INTEGRATED PLAN PART B - STRATEGIC DIRECTION AND …

INTEGRATED PLAN

PART B - STRATEGIC DIRECTION AND FINANCIALCONSEQUENCES

Enterprise, Education & SkillsPortfolio

Contents Page

Section 1: Future Strategic Direction

Strategic direction for the portfolio over the period 2016/17 – 2019/20 75 – 76

Key pressures and challenges facing the portfolio for 2016/17 –2019/20

77 – 78

Key projects/programmes that the portfolio will need to deliver onbetween 2016/17 – 2019/20

79 – 80

Key considerations in developing the portfolio / service’s budgetproposals

81 – 82

Section 2: Revenue Budget Information

Key Budget Movements:o Technical Adjustmentso Exceptional Inflationo Pressureso Savings

83 – 84

Revenue Budget by Objective Area 85

Section 3: Capital Programme 86 – 89

Enterprise, Education & Skills Portfolio: Future Strategic Direction

1. What is the strategic direction for the portfolio over the period 2016/17 –2019/20?

Enterprise

One of The County Council’s Corporate Plan priorities is “Opportunity to Prosper”,which aims to build a strong economy for Hertfordshire, and prosperity for itsresidents and business. http://www.hertsdirect.org/your-council/cpdrp/corplan/

The County Council does not have its own Economic Development service butdelivers this priority by working closely with the Hertfordshire Local EnterprisePartnership and is represented on the Board by the Executive Member forEnterprise, Education and Skills. The County Council core funds the LEP to thevalue of £250,000 per annum, and has a Service Level Agreement in place foreconomic development services.

The LEP has a reputation nationally for being a high performing LEP and securedover £221m investment for Hertfordshire as part of the Single Local Growth FundRound 1 and 2. Most of this funding came to HCC to support new infrastructure.

The LEP’s priorities are set out in their Strategic Economic Plan “Perfectly Placedfor Business” and by 2030 aims to have delivered 16,600 additional homes, 38,600new jobs and secured £3bn net additional uplift in gross value added (GVA)

Nationally LEPs will continue to have responsibility for driving economic growth,and will be the route through which Government will channel future funding forgrowth and infrastructure.

Many parts of the country are now looking at the opportunity presented by theDevolution agenda to bid for extra powers / resources to support growth andprosperity in their area. The Government sees LEPs as central to this debate. TheCounty Council’s relationship with the Hertfordshire LEP will be important asHertfordshire considers its position on this agenda over the autumn.

Education and Skills

The service is responsible for:

Standards in schools, and most particularly in maintained schools.

Provision of sufficient school places, and delivery of the capital programme ofexpansions linked to this.

Management of admissions and home to school transport, services for childrenwith Special Educational Needs, and Early Years services.

Allocation of Dedicated Schools Grant funding to schools and Academies, and fora range of centrally-held DSG-funded budgets.

These services aim to support the council priority of opportunity to thrive by supportingchildren to thrive within their families, school and the community.

75

Education & Skills

The service’s budgets are largely funded from the Dedicated Schools Grant. Theallocation of this is planned by the Council working in partnership with the SchoolsForum, which has a range of independent powers. DSG funding is currently £868m,divided as between High Level Needs (SEN) services (£95m), Early Years (£63m),delegated funding for schools and Academies (£699m) and centrally-held schools-related budgets (£10m).

The major strategic financial challenge for the next four years is managing DSG-funded services, and in particular schools, against an anticipated real-termsreduction (after inflation and pressures) which reaches a cumulative 6.5% by2019/20, as set out in the table below.

Table 1 Cumulative real terms budget reductions2016-17 2017-18 2018-19 2019-20

Cumulativereduction

-2.6% -3.9% -5.3% -6.5%

In addition to DSG funding, £54m of the council’s own resources is spent onEducation related services, with £7m spent on Integrated Services for Learning,£20m spent on Admissions and Transport, £16m spent of Childhood SupportServices and around £5m spent through commissioning arrangements with Hertsfor Learning, who exercise responsibility for standards in schools on behalf of theauthority.

