1,819
Safety Camera Funded Schemes
1,274
100
100
0
0
1,474
200
South West Warwick Fisher Brook Flood Alleviation
938
39
0
0
0
977
39
Stratford Station footbridge
1,260
309
0
0
0
1,569
309
Variable message signs for car parking in Rugby
0
2
0
0
0
2
2
Warwick, Myton Road Cycle link (Myton & Warwick School)
0
0
0
132
0
132
132
Previously Approved Development Total
75,454
12,778
4,146
1,687
0
94,065
18,610
New Allocations
Development
Safer Routes to Schools and 20mph school safety zones
0
750
1,000
750
0
2,500
2,500
Remove future allocations for the improvements for pedestrians in Rugby town centre scheme
0
(50)
(461)
0
0
(511)
(511)
Match funding for Rugby gyratory
0
50
461
0
0
511
511
Pump-priming allocation for LED street lighting. All energy savings to be reinvested in the scheme
0
1,000
0
0
0
1,000
1,000
Previously Approved Development Total
0
1,750
1,000
750
0
3,500
3,500
Total Transport and Highways Capital Programme
75,480
33,890
20,656
2,437
0
132,463
56,983
Note:
*
The allocations for street lighting column replacement, area delegated budgets, casualty reduction and highways structural maintenance for 2015/16 and beyond will be adjusted to 
ensure, in total, these allocations are the same as the level of highways and transport capital grant received
Page 6 of 7

Agreed Capital Budget 2014/15 - Appendix A
Fire and Rescue
Earlier  
2014/15
2015/16
2016/17
2017/18
Total 
2014/15 
years
and later 
years
£000
£000
£000
£000
£000
£000
£000
Previously Approved
Maintenance
Vehicle Replacement Programme (self financing)
0
722
722
0
0
1,444
1,444
Previously Approved Maintenance Total
0
722
722
0
0
1,444
1,444
Development 
Relocation of Leamington Fire Station, Control Centre & Training Facility
220
6,475
3,228
1,793
239
11,955
11,735
Warwickshire Fire Control Provision
1,190
28
0
0
0
1,218
28
Equipment for New Fire Appliances
0
120
0
0
0
120
120
Previously Approved Development Total
1,410
6,623
3,228
1,793
239
13,293
11,883
New Allocations
Development 
Equipment for New Fire Appliances
0
0
120
120
120
360
360
New Development Allocations
0
0
120
120
120
360
360
Total Fire and Rescue Capital Programme
1,410
7,345
4,070
1,913
359
15,097
13,687
Growth Fund
Earlier  
2014/15
2015/16
2016/17
2017/18
Total 
2014/15 
years
and later 
years
£000
£000
£000
£000
£000
£000
£000
Previously Approved
Development
Growth Fund
2,619
5,865
5,000
13,484
10,865
Previously Approved Development Total
2,619
5,865
5,000
0
0
13,484
10,865
New Allocations
Development 
Growth Fund
(2,619)
4,513
(577)
11,402
12,152
24,871
27,490
New Development Allocations
(2,619)
4,513
(577)
11,402
12,152
24,871
27,490
Growth Fund Total
0
10,378
4,423
11,402
12,152
38,355
38,355
Overall Capital Programme
113,283
97,102
59,573
28,798
20,239
318,995
205,712
Page 7 of 7

Final Capital
Appendix B
Prudential Indicators
PRUDENTIAL INDICATOR
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
(1)  AFFORDABILITY PRUDENTIAL INDICATORS
outturn
estimate
estimate
estimate
estimate
estimate
£'000
£'000
£'000
£'000
£'000
£'000
Capital Expenditure
72,315
92,389
97,002
59,573
28,798
20,239
%
%
%
%
%
%
Ratio of financing costs to net revenue stream
10.60
9.96
10.03
10.38
10.52
10.65
Gross borrowing requirement
£'000
£'000
£'000
£'000
£'000
£'000
Gross Debt
399,096
396,041
393,483
388,422
363,422
364,572
Capital Financing Requirement as at 31 March
337,653
345,237
374,901
404,766
408,355
407,853
Under/(Over) Borrowing
(61,443)
(50,804)
(18,582)
16,344
44,933
43,281
£'000
£'000
£'000
£'000
£'000
£'000
In year Capital Financing Requirement
(17,860)
7,584
29,664
29,865
3,589
(502)
£'000
£'000
£'000
£'000
£'000
£'000
Capital Financing Requirement as at 31 March 
337,653
345,237
374,901
404,766
408,355
407,853
Affordable Borrowing Limit 
£
£
£
£
£
£
Position as agreed at March 2013 Council
Increase per council tax payer
-3.30
-2.23
8.95
5.95
0.00
0.00
Updated position of Proposed Capital Programme 
Increase per council tax payer
-2.19
-6.44
0.58
6.87
6.16
2.35
PRUDENTIAL INDICATOR
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
(2)  TREASURY MANAGEMENT PRUDENTIAL INDICATORS
approved approved
estimate
estimate
estimate
estimate
Authorised limit for external debt - 
£'000
£'000
£'000
£'000
£'000
£'000
    Borrowing
490,097
505,536
501,915
502,090
488,414
422,124
    other long term liabilities
12,000
12,000
12,000
12,000
12,000
12,000
     TOTAL
502,097
517,536
513,915
514,090
500,414
434,124
Operational boundary for external debt - 
£'000
£'000
£'000
£'000
£'000
£'000
     Borrowing
408,415
421,280
416,263
418,409
407,012
351,770
     other long term liabilities
10,000
10,000
10,000
10,000
10,000
10,000
     TOTAL
418,415
431,280
426,263
428,409
417,012
361,770
Upper limit for fixed interest rate exposure
     Net principal re fixed rate borrowing / investments 
100%
100%
100%
100%
100%
100%
Upper limit for variable rate exposure
     Net principal re variable rate borrowing / investments
25%
25%
25%
25%
25%
25%
Upper limit for total principal sums invested for over 364 days
£
£
£
£
£
£
     (per maturity date)
£0
£0
£0
£0
£0
£0
Maturity structure of new fixed rate borrowing during 2011/12
upper limit lower limit
under 12 months 
20%
0%
12 months and within 24 months
20%
0%
24 months and within 5 years
60%
0%
5 years and within 10 years
100%
0%
10 years and above
100%
0%

Document Outline