Presentation prepared by the Managing Director of the Isle of Wight Council in advance of the 2014-15 budget setting.

1. THE FUTURE OF LOCAL SERVICES
Cllr Ian Stephens Leader of the Council (10 mins)
- Introduction and the new administrations priorities
Dave Burbage Managing Director
- The Financial challenge (15 mins )
Cllr Steve Stubbings Deputy Leader (5 mins)
- Meeting the challenge
The Future of Local Services ( 60 mins)
- Questions and suggestions from the floor

2. WHAT WE THINK IS IMPORTANT
• Being open honest and transparent
• Building constructive partnerships for the good of the Island and its
residents
• Involving ,listening and consulting on what we do
• Basing what decisions we make on evidence and understanding the
impact on services and users
• That we try to attract investment to the Island and improve our local
economy where we can
• That we are realistic in what the Council can and should do

3. NEW COUNCIL – THE FIRST SIX MONTHS
Decision Making
- delegated decisions taken by individual
cabinet members stopped
- reviewed the governance arrangements
and consulting on
three potential options
- Engaging with the public e.g. these
events
Working In Partnership
- with Town and Parish
Councils, business and voluntary sector
- involving communities in use of assets
- continuing to invest in pre
apprenticeships
Improving Service Delivery
- strategic partnership with Hampshire CC
for Children’s Services
- strengthening Adult Social care practice
- started a Root and Branch Review of
Services
Promoting the Economy and Tourism
- agreed to invest in a tidal energy project
and rural broadband
- attracting Inward investment through the
Solent Local Enterprise Partnership
- working with visit Isle of Wight
- enabled the setting up of visitor
information points
- Seeking Assisted Area Status

4. WE WANT TO DO MORE
BUT
THE FINANCIAL CHALLENGE

5. SERVICE SPENDING PRESSURES
Adult Social Care – increased need
Children’s Services – improvement agenda
Inflation
Increased statutory duties- e.g. Local council tax support
schemes,
Investment in capital assets such as Schools, buildings, Fire
Vehicles

6. MAIN SOURCES OF INCOME 2014/15 - £225m
Fixed By
Government
Fixed by
Government
Fixed By Government
Fixed by
Government
Mainly
Statutory
Cap at 2% increase
Above need a
referendum
Excluding Schools

7. GOVERNMENT GRANTS REDUCING

8. COSTS INCREASING

9. BUDGET GAP WIDENING

10. SAVINGS BASE
• The Council has a range of statutory duties it must meet
• It also has committed spend it is difficult to reduce e.g. on
contracts , national concessionary fares, Housing Benefits
• Much of what the Council does is set down by regulations by
Government

11. £28m FROM A SMALL BASE

12. STATUTORY V DISCRETIONARY
STATUTORY
A BIT OF BOTH
DISCRETIONARY
How we operate and make decisions
Youth service
How we organise ourselves
Lots of Regulations and Duties
Community Safety
Cowes Chain Ferry
Children’s Services
Waste collection and
disposal
Tourist Information
Adult Social Care
Libraries
Public Conveniences
Home to school Transport
Road maintenance
Leisure Centres , sports, play
Some Housing Functions
Early Years
Public Realm Services
Council Tax and Benefits
Economic Development
Parks and open spaces
Public Health
Planning enforcement
Coastal Management
Concessionary Fares
Harbours
Lifeguards
Fire and Rescue Services
Supporting People
Culture and Heritage

13. MEETING THE CHALLENGE ?
• The Council cannot provide the Services it does now It must focus on
meeting its statutory duties
• We will need to look at how others could take on services through local
groups, other Councils, partnerships, merging services or stopping providing
them
• Local communities and residents can play their part in supporting initiatives
in their local areas that reduce the dependency on the Council and the need
for services
• We want to engage everyone in the discussion about what local services
should look like in the future we want to know what you consider to be
important
• We want your ideas on how we should meet the financial challenge