The major capital programme challenge over the next four years is developing anddelivering a continuing programme of school expansions and new schools, both tomeeting rising underlying demand for places, and to provide the schoolsinfrastructure required as a result of major new housing developments. The capitalprogramme for expansion of schools (and maintenance of maintained schools) is allexternally-funded, largely through grant from the DfE. Annual expenditure isbetween £60-70m over time, but likely to increase with rising secondary aged pupilsand the infrastructure requirements of large additional housing developments. Themajor new housing development at Bishops Stortford North will alone require morethan £40m of investment in schools over the next few years.

The success of the service, across the board, depends critically on the quality ofrelationships and partnerships with local schools, individually and collectively, andwith the various arms of Government including particularly the Regional SchoolsCommissioner. Our ability to achieve both local educational objectives and widerobjectives round disadvantage depend absolutely on this. A major task for seniormanagement is the maintenance and development of the existing good structure ofrelationships and partnerships.

The wider policy context for the service’s work is that it is in support of the council’spriority of opportunity to thrive. The Children’s Services’ Strategic Plan 2015-2018;Shaping the Future sets out the priorities for the next three years, and includes keyprojects/programmes which are discussed further below.

76

2. What are key pressures and challenges facing your portfolio for 2016/17 –2019/20?

Enterprise

Hertfordshire has recovered well from the recession and the economy is pickingup strongly. There are two key issues emerging from this:

- The need to ensure future economic growth is smart and sustainable. Thiswill rely on strong relationships between HCC, the LEP, the Districts andbusinesses to ensure the focus is on supporting our key sectors, attractingjobs and inward investment, encouraging entrepreneurship, and lobbying forresources.

- Addressing the potential ‘brakes’ on the economy that could affect itssuccess – lack of housing, labour and skills shortages and infrastructure tosupport future growth. This will rely on (i) working closely with the HertsInfrastructure and Planning Partnership and Districts on bringing forwardland for new homes and jobs. (ii) Working with the LEP, DWP and Collegesof FE, and Business on the delivery of the Hertfordshire Skills Strategy. (iii)developing a Transport Vision and a pipeline of new infrastructure projectsto support growth (iv) maximizing the potential regeneration opportunities ofour New Towns and other town centre locations for growth.

HCC is not a ‘provider’ in this area and therefore our role is very much to work inpartnership to deliver key projects. As the pace of the economy picks up, there islikely to be increased demand on County Council technical resources fromcompeting projects and the need to find alternative sources / approaches tofunding.

Education & Skills

There are three major sets of pressures/challenges facing the service. These are:

Financial Government and public expectations Demographic

Section 1, above sets out the financial challenge and the major potential impactsfrom it. Projects/programmes of activity related to each of the three pressure areasare summarised in Section 3, below.

Governmental and public expectationsImprovement in school standards remains a central ambition of Government, and amajor driver for HCC activity. The major challenge facing the service in relation to thekey role round standards in schools is that of maintaining and improving standards inmaintained schools and Academies in a context of diminishing resources and limiteddirect control, and at the same time shaping the local response to the government’spolicy direction round Academisation, both through conversion and sponsorship.

In particular the most recent education legislation places a new emphasis ofintervention and possible Academisation on a wider range of schools, that in futurewill be categorised as “coasting”. HCCs involvement with these schools and with theAcademisation process places a particular strain on resources.

77

There will be a need to continue to deliver an enhanced programme of earlyeducation and child care, which may include the new enhanced free provisionavailable to working parents.

As regards SEN, parental expectations continue to increase, as do various areas ofneed driven in part by demography. Most of the costs of services in this area are metfrom DSG and most services delivered through schools, but the HCC fundedcomponent is significant (c£20m). For SEN provision to work effectively, activeengagement and co-operation from schools will be essential, but in an environmentof falling school and HCC managed budgets.

The Children and Families Act 2014 has significant implications for the way wesupport children and young people with Special Education Needs and/orDisability. The next two to three years will continue to see a period of embeddingthe necessary process and cultural changes to ensure Hertfordshire is compliant withthe new statutory requirements and adopts the principles of greater choice andcontrol for families underpinning the reforms.

A specific pressure in this area is the need to convert approximately 4,000statements of special educational need and 600 learning difficulty assessments intoEducation, Health and Care (EHC) plans by the end of the 17/18 academic year.

DemographyDemographic change affects Childrens services both through the underlying growthin the 0-18 population, but also through the increasing number of substantial newhousing developments with their specific needs. Set out below is a chart showingfuture projected changes in 0-19 population.

The most substantial impact of demographic change lies on the need to expandschool capacity and provide new places. But there is also an impact on the level ofneed for services across the board – SEN, early years, transport and elsewhere.DSG-funded school- based services are protected from this to the extent that DSGfunding does rise directly in proportion to pupil numbers. But this is not the case inother service areas.

7769 68 69

81 83 82

68

-

10

20

30

40

50

60

70

80

90

Age 0-4 Age 5-9 Age 10-14 Age 15-19

Po

pu

lati

on

(th

ou

san

ds)

ONS Population Projections 2012 to 2022 ages 0-19(thousands)

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

78

3. What are the key projects/programmes that the portfolio will need to deliver onbetween 2016/17 – 2019/20?

Enterprise

As well as continuing to work with the LEP on delivering their Strategic EconomicPlan, the County Council will need to engage with the LEP’s three Growth AreaForums and Districts and support key projects as they emerge.

In autumn 2015, the LEP will be submitting its Single Local Growth Fund Round 3bid to Government and HCC will put forward its own list of proposals to the LEPto unlock growth as part of that process.

Developing better links between HCC and the key business sectors inHertfordshire, business organisations and entrepreneurs to understand better theneeds of business is a key theme for this portfolio in future.

With the LEP focusing on high end skills, ensuring our young people and ourmost vulnerable gain access to work with the right skills is a key theme for HCC.

Ensuring the success and sustainability of the new Hertfordshire DestinationManagement Organisation and Tourism Partnership. The County Council and theLEP are pump priming this for 2 years with an expectation that after it will be self-financing.


School Expansions and new schools

Increasing school rolls have required major increases in primary school capacity inrecent years. Delivering the primary programme continues to be a challenge. Majorsecondary sector expansion, driven both by demography and by new housingdevelopment, has already begun and a further programme is planned from 2017onwards. The challenge for the service is to continue to deliver the necessaryprojects within grant funding provided by Government, with no call on HCC capitalfunding.

Each major secondary expansion project is, in itself, a major and resource-intensiveactivity. Three new secondary projects are currently live and all need to be deliveredat or before September 2018. Each of these requires close partnership working withDfE, local schools and EFA. A large number of primary projects are continuing.

Improving attainment and narrowing the attainment gap

Activity is largely carried out on-the-ground by Herts for Learning, but oversight isrequired from the Local Authority. One major aspect of the programme is workingwith the Regional Schools Commissioner round the improvement of schools withunsatisfactory performance; and a major part of this is identifying and managing thetransfer of responsibility for governance to suitable sponsors.

The Hertfordshire School Improvement Strategy 2014 -17, launched in March 2014,was created in consultation with head teachers and governors. The strategy sets outthe vision, aims and priorities to ensure a step change in improved performance forHertfordshire schools, children and young people for the future.

79

The three core priorities of the strategy are:

Increasing the number of good and outstanding schools so that every child canattend a good or outstanding local school.

Reducing the achievement gap for vulnerable groups in particular those on freeschool meals and children looked after.

Reducing the geographical variation in attainment across the districts.

The strategy also aims to clarify the:

role and responsibility of the local authority in relation to Hertfordshire schools the centrality of good and outstanding schools and system led leadership in

school improvement Relationship between Hertfordshire County Council and Herts for Learning. The protocols and procedures in relation to Schools Causing Concern.

Managing consequences of reducing school budgets

As overall budgets decline, some schools, and particular secondary schools, aremoving into actual or potential financial deficit. The service has developed with HfLand schools a programme of support, and will oversee (with corporate Finance) anynecessary interventions to prevent deficits developing in an unmanaged way. Thereis a risk that, if any schools with deficits convert, the DfE will require HCC to coverthe costs of these deficits from its own funding. As a single school can potentially runup a deficit of several million pounds, this is a critical financial issue, and is an areawhere we are commissioning additional support services from HfL so as to mitigatethis risk.

Financial pressures will equally affect High Level Needs services funded from DSG.A refreshed SEND strategy has been prepared and a number of areas for reviewwith associated workstreams identified. Developing and delivering change in anumber of areas of service which support children with SEND will be a priority for thecoming year and is aligned with changes referred to as part of the 0-25 programmewithin Childrens Services portfolio.

School Transport

As part of the school/college transport review in Hertfordshire, one of the Children’sServices priorities related to the review and introduction of a new 16-18 transportpolicy, which took effect from September 2015. In the first year of this savings areanticipated to be £0.200 m, and subsequently £0.500 m per annum. Delivery ofthese savings is a key priority for the Admissions and Transport service.

80

4. What key things have the portfolio considered in developing its budgetproposals?

Enterprise

The County Council’s direct Enterprise Budget comprises £250k core funding for the LEP £50k for Tourism Partnership / Hertfordshire DMO

National Audit vfm tables show that the County Council spends £1.21 per head ofpopulation on economic development, compared to the County and single tieraverage of £13.13 per head. Hertfordshire overall employment rate, medianweekly earning, number claiming Job Seekers Allowance, levels of qualificationsand number of active businesses are all in the upper quartile compared to thecounty and single tier average (source: Public Sector Audit value for moneyprofiles 2013/14).

In 2014/15 the LEP reviewed its Governance Arrangements and continues as aninformal partnership with HCC acting as the Accountable Body to Government forLEP decisions and funding. HCC approved the LEP’s governance framework inJanuary 2015.

The County Council could withdraw its core funding for the LEP. However theLEP’s £500k core funding from BIS / DCLG is predicated on HCC also providingcore funding. The national funding of LEP’s is currently under review. HCC’s corefunding of the LEP does offer HCC a degree of leverage at the LEP Board whichhas so far been positive and secured support for HCC projects and objectives.

HCC’s pump priming support for the Hertfordshire Destination ManagementOrganisation is for 2 years (from September 2015) and is contractual. Therewould be the opportunity to withdraw funding after that time, and instead supportthem on a project by project basis.


The main policy directions informing the budget reduction proposals for theEducation portfolio are as follows:

1. To continue the existing policy of moving the provision of home to schooltransport services towards a statutory minimum position. This has already largelybeen achieved as regards mainstream transport, and is in progress for transportfor pupils with special educational needs. However, we are also now moving toremove in part a remaining minor discretionary element of service, namely theuniversal provision of escorts to primary aged pupils when transported to school.

2. To continue to make efficiency savings where possible, for example by reducingposts and staffing structures as opportunities arise.

3. To seek to avoid reducing early intervention services where the consequenceswould likely include greater (and more costly) demands on specialist andsafeguarding services.

81

The main source of benchmarking information for education services is s251statement data. However, differing interpretations of the guidance on compilingreturns by different LAs makes this of limited value. In some relatively-clearly definedareas such as school improvement, data for 2015/16 budgets shows our net percapita expenditure at £29 as equal to our statistical neighbours, and below theEngland average. For home to school transport we are well below statisticalneighbours for both mainstream (£38 compared with £74) and special (under 16 --£58 to £77) though the special data appears dubious. In others, such as school placeplanning, expenditure varies widely across authorities, depending on the scale ofactivity undertake; for example in some northern counties there is no growth indemand for places and thus the management activity required is minimal.

The Ofsted Eastern Region 2013/14 Annual Report praises Hertfordshire on manyareas including high achievement levels (above national averages) and thepercentage of schools that are good or outstanding being above the nationalaverage. There is also a case study on page 18 which demonstrates good practice inHertfordshire for working with schools to improve provision and maintain highstandards but points out the challenges in reducing the gap for those eligible for freeschool meals.

The Ofsted National 2013/14 School Report also included a case a study praisingHertfordshire's school performance and the work it commissions through Herts forLearning including the newly implemented ‘Early Alert System’ which drawsinformation from different services to identify where schools may need furthersupport.

82

KEY BUDGET MOVEMENTS 2016/17 - 2019/20

2016/17

TOTAL

£000s

2017/18

TOTAL

£000s

2018/19

TOTAL

£000s

2019/20

TOTAL

£000s

(659) (659) (659) (659)

166 199 199 199580 580 580 580

0 0 0 0746 779 779 779

(355) (493) (555) (555)(1,201) (1,247) (1,255) (1,255)

(125) (125) (125) (125)0 0 0 00 0 0 0

(1,681) (1,865) (1,935) (1,935)

Ref Description Dept Type of budget movement

2016/17

TOTAL

£000s

2017/18

TOTAL

£000s

2018/19

TOTAL

£000s

2019/20

TOTAL

£000s

Approximate

current

budget

£'000

Technical Adjustments

TA01

SEN Implementation GrantOne-off grant to provide support to local authorities in England towards additional expenditurelawfully incurred or to be incurred by them in implementing the SEND reforms, including intransferring children and young people from statements and young people in further education ortraining who had Learning Difficulty Assessments to Education, Health and Care plans.

CS Technical Adjustments (659) (659) (659) (659)

Pressures

D04

Corporate Parenting - Higher EducationAs a result of an upward trend in academic attainment a larger number of students are expectedto attend university in the 2016/17 Academic year. The number of students actively studying isexpected to rise from 44 in 2014/15 (academic year) to 75 in 2016/17 (academic year). Thisincrease in numbers is expected to cause a pressure on the budget to ensure appropriate supportis provided and sufficient funding is available to support students per HCC’s current policy

CS Demography 166 199 199 199 290

L04 (X1) + L08(X1)

National Insurance (see Note 1)The introduction of the new Single-tier state pension planned for 6 April 2016 will end contracted-out rebates for employers. This reflects the impact on the service contractual pay costs.

XC Legislative 580 580 580 580

Savings

EEI009SEN HTS Transport 16-18Encouraging the use of local SEN Provision and the changes in SEN Home to School TransportPolicy should produce efficiency savings on the SEN Home to School Transport budget.

CS Existing efficiencies (250) (350) (350) (350) 2,396

EEI016Rationalisation of Operational SupportReductions in operational support should enable these savings to be realised.

CS Existing efficiencies (105) (105) (105) (105) 105

EEI019 (X3) &SSS013 (X3)

0-25 Integration (See Note 1)Exploring the opportunities to improve efficiencies and remove duplication across servicesthrough the introduction of cross service working and the development and implementation of theSEND Pathfinder model and maximise use of community based services to supportindependence and self reliance.

XC Existing efficiencies 0 (38) (100) (100) 33,563

EEI025Small Vehicles Savings: Payment IncentivesEnhancing the incentives for parents/carers to transport their own children, where they wouldotherwise require a dedicated individual taxi route

CS New efficiencies (90) (90) (90) (90) 2,358

EEI026Small Vehicles Savings: Public Transport Provision/Companion CardsProject to encourage the parents of primary, SEND or ESC pupils to school on public transport,as opposed to requiring taxis.


Further savings requiredTOTAL SAVINGS

TOTAL PRESSURES

Existing efficienciesNew efficiencies

2015/16 Policy Decision2016/17 Policy Decision

Other Pressures

Technical Adjustments

DemographyLegislative

83

Ref Description Dept Type of budget movement

2016/17

TOTAL

£000s

2017/18

TOTAL

£000s

2018/19

TOTAL

£000s

2019/20

TOTAL

£000s

Approximate

current

budget

£'000

EEI027Small Vehicles Savings: Removal of requirement for passenger escortsRemoval of passenger assistants on taxi routes for primary aged pupils.

CS 2015/16 Policy Decision (125) (125) (125) (125) 2,358

EEI028Home to School Transport Budget ReviewReview of activity and client profile/routes being utilised for HTST


EEI031Music Service: Additional Trading TargetAdditional trading from the Music Service should allow this saving to be realised

CS New efficiencies (105) (105) (105) (105)

EEI032 &SSS023

Service Efficiency SavingsContinuing to actively pursue further opportunities for efficiency savings should enable this savingto be achieved. These include the deletion of vacant posts, reduction in hours and smallreductions in budgets for externally-commissioned services,


EEI033 (X6)E-Payments Savings (see Note 1)E-Invoicing impact; reduced manual processing & less supplier queries

XC New efficiencies (42) (42) (42) (42)

EEI034 (X5) &SSS024 (X5)

Printer Contract Savings (see Note 1)Savings through a reduction in print costs achieved through the new managed print servicecontract.


EEI035 (X6) &SSS025 (X6) &ENV110 (X6)

Enabling the Worker (see Note 1)Reduction in planned staffing in operational teams (and associated travel and accommodationcosts) through implementation of mobile working technology and new touch-down bases.


Note 1A number of pressures and savings impact on a serveral portfolios. The total amounts across allportfolios is given here:

Legislative Pressure - National Insurance (X1) 3,551 3,551 3,551 3,551Savings - Effective Utilisation of Vehicles Phase 1 (X1) 16 16 16 16Savings - Effective Utilisation of Vehicles Phase 2 (X2) 110 110 110 110Savings - 0-25 Integration (X3) 0 75 200 200Savings - E-Payment Savings (X4) 133 133 133 133Savings - Printing Contract Saving (X5) 88 163 200 200Savings - Enabling the Worker Savings (X6) 962 1,212 1,212 1,212Savings - Finance-Prompt Payment Discount (X7) 0 160 160 160

84

ANALYSIS OF REVENUE BUDGET BY OBJECTIVE AREAS

2015/16

Original Net

Budget

£'000 Objective Area

Gross Budget

2016/17

£'000

Income

£'000

Net Budget

2016/17

£'000

Net Budget

2017/18

£'000

Net Budget

2018/19

£'000

Net Budget

2019/20

£'000

Education & Early Intervention

Integrated Services for Learning

6,483

Integrated Services for Learning (ISL) delivers services for children and young people with additional andspecial educational needs, including a number of statutory LA duties. The service comprises of 5 integratedlocal teams and some central teams. It includes Educational Psychology, Special Educational Needs, EarlyYears (Special Educational Needs and Disability - SEND), Attendance, Access to Education team forRefugees and Travellers.

6,905 (282) 6,623 6,586 6,523 6,523

Admissions & Transport

19,733

The Admissions Service manages the school admissions process including coordinating in-year applicationsfor all maintained schools. The majority of academies and voluntary aided schools within the county have alsochosen to opt into the process. The service also manages and administers the eligibility and entitlementpolicies for home to school transport for all mainstream children and young people.

18,799 (149) 18,650 18,520 18,520 18,520

Education Services

4,744

Education Services includes responsibility for ensuring the statutory duties in relation to School improvementare met by the local authority. These services are now commissioned through Herts for Learning (HfL) theschools company.

This area also contains budget for the development of 14-19 learning strategy which includes the provision ofApprenticeships.

4,823 (147) 4,676 4,676 4,676 4,676

Premature Retirement

4,788 This area of the budget relates to the liabilities arising from premature retirements in schools. 4,818 0 4,818 4,818 4,818 4,818

35,748 Education & Early Intervention Total: 35,345 (578) 34,767 34,600 34,537 34,537

Children's Services Overheads

Performance and Business Support

341

The Performance and Business Support area contains the following areas which support the whole of CSdepartment:• Performance and Improvement• IT Budget• Business Infrastructure Service• Children and Young People’s Strategic Commissioning

340 0 340 340 340 340

Education & Eearly Intervention Central

435This area of the budget covers the general overheads of running the department. It includes IntegratedEducation System (IES) support costs and Directorate spend. Also included within this area is the allocationof DSG income to cover support costs for DSG funded LA managed services.

(353) (3) (356) (315) (323) (323)

776 Children's Services OverheadsTotal: (13) (3) (16) 25 17 17

Environment

Economic Development and Local Enterprise Partnership

561Working in partnership with the Hertfordshire Local Enterprise Partnership (LEP) ,this budget aims to ensureHertfordshire develops and maintains a strong economy and promotes economic prosperity for all.

572 0 572 572 572 572

561 Enivronment Total 572 0 572 572 572 572

85

Proposed Enterprise, Education & Skills Portfolio Capital Programme 2016/17-2018/19

The total proposed Capital Programme 2016/17 to 2018/19 for the portfolio is £71.72m and

for 2016/17 is £18.515m. This includes all new bids and re-programming from 2015/16 at

the end of quarter 2. No HCC Funding is requested in 2016/17.

2016/17 2017/18 2018/19 Total

£k £k £k £k

HCC Funding 0 1,245 4,135 5,380

Grant 17,814 12,194 0 30,008

Contributions 701 11,220 22,911 34,832

Reserves 0 1,500 0 1,500

Revenue 0 0 0 0

Total 18,515 26,159 27,046 71,720

New Capital Bids

The portfolio has proposed 3 new capital bids. These are summarised in the table below.

The 3 new schemes have capital costs of £2.75m in 2016/17 and require £10.23m of capital

expenditure over the next three years.

The proposed new capital bids require no new HCC funding.

SchemeTotalCost

2016/17

HCCFunding2016/17

ExternalFunding2016/17

TotalCost

projectcost

including2016/17

TotalHCC

fundingfor thetotal

project

TotalExternalFundingfor theproject

£’000 £’000 £’000 £’000 £’000 £’000

Primary Expansion Programme 6:Meeting the rising demand for schoolplaces for September 2017.

2,750 0 2,750 5,000 0 5,000

Contribution towards School Project: Thiswill enable the Herts and Essex to bid forGovernment funding. The project willprovide a 0.5fe expansion.

0 0 0 600 0 600

Bishop’s Stortford North (N) 1 FE PrimaryProvision – ASR5.* New school in theBishop Stortford Development funded bydeveloper contributions.

0 0 0 4,630 4,630

2,750 0 2,750 10,230 0 10,230

86

*HCC will be initially funding the Bishop Stortford North schemes but the schemes will generate a

capital receipt to cover this expenditure which is likely to be received outside the current Integrated

Plan spend.

Revised Capital Bids increasing total HCC Funding

The portfolio has 1 bid which increases total HCC funding. In total £61k of HCC funding is

requested for 2016/17-2018/19.

SchemeAdditional

Cost2016/17

HCCFunding2016/17

ExternalFunding2016/17

TotalAdditional

Cost2016/17-2018/19

TotalAdditional

HCCfunding

2016/17-2018/19

TotalAdditional

ExternalFunding

2016/17-2018/19

£k £k £k £k £k £k

Broadband Contract 2:Capital expenditure oninfrastructure to enableSuperfast Broadband fibrecoverage of 97%+ toHertfordshire domestic andbusiness premises.

792 0 792 124 61 63

87

PROPOSED Enterprise, Education and Skills Capital Programme 2016/17-2018/19 subject to member approval.

Enterprise, Education and Skills

New Request (N) or Existing Request (E) or Revised Request ( R) if change to existing

scheme requires additional HCC funds?

DirectorateTotal Scheme

Cost

Cost

16/17

HCC

FundingGrant Contribution

Cost

17/18

HCC

FundingGrant Contribution Reserves

Cost

18/19

HCC

FundingGrant

Contribu

tion

£K £K £K £K £K £K £K £K £K £K £K £K £K £K £K

1Primary Expansion Programme 3 (E):

Meeting the rising demand for school places.31,061

1a

Almond Hill Junior School ( E). Junior School project follows on from additional places

created at Letchmore Infants in September 2014. Approved by Cabinet in February

2013.

Childrens Service

E&EI927 927 0 0


Meeting the rising demand for school places for September 2016.Childrens Service

E&EI13,265

2a William Ransom (E )Childrens Service

E&EI3,257 3,257 0 0

2b Tannery Drift School (E )Childrens Service

E&EI1,091 1,091 0 0

2c Roman Way Primary (E )Childrens Service

E&EI1,757 1,757 0 0

2d Forres Primary (E )Childrens Service

E&EI1,866 1,866 0 0

2e Prae Wood Primary (E )Childrens Service

E&EI2,097 2,097 0 0


Meeting the rising demand for school places for September 2017.

Childrens Service

E&EI5,000 2,750 2,750 2,250 2,250 0

4Secondary School Expansion Programme - SEC1:

Meeting the rising demand for school places.20,527

4aClements Dane (E)- expansion of 1fe. Partly funded by Targeted Basic Need (TBN)

capital grant. This was approved by Cabinet in September 2013.

Childrens Service

E&EI300 300 0 0

4b Temporary School expansionsChildrens Service

E&EI353 353 0 0

6 Contribution towards School ProjectChildrens Service

E&EI600 0 600 600 0

7School Expansions Site Acquistions ( E): Acquistion of sites to enable future school

provisions

Childrens Service

E&EIOn-going 100 100 7,300 7,300 0

8 Bishop's Stortford North 2 FE Primary Provision - West (1st)Childrens Service

E&EI7,197 225 225 4,165 4,165 2,485 2,485

9 Bishop's Stortford North 2 FE Primary Provision - East (2nd)Childrens Service

E&EI7,197 3,599 3,599 3,598

10 Bishop's Stortford North (N) 1 FE Primary Provision - ASR5Childrens Service

E&EI4,630 4,630 4,630

11 Bishop's Stortford North 6FE Secondary SchoolChildrens Service

E&EI29,606 1,000 524 476 7,477 48 874 6,555 14,954 3,110 11,844 5,682

12

Broadband Delivery Project (R): Joint procurement project between Hertfordshire and

Buckinghamshire County Councils to ensure at least 90% of premises in each county can

receive superfast broadband. Will also deliver a guaranteed minimum speed of 2 Mbps

to all premises. The Herts LEP also made a capital contribution (£500k) to ensure

superfast coverage at three main business parks: Maylands, Centennial and

Gunnelswood.

Resources and

Performance10,043 0 507 154 353

2016/17 Integrated Plan

Subsequent

Years

2018/19 Integrated Plan2017/18 Integrated Plan

88

Enterprise, Education and Skills

New Request (N) or Existing Request (E) or Revised Request ( R) if change to existing

scheme requires additional HCC funds?

DirectorateTotal Scheme

Cost

Cost

16/17

HCC

FundingGrant Contribution

Cost

17/18

HCC

FundingGrant Contribution Reserves

Cost

18/19

HCC

FundingGrant

Contribu

tion

£K £K £K £K £K £K £K £K £K £K £K £K £K £K £K

2016/17 Integrated Plan

Subsequent

Years

2018/19 Integrated Plan2017/18 Integrated Plan

13

Broadband Delivery Project Phase 2: (R ): Capital expenditure on infrastructure to

enable Superfast Broadband fibre coverage of 97%+ to Hertfordshire domestic and

business premises. These costs only cover Hertfordshire’s phase 2 costs and funding.

Potentially phase 2 may also include Buckinghamshire County Council if they can find

the match funding.

Resources and

Performance8,138 2,792 0 2,792 4,367 1,197 1,170 500 1,500 871 871

Total for Enterprise, Education and Skills 18,515 0 17,814 701 26,159 1,245 12,194 11,220 1,500 27,046 4,135 0 22,911 9,280

Childrens Service

E&EI15,723 0 15,022 701 21,792 48 11,024 10,720 0 25,668 3,110 0 22,558 9,280

Resources and

Performance2,792 0 2,792 0 4,367 1,197 1,170 500 1,500 1,378 1,025 0 353 0

18,515 0 17,814 701 26,159 1,245 12,194 11,220 1,500 27,046 4,135 0 22,911 9,280

89

INTEGRATED PLAN PART B - STRATEGIC DIRECTION AND …

Documents